Nature of Human Resource Management • Human Resource (HR) Management Designing management systems to ensure that human talent is used effectively and efficiently to accomplish organizational goals • 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 © 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 1–1 Types of Organizational Assets Assets Physical Financial © 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 Intangible Human 1–2 Assets in Human Resources Human Capital Core Competency The collective value of the capabilities, knowledge, skills, life experiences, and motivation of an organizational workforce A unique capability that creates high value and differentiates an organization from its competition © 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 1–3 FIGURE 1–2 HR Management Functions © 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 1–4 Organizational Culture and HR • Organizational Culture Is the shared values and beliefs in an organization Is the internal “climate” of the organization that employees, managers, customers, and others experience Positively affects service and quality, productivity, and financial results when aligned with HR values and organizational goals Is affected by differences in cultural dimensions from country to country and even within countries © 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 1–5 Social Responsibilities and HR • HR Advantages and Social Responsibilities Attracting and retaining employees Achieving sustainability in dealing with economic challenges Creating a “green culture” • Global Social Responsibility and HR Results in higher organizational images globally, better employee morale and loyalty, and more competitive advantages with consumers © 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 1–6 Employee Engagement and HR Culture • Employee Engagement Is the extent to which individuals feel linked to organizational success and how the organization performs positively • Social Networking Involves communicating to other employees, nonwork friends, community contacts, and others Has evolved from personal contacts and oral communications to include: E-mail and text messages Twitters Blogs © 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 1–7 Ethical Behavior and Organizational Culture Ethics Program Elements Written code of ethics and standards of conduct Employee training on ethical behaviors © 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 Advice to employees on ethical situations Confidential reporting of ethical problems 1–8 FIGURE 1–5 Examples of HR-Related Ethical Misconduct Activities © 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 1–9 Current HR Management Challenges Organizational Cost Pressures and Restructuring Economics and Job Changes Human Resource Management Globalization of Organizations and HR © 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 Workforce Demographics and Diversity 1–10 HR Management Roles HR Management Roles Administrative Operational and Employee Advocate © 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 Strategic 1–11 FIGURE 1–9 Roles of HR Management © 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 1–12 [...]...HR Management Roles HR Management Roles Administrative Operational and Employee Advocate © 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 Strategic 1–11 FIGURE 1–9 Roles of HR Management © 2011 Cengage Learning All rights reserved May not be scanned,