MGT351 Human Resource Management Chapter1 1 1 The

MGT-351 Human Resource Management Chapter-1 1– 1

The Management Process Planning Controlling Leading Organizing Staffing 1– 2

Human Resource Management at Work What Is Human Resource Management (HRM)? ◦ The policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising. 1– 3

Human Resource Management at Work Acquisition Training Fairness Health and Safety Labor Relations Human Resource Management (HRM) Appraisal Compensating 1– 4

Basic HR Concepts The bottom line of managing: Getting results HR creates value by engaging in activities that produce the employee behaviors that the company needs to achieve its strategic goals. 1– 5

Line and Staff Aspects of HRM Line manager ◦ A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organization’s tasks. Staff manager ◦ A manager who assists and advises line managers. 1– 6

Line Managers’ HRM Responsibilities 1. Placing the right person on the right job 2. Starting new employees in the organization (orientation) 3. Training employees for jobs that are new to them 4. Improving the job performance of each person 5. Gaining creative cooperation and developing smooth working relationships 6. Interpreting the firm’s policies and procedures 7. Controlling labor costs 8. Developing the abilities of each person 9. Creating and maintaining department morale 10. Protecting employees’ health and physical condition 1– 7

Human Resource Managers’ Duties Coordinative Function Line Authority Implied Authority Functional Authority Functions of HR Managers Staff Functions Staff Authority Innovator Employee Advocacy 1– 8

Human Resource Specialties Recruiters Labor Relations Specialists Training Specialists Human Resource Specialties EEO Coordinators Job Analysts Compensation Managers 1– 9

FIGURE 1– 3 Employment and Recruiting—Who Handles It? (Percentage of All Employers) Note: Length of bars represents prevalence of activity among all surveyed employers. Source: HR MAGAZINE, BNA/Society for Human Resource Management, 2002. Reproduced with permission via Copyright Clearance Center. 1– 10

The Changing Environment of Human Resource Management Globalization Trends Changes and Trends in Human Resource Management Technological Trends in the Nature of Workforce Demographic Trends 1– 11

Important Trends in HRM Strategic Human Resource Management ◦ The organization’s intentions and plans on how its business goals should be achieved through people. ◦ It is based on three propositions: First, that human capital is a major source of competitive advantage; Second, that it is people who implement the strategic plan; and, Third, that a systematic approach should be adopted to defining where the organization wants to go and how it should get there. 1– 12

High-Performance Work System Practices Employment security Selective hiring Extensive training Self-managed teams/decentralized decision making Reduced status distinctions Information sharing Contingent (pay-for-performance) rewards Transformational leadership Measurement of management practices Emphasis on high-quality work 1– 13

Evidence Based HRM A philosophical and pragmatic approach to the management of human capital. Focus on the impact of management practices on observable financial and organizational outcomes 1– 14

HR Certification US: ◦ Society for Human Resource Management (SHRM) Bangladesh; ◦ Bangladesh Institute of Human Resource Management Foundation Certificate Course on Personnel Management. Certificate Course on Industrial Relations. Certificate Course on Organization Conflict. Certificate Course Consulting. 1– 15