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© 2008 by Prentice Hall 1-1
Human Resource Management
Week 1
STRATEGIC HUMAN RESOURCE
MANAGEMENT:
AN OVERVIEW
© 2008 by Prentice Hall 1-2
Human Resource Management
• Utilization of individuals to achieve organizational objectives
• All managers at every level must concern themselves with human resource management
• Five functions
© 2008 by Prentice Hall 1-3
1
Human Resource
Management
Human Resource
Development
Com
pens
atio
n
Staffing
Em
ployee and
Labor Relations
Safety and Health
Human Resource Management Functions
© 2008 by Prentice Hall 1-4
Staffing
• Job Analysis
• Human Resource Planning
• Recruitment
• Selection
© 2008 by Prentice Hall 1-5
Staffing (Cont.)
• Staffing - Process through which organization ensures it always has proper number of employees with appropriate skills in right jobs at right time to achieve organizational objectives
• Job analysis - Systematic process of determining skills, duties, and knowledge required for performing jobs in organization
© 2008 by Prentice Hall 1-6
Staffing (Cont.)
• Human resource planning - Systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time .
• Recruitment - Process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, to apply for jobs with an organization
© 2008 by Prentice Hall 1-7
Staffing (Cont.)
• Selection - Process of choosing from a group of applicants the individual best suited for a particular position and the organization
© 2008 by Prentice Hall 1-8
Human Resource Development
• Training• Development
• Career Planning• Career Development
• Organizational Development• Performance Management
• Performance Appraisal
© 2008 by Prentice Hall 1-9
Human Resource Development (Cont.)
• Training - Designed to provide learners with knowledge and skills needed for their present jobs
• Development - Involves learning that goes beyond today's job; it has more long-term focus
• Career planning - Ongoing process whereby individual sets career goals and identifies means to achieve them
© 2008 by Prentice Hall 1-10
Human Resource Development (Cont.)
• Career development - Formal approach used by organization to ensure that people with proper qualifications and experiences are available when needed
• Organization development - Planned process of improving organization by developing its structures, systems, and processes to improve effectiveness and achieving desired goals
© 2008 by Prentice Hall 1-11
Human Resource Development (Cont.)
• Performance management - Goal-oriented process directed toward ensuring organizational processes are in place to maximize productivity of employees, teams, and ultimately, the organization
• Performance appraisal - Formal system of review and evaluation of individual or team task performance
© 2008 by Prentice Hall 1-12
Compensation
Compensation - All rewards that individuals receive as a result of their employment
© 2008 by Prentice Hall 1-13
Compensation
• Direct Financial Compensation - Pay that person receives in form of wages, salaries, bonuses, and commissions.
• Indirect Financial Compensation (Benefits) - All financial rewards not included in direct compensation such as paid vacations, sick leave, holidays, and medical insurance.
• Nonfinancial Compensation - Satisfaction that person receives from job itself or from psychological and/or physical environment in which person works.
© 2008 by Prentice Hall 1-14
Safety and Health
Employees who work in safe environment and enjoy good health are more likely to be productive and yield long-term benefits to organization.
© 2008 by Prentice Hall 1-15
Safety and Health
• Safety - Involves protecting employees from injuries caused by work-related accidents
• Health - Refers to employees' freedom from illness and their general physical and mental well being
© 2008 by Prentice Hall 1-16
Employee and Labor Relations
• Private-sector union membership has fallen from 39 percent in 1958 to 7.8 percent in 2005.
• Business is required by law to recognize a union and bargain with it in good faith if the firm’s employees want the union to represent them
• Human resource activity is often referred to as industrial relations
• Most firms today would rather have a union-free environment
© 2008 by Prentice Hall 1-17
Interrelationships of HRM Functions
• All HRM functions are interrelated
• Each function affects other areas
© 2008 by Prentice Hall 1-18
HR’s Changing Role: Questions That Are Being Asked
• Can some HR tasks be performed more efficiently by line managers or outside vendors?
• Can some HR tasks be centralized or eliminated altogether?
• Can technology perform tasks that were previously done by HR personnel?
• Many HR departments continue to get smaller
© 2008 by Prentice Hall 1-19
HR Outsourcing
• Transfers responsibility to an external provider
• Market for HR outsourcing is growing dramatically
© 2008 by Prentice Hall 1-20
Ways HR Outsourcing is Done
• Discrete services
• Multi-process services
• Total HR outsourcing
© 2008 by Prentice Hall 1-21
Multi-process Services
• Complete outsourcing of one or more human resource processes
• Example: Procter & Gamble outsourced entire training operations
© 2008 by Prentice Hall 1-22
Total HR Outsourcing
• Transfer majority of HR services to third party
• Example: Whirlpool Corporation signed 10-year deal to outsource HR business processes for 68,000 employees to Convergys Corporation
© 2008 by Prentice Hall 1-23
Organization ofHuman Resource Management
10th Edition
PART I. INTRODUCTION• Chapter 1: Strategic Human Resource
Management: An OverviewPART II. HR ETHICAL, LEGAL, AND SOCIAL
CONSIDERATIONS• Chapter 2: Business Ethics and Corporate
Social Responsibility • Chapter 3: Workforce Diversity, Equal
Employment Opportunity, and Affirmative Action
© 2008 by Prentice Hall 1-24
Organization ofHuman Resource Management
10th Edition (Cont.)
PART III. STAFFING
• Chapter 4: Job Analysis, Strategic Planning, and Human Resource Planning
• Chapter 5: Recruitment
• Chapter 6: Selection
© 2008 by Prentice Hall 1-25
Organization ofHuman Resource Management
10th Edition (Cont.)
PART IV. HUMAN RESOURCE DEVELOPMENT
• Chapter 7: Training and Development
• Appendix Chapter 7: Career Planning and Development
• Chapter 8: Performance Management and Appraisal
© 2008 by Prentice Hall 1-26
Organization ofHuman Resource Management
10th Edition (Cont.)
PART V. COMPENSATION AND BENEFITS• Chapter 9: Compensation • Chapter 10: Benefits, Nonfinancial
Rewards, and Other Compensation Issues
PART VI. SAFETY AND HEALTH• Chapter 11: A Safe and Healthy Work
Environment
© 2008 by Prentice Hall 1-27
Organization ofHuman Resource Management
10th Edition (Cont.)
PART VII. EMPLOYEE AND LABOR RELATIONS• Chapter 12: Labor Union and Collective
Bargaining• Appendix Chapter 12: History of Unions in the
United States• Chapter 13: Internal Employee RelationsPART VIII. OPERATING IN A GLOBAL
ENVIRONMENT• Chapter 14: Global Human Resource
Management