What is HRM The process of acquiring training

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What is HRM? The process of acquiring, training, appraising, and compensating employees, and of

What is HRM? The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.

Why Study Human Resources Management? • Human Resources Management (HRM) § The process of

Why Study Human Resources Management? • Human Resources Management (HRM) § The process of managing human talent to achieve an organization’s objectives. § Policies, practices, and systems that influence employees’ behavior, attitudes, and performance • “Why Study HRM? ” § Staffing the organization, designing jobs and teams, developing skillful employees, identifying approaches for improving their performance, and rewarding employee successes—all typically labeled HRM issues—are as relevant to line managers as they are to managers in the HR department. § Great business plans, products and services can easily be copied by competitors. Great personnel cannot. 2 of XX © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2 of 36

Human Capital and HRM • Words to describe how important people are to organizations

Human Capital and HRM • Words to describe how important people are to organizations – Human Resources, Human Capital, Intellectual Assets, and Talent Management. • Human Capital - The knowledge, skills, and capabilities of individuals that have economic value to an organization § § Human capital is intangible and cannot be managed the way organizations manage jobs, products, and technologies. Valuable because capital: • is based on company-specific skills. • is gained through long-term experience. • can be expanded through development. “An organization’s ability to learn, and translate that learning into action rapidly, 1– 3 is the ultimate competitive business advantage. ” ( Jack Welch, General Electric) © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 3 of 36

A (not so positive) View of HR • Why we hate HR • Why

A (not so positive) View of HR • Why we hate HR • Why We Love to Hate HR and What HR Can Do About It © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 4 of 36

HR Mastery? It seems like many HR workers are not aware of the research

HR Mastery? It seems like many HR workers are not aware of the research literature and tend to depend too often on common sense. Review some of these findings what HR employees believe and what the research literature says § HR Professionals’ Beliefs about Effective Human Resource Practices: Correspondence Between Research and Practice § Don’t Know, Don’t Care: An Exploration of Evidence Based Knowledge and Practice in Human Resource Management © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1– 5 5 of 36

Differences Between HR Managers (Staff) and Line Managers HR Managers • Less dominant, more

Differences Between HR Managers (Staff) and Line Managers HR Managers • Less dominant, more facilitative • Less independent • Less experimental, more attentive to employees’ needs • More practical and conventional • Less bold, better at listening • Need less attention and visibility Line Managers • Dominant, more forceful • More comfortable taking the initiative • Comfortable with change, willing to rock the boat • More innovative in problem solving • Willing to take risks, comfortable with uncertainty • Skilled at taking center stage © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 6 of 36

The Partnership of Line Managers and HR Departments (cont. ) • Responsibilities of Human

The Partnership of Line Managers and HR Departments (cont. ) • Responsibilities of Human Resources Managers 3. Strategic advice and counsel Service Policy formulation and implementation 4. Employee advocacy? ? ? ? 1. 2. • Competencies Human Resources Managers Require § § § Business mastery Personal credibility HR mastery © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1– 7 7 of 36

Environment of HRM

Environment of HRM

Organization Chart for HR Department: City of St. Petersburg

Organization Chart for HR Department: City of St. Petersburg

This figure provides an overall framework of HR activities. From this figure, we can

This figure provides an overall framework of HR activities. From this figure, we can see that managers have to help blend many aspects of management. It is the basis for our discussion throughout this chapter. 1– 10 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 10 of 36

The HRM Practices © 2012 Cengage Learning. All Rights Reserved. May not be copied,

The HRM Practices © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 11 of 36

Competitive Challenges and Human Resources Management • Top challenges include: § § § §

Competitive Challenges and Human Resources Management • Top challenges include: § § § § Responding Strategically to Changes in the Marketplace Competing, Recruiting, and Staffing Globally Setting and Achieving Corporate Social Responsibility and Sustainability Goals Advancing HRM with Technology Containing Costs While Retaining Top Talent and Maximizing Productivity Responding to the Demographic and Diversity Challenges of the Workforce Adapting to Educational and Cultural Shifts Affecting the Workforce Adapting to legal and political environment © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1– 12 12 of 36

Who Does What? HR has sole responsibility • • • Outplacement Labor law compliance

Who Does What? HR has sole responsibility • • • Outplacement Labor law compliance Record keeping Employment testing Unemployment compensation Some aspects of benefits administration EEO Policy development and implementation Employee advocacy? ? Collaboration with others • Employment interviewing • Performance management • Employee discipline • Efforts to improve quality and productivity • Employee training • Safety • Compensation © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1– 13 13 of 36

What CEOs Want from HR • Make workforce strategies integral to company strategies and

What CEOs Want from HR • Make workforce strategies integral to company strategies and goals • Leverage HR’s role in major change initiatives, such as strategic planning; mergers, and acquisitions • Earn the right to a seat at the corporate table • Develop awareness and/or an understanding of the business • Understand finance and profits • Help line managers achieve their goals The above list is a sharp deviation from what has traditionally been an administrative type role (like keeping track of employee absences) for HR. © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 3– 14 14 of 36