What is human resource management What is human

What is human resource management?

What is human resource management? • The effective use of people to achieve both business and individual goals

What is human resource management? • The effective use of people to achieve both organizational and individual goals • The effective recruitment, selection, development, compensation, and utilization of human resources by organizations

Why should you care about HRM?

Why care about HRM? • Impact on you as employees • Impact on you as managers • Potential future roles as HR professionals • Impact of HRM on organizations

HRM has increased in importance since the 1980 s. Why?

HRM has increased in importance since the 1980 s. Why? • Globalization

HRM has increased in importance since the 1980 s. Why? • Globalization • Government regulation

HRM has increased in importance since the 1980 s. Why? • Globalization • Government regulation • Stronger knowledge/research base

HRM has increased in importance since the 1980 s. Why? • Globalization • Government regulation • Stronger knowledge/research base • Changing role for labor unions

HRM has increased in importance since the 1980 s. Why? • Globalization • Government regulation • Stronger knowledge/research base • Changing role for labor unions • Challenge of matching worker expectations with competitive demands

What motivates employees? • • • Feeling “in” on things Good wages Good working conditions Job security Full appreciation of work that is done Tactful disciplining Employer loyalty to employees Interesting work Promotion and growth in the organization

What motivates employees? • • • Feeling “in” on things Good wages Good working conditions Job security Full appreciation of work that is done Tactful disciplining Employer loyalty to employees Interesting work Promotion and growth in the organization 6 Rank 8 1 4 2 5 9 7 3 (Karl and Sutton, 1996)

A new model of HRM is needed

A new model of HRM is needed • More strategic (not strictly focused on dayto-day operational needs)

A new model of HRM is needed • More strategic (not strictly focused on dayto-day operational needs) • More proactive (less reactive)

A new model of HRM is needed • More strategic (not strictly focused on dayto-day operational needs) • More proactive (less reactive) • More of a consultant to line management (less of a bureaucratic specialist)

A new model of HRM is needed • More strategic (not strictly focused on dayto-day operational needs) • More proactive (less reactive) • More of a consultant to line management (less of a bureaucratic specialist) • More of an “employee champion” (less of an organizational “cop”)

Competencies needed for HRM • Personal credibility

Competencies needed for HRM • Personal credibility • Business mastery

Competencies needed for HRM • Personal credibility • Business mastery • HR mastery

Competencies needed for HRM • Personal credibility • Business mastery • HR mastery • Change mastery (Broadbank and Ulrich, 1994)

Professional organizations in HR: • • Society for Human Resource Management Human Resource Certification Institute American Society for Training & Development American Compensation Association Indian Society for Training and Development Academy of HRD ISABS

Final thought: Non Schola Sed Vita Discimus (We don’t learn for school, but for life) Peter Drucker, “The New Realities”