Human resrouce management 12th mathis jacson chapter 001

CHAPTER Changing Nature of Human Resource Management © 2008 Thomson/South-Western All rights reserved PowerPoint Presentation by Charlie Cook The University of West Alabama Chapter Chapter Objectives Objectives After you have read this chapter, you should be able to: ■ Define human capital and explain its importance ■ Identify the seven categories of HR activities ■ Describe how the major roles of HR management are being transformed ■ Discuss four challenges facing HR today ■ 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 © 2008 Thomson/South- 1–2 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 © 2008 Thomson/South- 1–3 Types of Organizational Assets Assets Physical Financial © 2008 Thomson/South- Intangible Human 1–4 Human Capital in Organizations 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 © 2008 Thomson/South- 1–5 Categories of HR Activities Strategic HR Management Equal Employment Opportunity Staffing HR Development Compensation and Benefits Health, Safety, and Security Employee and Labor Relations © 2008 Thomson/South- 1–6 FIGURE 1-1 HR Management Activities © 2008 Thomson/South- 1–7 Smaller Organizations and HR Management Issues Shortage of Qualified Workers Increasing Costs of Benefits © 2008 Thomson/South- Rising Taxes Government Regulation Compliance 1–8 HR Cooperation with Operating Managers • HR Unit • Managers  Develops legal, effective  Advise HR of job openings interviewing techniques  Decide whether to own  Trains managers in conducting selection interviews  Conducts interviews and testing  Sends top three applicants to managers for final review  Checks references  Does final interviewing and final interviewing  Receive interview training from HR unit  Do final interviewing and hiring where appropriate  Review reference information  Provide feedback to HR unit on hiring/rejection decisions hiring for certain job classifications © 2008 Thomson/South- 1–9 FIGURE 1-2 Typical Division of HR Responsibilities: Training © 2008 Thomson/South- 1–10 HR Management Roles HR Management Roles Administrative Operational and Employee Advocate © 2008 Thomson/South- Strategic 1–11 FIGURE 1-3 Changing Roles of HR Management Note: Example percentages are based on various surveys © 2008 Thomson/South- 1–12 FIGURE 1-4 Performance Management Linkage © 2008 Thomson/South- 1–13 FIGURE 1-5 Fastest Growing Jobs to 2014 Source: U.S Bureau of Labor Statistics, www.bls.gov © 2008 Thomson/South- 1–14 Current HR Management Challenges Economic and Technological Changes Globalization of Business Human Resource Management Workforce Demographics and Diversity © 2008 Thomson/South- Organizational Cost Pressures and Restructuring 1–15 FIGURE 1-6 Family-Friendly Benefit Offerings Source: Adapted from Benefits Survey Report (Alexandria, VA: Society for Human Resource Management, 2006) © 2008 Thomson/South- 1–16 HR Technology • Human Resource Management System (HRMS)  An integrated system providing information used by HR management in decision making  Purposes and Benefits of HRMS  Administrative  Availability and operational efficiency of data for HR strategic planning  Automation of payroll and benefit activities  EEO/affirmative  Cost action tracking reductions for HR workflows © 2008 Thomson/South- 1–17 Uses of a Web-Based HRMS HRMS on the Internet Bulletin Boards Data Access © 2008 Thomson/South- Employee Self-Service Extended Linkage 1–18 Ethical Behavior and Organizational Culture • Organizational Culture  The shared values and beliefs in an organization • Fostering Ethical Behavior (Sarbanes-Oxley)  Have a written code of ethics and conduct standards  Provide ethical behavior training and advice  Establish confidential reporting systems for ethical misconduct  Provide whistle-blower protection  Support HR’s role as “keeper and voice” of organizational ethics © 2008 Thomson/South- 1–19 FIGURE 1-7 Examples of Ethical Misconduct in HR Activities Types of Misconduct Examples of Employee, Supervisor, and Managerial Behavior Compensation • • • • Employee Relations • Employees lying to supervisors • Executives/managers providing false information to public, customers, and vendors • Personal gains/gifts from vendors • Misusing/stealing organizational assets and supplies • Intentionally violating safety/health regulations Staffing and Equal Employment • Favoritism in hiring and promotion • Sexual harassment • Sex, race, and age discrimination in hiring, discipline, and termination Misrepresenting hours and time worked Falsifying expense reports Personal bias in performance appraisals and pay increases Inappropriate overtime classifications © 2008 Thomson/South- 1–20 HR Management Competencies and Careers Strategic Contribution Business Knowledge HR Delivery HR Competencies HR Technology Personal Credibility © 2008 Thomson/South- 1–21 HR Management as a Career Field HR Generalist A person who has responsibility for performing a variety of HR activities © 2008 Thomson/South- HR Specialist A person who has in-depth knowledge and expertise in a limited area of HR 1–22 FIGURE 1-8 HR Specialists Source: HR Department Benchmarks and Analysis 2007 (Washington, DC: Bureau of National Affairs, 2007), 131 To purchase this publication and find out more about BNA HR solutions, visit http://hrcenter.bna.com or call 800-3721033 Used with permission © 2008 Thomson/South- 1–23 FIGURE 1-9 HR Certification The Human Resource Certification Institute offers three types of professional certifications for HR generalists Details on these certifications are available from the Human Resources Certification Institute, www.hrci.org © 2008 Thomson/South- 1–24 [...]... Thomson/South- 1–14 Current HR Management Challenges Economic and Technological Changes Globalization of Business Human Resource Management Workforce Demographics and Diversity © 2008 Thomson/South- Organizational Cost Pressures and Restructuring 1–15 FIGURE 1-6 Family-Friendly Benefit Offerings Source: Adapted from Benefits Survey Report (Alexandria, VA: Society for Human Resource Management, 2006) © 2008...HR Management Roles HR Management Roles Administrative Operational and Employee Advocate © 2008 Thomson/South- Strategic 1–11 FIGURE 1-3 Changing Roles of HR Management Note: Example percentages are based on various surveys © 2008 Thomson/South- 1–12 FIGURE 1-4 Performance Management Linkage © 2008 Thomson/South- 1–13 FIGURE 1-5 Fastest... Offerings Source: Adapted from Benefits Survey Report (Alexandria, VA: Society for Human Resource Management, 2006) © 2008 Thomson/South- 1–16 HR Technology • Human Resource Management System (HRMS)  An integrated system providing information used by HR management in decision making  Purposes and Benefits of HRMS  Administrative  Availability and operational efficiency of data for HR strategic planning... bias in performance appraisals and pay increases Inappropriate overtime classifications © 2008 Thomson/South- 1–20 HR Management Competencies and Careers Strategic Contribution Business Knowledge HR Delivery HR Competencies HR Technology Personal Credibility © 2008 Thomson/South- 1–21 HR Management as a Career Field HR Generalist A person who has responsibility for performing a variety of HR activities... http://hrcenter.bna.com or call 800-3721033 Used with permission © 2008 Thomson/South- 1–23 FIGURE 1-9 HR Certification The Human Resource Certification Institute offers three types of professional certifications for HR generalists Details on these certifications are available from the Human Resources Certification Institute, www.hrci.org © 2008 Thomson/South- 1–24