Chapter 1. HRM overview; chapter 2. HR strategy; chapter 3. HR planning; chapter 4. Job analysis competency; chapter 5. Recruitment and selection; chapter 6. Performance evaluation; chapter 7. Compensation; chapter 8. Training and development. HRM is actionoriented, individualoriented, globallyoriented, and future orientedIt focuses on satisfying the needs of individuals at workHRM is a necessary functionEffectively performed, it can make the crucial difference between successful and unsuccessful organizationsOne of the challenges faced in HRM is that many decisions require input from both operating managers and HR specialists. This dual role can lead to conflict, or it can result in more effective HRM decisions
chapter Human Resource Management Human Resource Management (HRM) The overview HRM? Activities? Descriptions/approaches Foundations of HRM Strategic HRM HRM professionals/specialist HRM management and strategy • • • • • • • Human Resource Management (HRM) • The function performed in organizations that facilitates the most effective use of people (employees) to achieve organizational and individual goals HRM Activities • Equal employment opportunity (EEO) compliance • Job analysis • Human resource planning • Employee recruitment, selection, motivation, and orientation • Performance evaluation and compensation • Training and development • Labor relations • Safety, health, and wellness Four descriptions of the HRM function It is action-oriented It is people-oriented It is globally-oriented It is future-oriented Historical Foundations of HRM Scientific Management Welfare Work Industrial Psychology Human Relations Strategic Importance of HRM • The increased strategic importance of HRM means that: Human resource specialists must show that they contribute to the goals and mission of the firm • The actions, language, and performance of the HRM function must be: Measured Precisely communicated Evaluated The new strategic positioning of HRM means that accountability must be taken seriously Key Strategic HRM Concepts That Must Be Applied • Analyzing and solving problems from a profit-oriented point of view • Assessing and interpreting costs or benefits of HRM issues • Using planning models that include realistic, challenging, specific, and meaningful goals • Key Strategic HRM Concepts That Must Be Applied • • Preparing reports on HRM solutions to problems encountered by the firm • Training the human resources staff Emphasizing the strategic importance of HRM Emphasizing the importance of contributing to the firm’s profits If the HRM function is to be successful, managers in other functions must be knowledgeable and involved HRM and Organizational Effectiveness • Performance • Legal compliance • Employee satisfaction • Training effectiveness • Absenteeism • Training return on investment • Turnover • Grievance rates • Accident rates Objectives of the HRM Function • Helping the organization reach its goals • Employing the skills and abilities of the workforce efficiently • Providing the organization with well-trained and well-motivated employees • Increasing to the fullest the employee’s job satisfaction and self-actualization • Developing and maintaining a quality of work life that makes employment in the organization desirable • Objectives of the HRM Function • • Communicating HRM policies to all employees • Helping to maintain ethical policies and socially responsible behavior • Managing change to the mutual advantage of the organization’s stakeholders • Managing increased urgency and faster cycle time Performs HRM Activities In most organizations two groups perform HRM activities: 1) HR manager-specialists (staff) 2) Operating managers (line) Competencies Needed by HR Professionals • Communication skills • Problem solving • Leadership • Recruiting/staffing • Employment law • Training and development • Competencies Needed by HR Professionals • • Technology • Forecasting • Compensation design • Benefits design and administration • Accounting and finance • Record keeping The HR department has a responsibility to be a proactive, integral component of management and the strategic planning process HRM’s Place in Management HRM must: • ascertain specific organizational needs for the use of its competence • evaluate the use and satisfaction among other departments • educate management and employees about the availability and use of HRM services HRM Strategy • The HRM strategy will help aggregate and allocate a firm’s resources into a unique entity on the basis of: Its internal strengths and weaknesses Changes in the environment The anticipated actions of competitors Relationship Between Strategy, Objectives, Policies, and Rules: Strategy – The plan that integrates major objectives More specific Objectives – Goals that are specific and measurable More specific Policies – Guides to decision making More specific Procedures/Rules – Specific directions for decision making Summary • HRM is action-oriented, individual-oriented, globally-oriented, and future oriented It focuses on satisfying the needs of individuals at work • HRM is a necessary function Effectively performed, it can make the crucial difference between successful and unsuccessful organizations • One of the challenges faced in HRM is that many decisions require input from both operating managers and HR specialists • This dual role can lead to conflict, or it can result in more effective HRM decisions ...chapter Human Resource Management Human Resource Management (HRM) The overview HRM? 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