Chapter 1Chapter 1Jack Welch- Winning“Elevate HR to a position of power and primacy in the organization, and make sure HR people have the special qualities to help managers build leaders and careers. In fact, the best HR types are pastors and parents in the same package.”

“The head of human resources at any company should be at least as important as the CFO.”

Leaders are ReadersPeter DruckerThe Essential Drucker (2008)“Business management must always, in every

decision and action, put economic performance first.”

Learning ObjectivesAfter you have read this chapter, you should be

able to:Define HR management and identify the seven

categories of HR activities.Discuss three challenges facing HR today.Describe how the major roles of HR management

are being transformed.Identify the purposes and uses of HR technology.Discuss why ethical issues affect HR management.Explain the key competencies needed by HR

professionals and why certification is important.

Today In what kind of environment are we doing HR

today?

HR Activities- what do HR people do?

HR Management Challenges- what external and internal factors influence what HR people do?

HR Roles- how do HR people do their jobs?

Nature of Human Resource Management

Human Resource (HR) ManagementThe design of formal systems in an organization

to ensure effective and efficient use of human talent to accomplish organizational goals.

Nature of Human Resource Management cont.Who Is an HR Manager?

In the course carrying out their duties, every operating manager is, in essence, an HR manager.

HR specialists design processes and systems that operating managers help implement.

CWU’s HR Programmatic ApproachBusiness Core Courses (ACT, FIN, MGT,

MKT, SCM, ECON)HR Specialization Courses

HRM 381- IntroductionHRM 442- Training and DevelopmentHRM 445- Staffing OrganizationsHRM 479- Employee RelationsHRM 488- CompensationHRM 486- Capstone Course/Strategic HR

HR ActivitiesStrategic HR

ManagementWhat is “Strategic”?MetricsEnvironmental

Scanning/AnticipationHigh Performance Work

PracticesLeveraging Core

Competencies

HR Activities ContinuedEqual Employment Opportunity

Compliance Multicultural OrganizationsDiversityAffirmative ActionGlobal Impacts: Resources, Markets, EmployeesEEOC and the OFCCP

HR Activities ContinuedStaffing

AttractionSelectionAttrition ModelJob DescriptionJob Analysis QualificationsRecruiting, Interviewing

HR DevelopmentOrientationSocializationJob TrainingLeadership DevelopmentPerformance Management

HR Activities ContinuedCompensation and Benefits

Base PayMerit Pay/IncentivesGainsharingEmployee OwnershipManagement of Health and Dental CostsCafeteria PlansEmployee Rewards

HR Activities ContinuedHealth, Safety, and Security

OSHA (1970)…who has the responsibility for healthy employees?

Safety in the workplaceSecurity post 9-11EAPsHealth Promotion

Employee and Labor RelationsUnionizationPolicies and ProceduresCommunication (Justice Theory)

Compliance with Compliance with Government Government RegulationsRegulations

Compliance with Compliance with Government Government RegulationsRegulations

Shortage of Shortage of Qualified Qualified WorkersWorkers

Shortage of Shortage of Qualified Qualified WorkersWorkers

Increasing Increasing Costs of Costs of BenefitsBenefits

Increasing Increasing Costs of Costs of BenefitsBenefits

Rising TaxesRising TaxesRising TaxesRising Taxes

Issues of Issues of Greatest Greatest ConcernConcern

Issues of Issues of Greatest Greatest ConcernConcern

Small Businesses

Large piece of economic sector

Larger piece of job creation in U.S.

When do we need an HR person? (80-100 employees)

Management of Human Capital In Organizations

Physical, Financial, Intangible andHuman Capital

The collective value of the capabilities, knowledge, skills, life experiences, and motivation of an organizational workforce. Also known as intellectual capital. How to measure the strategic value of human

assets?Core Competency

A unique capability that creates high value and differentiates an organization from its competition. HR competencies: a source of competitive advantage.

1–17

Human Capital

The collective value of the capabilities, knowledge,

skills, life experiences, and motivation of an

organizational workforce.

Core Competency

A unique capability that creates high value and

differentiates an organization from its

competition.

HR Management ChallengesGlobalization of Business

Outsourcing and increased competition Stockholder, employee, manager concerns? Is this socially responsible? Should the U.S. pass legislation protecting these

jobs? Why/Why not? What about the perspective that this is good for the

long run as it lowers the costs of goods and services? Do you agree? Why/Why not?

HR Management ChallengesGlobalization of Business

The threat of terrorism- How does this impact what we do? OSHA?

Economic and Technological ChangesOccupational shifts from manufacturing and

agriculture to service industries and telecommunications.

Pressures of global competition causing firms to adapt by lowering costs and increasing productivity.

Technological Shifts and the InternetGrowth of information technology.

Fastest Growth in Job Changes to 2016

Source: U.S. Bureau of Labor Statistics, www.bls.gov.

Fastest Growth in Job Changes to 2016

Source: U.S. Bureau of Labor Statistics, www.bls.gov.

HR Management ChallengesWorkforce Availability and Quality Concerns

Inadequate supply of workers with needed skills for “knowledge jobs” 80% of manufacturing jobs report shortage of qualified

workersEducation of workers in basic skills

Not enough specific skills, not enough technology skillsGrowth in Contingent Workforce

Represents 20% of the workforce Increases in temporary workers, independent contractors,

leased employees, and part-timers caused by: Need for flexibility in staffing levels Increased difficulty in firing regular employees. Reduced legal liability from contract employees Boeing Strategy- manage employment cycles in suppliers and

partners

HR Management ChallengesWorkforce Demographics and Diversity

Increasing Racial/Ethnic Diversity From the Melting Pot to the Salad Bowl

More Women in the Workforce Single-parent households

Dual-career couples

Domestic partners

Working mothers and family/childcare

Significantly Aging Workforce Age discrimination

HR Management ChallengesOrganizational Cost Pressures and

RestructuringMergers and Acquisitions“Right-sizing”—eliminating of layers of

management, closing facilities, merging with other organizations, and outplacing workers Intended results are flatter organizations, increases in

productivity, quality, service and lower costs. Costs are “survivor mentality”, loss of employee

loyalty, and turnover of valuable employees.HR managers must work toward ensuring

cultural compatibility in mergers.

HR Management RolesAdministrative Role

Clerical and administrative support operations (e.g., payroll and benefits work) Technology is transforming how HR services are

delivered. Outsourcing HR services to reduce HR staffing

costs

Operational and Employee Advocate Role“Champion” for employee concerns

Employee crisis management Responding to employee complaints

Note: Example percentages are based on various surveys.

Strategic Role for HRAdministrative RoleOperational RoleEmployee Advocate RoleStrategic Role

“Contributing at the Table” to organizational results HR becomes a strategic business partner by:

Focusing on developing HR programs that enhance organizational performance.

Involving HR in strategic planning at the onset. Participating in decision making on mergers, acquisitions,

and downsizing. Redesigning organizations and work processes Accounting and documenting the financial results of HR

activities.

Some HR people get this, some don’t…CEOs want those that do and oust those that don’t

HR TechnologyHuman Resource Management System (HRMS)

An integrated system providing information used by HR management in decision making.

Purposes (Benefits) of HRMS Administrative and operational efficiency in compiling

HR data Availability of data for effective HR strategic planning

Uses of HRMS Automation of payroll and benefit activities EEO/affirmative action tracking HR Workflow: increased access to HR information

Employee self-service reduces HR costs.

Uses of an HRMSHRMS

Bulletin boards What information will be available and what is

information needed?Data access

To what uses will the information be put?Employee self-service

Who will be allowed to access to what information? Web-based services and access

Extended linkage When, where, and how often will the information be

needed?

Ethics and HR ManagementFirms with High Ethical Standards

Are more likely to reach strategic goals.Are viewed more positively by stakeholdersAre better able to attract and retain human

resources.Ethics and Global Differences

Different legal, political, and cultural factors in other countries can lead to ethical conflicts for global managers.

Foreign Corrupt Practices Act (FCPA) Prohibits U.S. firms from engaging in bribery and

other practices in other countries.

Leaders are Readers The Smartest Guys in the Room (2004)McLean and Elkind “The tale of Enron is a story of human

weakness, of hubris and greed and rampant self-delusion; of ambition run amok; of a grand experiment in the deregulated world; of a business model that didn’t’ work; and of smart people who believed their next gamble could cover up their last disaster—and who couldn’t admit they were wrong”.

Business Ethics and HR Management Consequences

© 2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 1–34

Ethics Program Elements

Written code of

ethics and standards of

conduct

Employee training on

ethical behaviors

Advice to employees on ethical situations

Confidential reporting of ethical problems

Legal Question Ethical Question

•Does the behavior or result meet all applicable laws, regulations, and government codes?

•Does the behavior or result meet both organizational standards and professional standards of ethical behavior?

Examples of HR-Related Ethical Misconduct Activities

HR Ethics and Sarbanes-Oxley (SOX)Reduce the likelihood of illegal and unethical

behaviors by:Having a written code of ethics and conduct

standardsProviding ethical behavior training and adviceEstablishing confidential reporting systems for

ethical misconductProviding whistle-blower protectionSupporting HR’s role as “keeper and voice” of

organizational ethics

Ethical Behavior and Organizational Culture

Classic Management Article“The perpetuation of unethical practices in

organizations” Socialization Attrition Justification from small to large

HR Management Competencies and Careers

Important HR CompetenciesStrategic contribution to organizational successBusiness knowledge of organization and its

strategiesEffective and effective delivery of HR servicesFamiliarity with HRMS technologyPersonal credibility

SPEAK THE LANGUAGE OF THE BUSINESS

HR Management as a Career FieldHR Generalist

A person with responsibility for performing a variety of HR activities.

HR SpecialistA person with in-depth knowledge and

expertise in a limited area of HR.HR Manager

A person who is a line manager for HR Generalists and Specialists

HR CertificationsProfessional Human Resource (PHR- 2 Years)Senior Professional Human Resource (SPHR- 5 years)Global Professional Human Resource (GPHR-4 years with 2

international)Certified Compensation Professional (CCP), sponsored by the World

at Work AssociationCertified Employee Benefits Specialist (CEBS), sponsored by the

International Foundation of Employee Benefits PlansCertified Benefits Professional (CBP), sponsored by the WorldatWork

AssociationCertified Performance Technologist (CPT), co- sponsored by the

American Society for Training & Development and the International Society for Performance Improvement

Certified Safety Professional (CSP), sponsored by the Board of Certified Safety Professionals

Occupational Health and Safety Technologist (OHST), given by the American Board of Industrial Hygiene and the Board of Certified Safety Professionals

Certified Professional Outsourcing, provided by New York University and the Human Resource Outsourcing Association