HRM-INtrolecture

7/25/2019 HRM-INtrolecture

1/39

INTRODUCTION TO HUMANINTRODUCTION TO HUMAN

RESOURCE MANAGEMENTRESOURCE MANAGEMENT

11

Chapter 1Chapter 1

Prepared by : Ly SokcheuPrepared by : Ly Sokcheu

Updated : 1Updated : 1stst

September, 2012September, 2012


2/39

ChapterObjectives

22

Describe the brief history of HRM.

Define human resource management.

Identify the human resource managementfunctions.

Explain who performs the HRM functions.

Discuss the objectives of the HRM Functions. Discuss the roles of HRM. Explain the HR department. Discuss the HR responsibilities.

After studyi! this chapter" y#u

sh#u$d be ab$e t#%


3/39

HRM can be traced to Engand, !here

cra"tspeope organ#$ed themse%es #nto gu#ds&

- They used unity to improve working conditions.

'he (ndustr#a Re%out#on #n the 1)th century

a#d the bas#s "or a ne!, compe* #ndustr#asoc#ety&

+ Changing work conditions, social patterns, and

laor created a gap etween workers and owners. ur#ng the !ord !ars era, sc#ent#"#c

management, !e"are !ork, and #ndustr#a

psychoogy merged&

(& - .r#e" H#story o" HRM

33


4/39

/reder#ck & 'ayor, the "ather o" sc#ent#"#c/reder#ck & 'ayor, the "ather o" sc#ent#"#c

management, summar#$edmanagement, summar#$ed scientificscientific

managementmanagementas:as: !cience, not roles o" thum!cience, not roles o" thum

Harmony, not discordHarmony, not discord Cooperation, not individualismCooperation, not individualism Ma#imum output, not restricted outputMa#imum output, not restricted output

Industrial psychology,Industrial psychology,#n#t#ated #n 11,#n#t#ated #n 11,

"ocused on:"ocused on: The workerThe worker $ndividual di""erences$ndividual di""erences The ma#imum well eing o" the workerThe ma#imum well eing o" the worker

(& - .r#e" H#story o" HRM 34ont&5

44


5/39

Personne departments !ere created to deaPersonne departments !ere created to dea!#th:!#th: %rastic changes in technology%rastic changes in technology &rgani'ational growth&rgani'ational growth

The rise o" unionsThe rise o" unions (overnment intervention concerning working(overnment intervention concerning working

peoplepeople


55

-round the 120s, more organ#$at#ons-round the 120s, more organ#$at#onsnot#ced and acted on empoyee+managementnot#ced and acted on empoyee+management

con"#ct&con"#ct&


6/39

'he Ha!thorne stud#es 3126 to 15:'he Ha!thorne stud#es 3126 to 15: )ere to determine the e""ects o")ere to determine the e""ects o"

illumination on workers and their outputillumination on workers and their output The studies pointed out the importance o"The studies pointed out the importance o"

social interaction on output and satis"actionsocial interaction on output and satis"action


Source: John M. Ivancevich, Human ResourceSource: John M. Ivancevich, Human Resource ManagementManagement, 8, 8editionedition , p6, p6

66

Unt# the 170s, the personne "unct#onUnt# the 170s, the personne "unct#on

!as concerned ony !#th bue+coar!as concerned ony !#th bue+coar

empoyees&empoyees& File clerk, house-keeper, social worker,File clerk, house-keeper, social worker,

"ire"ighter, and union troule de"user"ire"ighter, and union troule de"user


7/39

(s the act#%#t#es des#gned by manager topro%#de "or an ord#nate human resources o"

an organ#$at#on& 3R#ck 4oo!, 115

Re"ers to the po#c#es, pract#ces, and systems

that #n"uence empoyees8 beha%#or, att#tudes,and per"ormance& Many compan#es re"er to

HRM as #n%o%#ngpeople practices& 39oe, et

al.2005

(s ut##$at#on o" #nd#%#duas to ach#e%eorgan#$at#ona obect#%es& - managers get

th#ngs done through the e""orts o" others;

th#s re


8/39

)as responsile "or arranging and)as responsile "or arranging andcoordinating the management o" humancoordinating the management o" human

resources to help the organi'ation achieve itsresources to help the organi'ation achieve its

goals.goals.

$s an individual who normally acts in an$s an individual who normally acts in anadvisoryadvisoryoror staffstaff capacity, working with othercapacity, working with other

managers regarding HR matters.managers regarding HR matters. There was a shared responsiility etweenThere was a shared responsiility etween

line manager and human resourceline manager and human resource

pro"essionals.pro"essionals. &"ten the line managers go to HR "or&"ten the line managers go to HR "or

guidance such as promotion, hiring, discipline.guidance such as promotion, hiring, discipline.

(((& HR Manager(((& HR Manager

88


9/39

99

(=& HRM /unct#ons(=& HRM /unct#ons

**HRMHRM

FunctionsFunctions

HumanRe

source

HumanRe

source

%evelopment

%eve

lopment

Compen

sati

on

Compen

sation

!ta""in

g

!ta""in

g

+mp

loy

eeand

+mp

loy

eeand

,aorR

elatio

ns

,aorR

elatio

ns

!a"ety and!a"ety and

HealthHealth


10/39

o nalysiso nalysis Human Resource /lanningHuman Resource /lanning

RecruitmentRecruitment !election!election

/rocess through which organi'ation/rocess through which organi'ation

ensures it always has proper numerensures it always has proper numer

o" employees with appropriate skillso" employees with appropriate skills

in right 0os at right time to achievein right 0os at right time to achieve

organi'ational o0ectives.organi'ational o0ectives.

1010

1&1& Sta""#ngSta""#ng


11/39

a1a1 o analysiso analysis !ystematic process o" determining!ystematic process o" determiningskills, duties, and knowledge re2uiredskills, duties, and knowledge re2uired

"or per"orming 0os in organi'ation."or per"orming 0os in organi'ation.

1& Sta""#ng 34ont&51& Sta""#ng 34ont&5

1111

11 Human resource planningHuman resource planning SSystematic process o" matching theystematic process o" matching the

internal and e#ternal supply o" peopleinternal and e#ternal supply o" people

with 0o openings anticipated in thewith 0o openings anticipated in theorgani'ation over a speci"ied periodorgani'ation over a speci"ied period

o" time.o" time.


12/39

1& Sta""#ng 34ont&51& Sta""#ng 34ont&5

1212

d1d1 !election!election /rocess o" choosing "rom a group o"/rocess o" choosing "rom a group o"

applicants, the individuals est suitedapplicants, the individuals est suited"or a particular position and the"or a particular position and the

organi'ation.organi'ation.

c1c1 RecruitmentRecruitment /rocess o" attracting individuals on a/rocess o" attracting individuals on atimely asis, in su""icient numers,timely asis, in su""icient numers,

and with appropriate 2uali"ications, toand with appropriate 2uali"ications, to

apply "or 0os with an organi'ation.apply "or 0os with an organi'ation.


13/39

a.a.TrainingTraining %esigned to provide learners%esigned to provide learners

with knowledge and skillswith knowledge and skills

needed "or their present 0os.needed "or their present 0os.

2& Human Resource e%eopment2& Human Resource e%eopment

1313

c.c. Career planningCareer planning &ngoing process wherey individual&ngoing process wherey individual

sets career goals and identi"ies meanssets career goals and identi"ies means

to achieve them.to achieve them.

.. %evelopment%evelopment $nvolves learning that goes eyond$nvolves learning that goes eyond

today3s 0o4 it has more long-term "ocus.today3s 0o4 it has more long-term "ocus.


14/39

2& Human Resource e%eopment2& Human Resource e%eopment

1414

d.d.Career developmentCareer development Formal approach used y organi'ationFormal approach used y organi'ation

to ensure that people with properto ensure that people with proper

2uali"ications and e#periences are2uali"ications and e#periences are

availale when needed.availale when needed.

e.e.&rgani'ation development&rgani'ation development

/lanned process o" improving organi'ation/lanned process o" improving organi'ation

y developing its structures, systems, andy developing its structures, systems, and

processes to improve e""ectiveness andprocesses to improve e""ectiveness and

achieving desired goals.achieving desired goals.


15/39

".". /er"ormance management/er"ormance management (oal-oriented process directed toward(oal-oriented process directed toward

ensuring organi'ational processes areensuring organi'ational processes are

in place to ma#imi'e productivity o"in place to ma#imi'e productivity o"

employees, teams, and ultimately, theemployees, teams, and ultimately, theorgani'ation.organi'ation.

2& HR e%eopment 34ont&52& HR e%eopment 34ont&5

1515

g.g. /er"ormance appraisal/er"ormance appraisal Formal system o" review andFormal system o" review and

evaluation o" individual or team taskevaluation o" individual or team task

per"ormance.per"ormance.


16/39

\ ll rewards that individualsll rewards that individualsreceive as a result o" theirreceive as a result o" their

employment.employment.

& 4ompensat#on& 4ompensat#on

1616

a.a. %irect Financial Compensation%irect Financial Compensation

/ay that person receives in "orm o"/ay that person receives in "orm o"

wages, salaries, onuses, andwages, salaries, onuses, and

commissions.commissions.


17/39

& 4ompensat#on& 4ompensat#on

1717

c.c. 5on"inancial Compensation5on"inancial Compensation

!atis"action that person receives "rom!atis"action that person receives "rom0o itsel" or "rom psychological and6or0o itsel" or "rom psychological and6or

physical environment in which personphysical environment in which person

works.works.

.. $ndirect Financial Compensation$ndirect Financial Compensation78ene"its178ene"its1 ll "inancial rewards not included inll "inancial rewards not included in

direct compensation such as paiddirect compensation such as paid

vacations, sick leave, holidays, andvacations, sick leave, holidays, andmedical insurance.medical insurance.


18/39

+mployees who work in sa"e environment+mployees who work in sa"e environment

and en0oy good health are more likely toand en0oy good health are more likely toe productive and yield long-terme productive and yield long-term

ene"its to organi'ation.ene"its to organi'ation.

6& Sa"ety and Heath6& Sa"ety and Heath

1818

a1a1 !a"ety!a"ety $nvolves protecting employees$nvolves protecting employees

"rom in0uries caused y work-"rom in0uries caused y work-

related accidents.related accidents.

11 HealthHealth Re"ers to employees3 "reedom "romRe"ers to employees3 "reedom "rom

illness and their general physical andillness and their general physical and

mental well eing.mental well eing.


19/39

/rivate-sector union memership has "allen/rivate-sector union memership has "allen"rom 9: percent in *:;< to : percent today."rom 9: percent in *:;< to : percent today.

8usiness is re2uired y law to recogni'e a8usiness is re2uired y law to recogni'e a

union and argain with it in good "aith i" theunion and argain with it in good "aith i" the

"irm=s employees want the union to"irm=s employees want the union to

represent them.represent them.

Human resource activity is o"ten re"erred toHuman resource activity is o"ten re"erred to

asas industrial relations.industrial relations. Most "irms today would like to have a union-Most "irms today would like to have a union-

"ree environment ."ree environment .

>& Empoyee and Labor Reat#ons>& Empoyee and Labor Reat#ons

1919


20/39

9 levels o" management per"orm HRM9 levels o" management per"orm HRM"unctions."unctions.

=& ho Per"orms HRM /unct#ons=& ho Per"orms HRM /unct#ons

2020

&perating managers are managers who&perating managers are managers who

manage directly people involved with themanage directly people involved with theproduction o" an organi'ation3s products andproduction o" an organi'ation3s products and

services.services. HR specialists are people who are speciallyHR specialists are people who are specially

trained in one or two areas o" HRM.trained in one or two areas o" HRM. HR generalists are people who areHR generalists are people who are

responsile "or per"orming various parts o"responsile "or per"orming various parts o"

HR activities.HR activities.


21/39

Human Resource Executives, enera!ists, andSpecia!ists

ManagerManagerSa"ety ? heathSa"ety ? heath

>ice /resident>ice /residentHumanHuman

ResourcesResources

>ice /resident>ice /resident$ndustrial$ndustrialRelationsRelations

ManagerManager4ompensat#on4ompensat#on

ManagerManager'ra#n#ng and'ra#n#ng ande%eopmente%eopment

+#ecutive?+#ecutive?(eneralist?(eneralist?

!pecialist?!pecialist?

Manager,Manager,Sta""#ngSta""#ng

/resident/residentand C+&and C+&

2121


22/39

/er"orms one or more HR "unctions/er"orms one or more HR "unctions top-level manager top-level manager

Reports directly to C+& or head o"Reports directly to C+& or head o"ma0or divisionma0or division

4haracter#st#cs o" an HR4haracter#st#cs o" an HR

E*ecut#%eE*ecut#%e

2222


23/39

&"ten an e#ecutive&"ten an e#ecutive /er"orms tasks in various HR/er"orms tasks in various HR

related areasrelated areas $nvolved in several, or all, o"$nvolved in several, or all, o"

the "ive HRM "unctionsthe "ive HRM "unctions

4haracter#st#cs o" an HR @enera#st4haracter#st#cs o" an HR @enera#st

2323


24/39

May e an HR e#ecutive, manager, orMay e an HR e#ecutive, manager, or

non-managernon-manager

)ho typically is concerned with only)ho typically is concerned with only

one o" the "ive "unctional areas o"one o" the "ive "unctional areas o"

HRM.HRM.

4haracter#st#cs o" an HR Spec#a#st4haracter#st#cs o" an HR Spec#a#st

2424


25/39

Helping the organi'ationHelping the organi'ationreach its goals.reach its goals.

=(& Abect#%es o" the HRM /unct#on=(& Abect#%es o" the HRM /unct#on

2525 Source: John M. Ivancevich, Human ResourceSource: John M. Ivancevich, Human Resource ManagementManagement, 8, 8editionedition , p1", p1"

$ncreasing to the "ullest the employee=s$ncreasing to the "ullest the employee=s

0o satis"action and sel"-actuali'ation.0o satis"action and sel"-actuali'ation.

/roviding the organi'ation with well-trained/roviding the organi'ation with well-trained

and well-motivated employees.and well-motivated employees.

+mploying the skills @+mploying the skills @

ailities o" the work"orceailities o" the work"orce

e""iciently.e""iciently.


26/39

%eveloping @ maintaining a 2uality o" work%eveloping @ maintaining a 2uality o" work

li"e that makes employment in theli"e that makes employment in the

organi'ation desirale.organi'ation desirale.

Communicating HRM policies to allCommunicating HRM policies to allemployees.employees.

Helping to maintain ethical policies andHelping to maintain ethical policies and

socially responsile ehavior.socially responsile ehavior. Managing change to the mutual advantageManaging change to the mutual advantage

o" individuals, groups, the enterprise, ando" individuals, groups, the enterprise, and

the pulic.the pulic.

=(& Abect#%es o" the HRM /unct#on=(& Abect#%es o" the HRM /unct#on

34ont&534ont&5

2626 Source: John M. Ivancevich, Human ResourceSource: John M. Ivancevich, Human Resource ManagementManagement, 8, 8editionedition , p1", p1"


27/39

\ There are ma0ors roles associated with theThere are ma0ors roles associated with themanaging o" human resource inmanaging o" human resource in

organi'ation.organi'ation.

-- Strategic roleStrategic role

- Operational role- Operational role

=((& 'he Roes o" HRM=((& 'he Roes o" HRM

2727


28/39

!trategic role o" HRM emphasi'es that!trategic role o" HRM emphasi'es that

the people in organi'ation are valualethe people in organi'ation are valualeresources presenting a signi"icantresources presenting a signi"icant

investment o" organi'ational e""orts.investment o" organi'ational e""orts.

Human resource can e a source o"Human resource can e a source o"

competitive strength i" they are managedcompetitive strength i" they are managed

e""ectively.e""ectively.

Human resource must e viewed in theHuman resource must e viewed in the

same conte#t as the "inancial,same conte#t as the "inancial,

technological, and other resources thattechnological, and other resources that

are managed in organi'ation.are managed in organi'ation.

1& Strateg#c Roes1& Strateg#c Roes

2828


29/39

Human resource planningHuman resource planning +volving legal issue+volving legal issue

)ork"orce trend and issue)ork"orce trend and issue Community economic developmentCommunity economic development &rgani'ational restructuring and&rgani'ational restructuring and

downsi'ingdownsi'ing Merger 6 ac2uisition advisingMerger 6 ac2uisition advising Compensation planning and strategyCompensation planning and strategy

1& Strateg#c Roes 34ont&51& Strateg#c Roes 34ont&5

2929

'he typ#cay act#%#t#es at strateg#c po#nt'he typ#cay act#%#t#es at strateg#c po#nt

are %#e!ed:are %#e!ed:


30/39

&perational activities includes oth tactical&perational activities includes oth tacticaland administrative in nature.and administrative in nature.

Compliance with e2ual employmentCompliance with e2ual employment

opportunity and other laws must eopportunity and other laws must e

ensured.ensured. pplicants must e interviewed, newpplicants must e interviewed, new

employees must e oriented, supervisoremployees must e oriented, supervisor

must e trained, sa"ety prolems must emust e trained, sa"ety prolems must e

solved, and salary and wages must esolved, and salary and wages must e

administered.administered.

2&2& Aperat#ona roeAperat#ona roe

3030


31/39

a1a1 Recruiting and selecting "or currentRecruiting and selecting "or current

openings.openings.

11 Conducting employee oriented.Conducting employee oriented.

c1c1 Reviewing sa"ety and accident report.Reviewing sa"ety and accident report.d1d1 Resolving employeeResolving employee

complaints6grievance.complaints6grievance.

e1e1 dministering employee ene"itsdministering employee ene"its

per"ormances.per"ormances.

2&2& Aperat#ona roe 34ont&5Aperat#ona roe 34ont&5

3131

$n short, a wide variety o" activities typically$n short, a wide variety o" activities typically

associated with the day-to-day managementassociated with the day-to-day management

o" people in organi'ations must e per"ormedo" people in organi'ations must e per"ormed

e""ectively and appropriately?e""ectively and appropriately?


32/39

\ $s the place that supports to operating$s the place that supports to operatingmanagers on all human resourcemanagers on all human resource

activities.activities.

=(((& HR epartment=(((& HR epartment

a5 Spec#"#c ser%#ces

Maintaining employee3s records,Maintaining employee3s records,initial phases o" employeeinitial phases o" employee

orientation.orientation.

3232

\ HR department provides 9 types o"service to operating managers


33/39

=(((& HR epartment 34ont&5=(((& HR epartment 34ont&5

c5c5 4oord#nat#on4oord#nat#on /er"ormance appraisals,/er"ormance appraisals,

compensation matters.compensation matters.

3333

b5b5 -d%#ce-d%#ce %isciplinary matters, e2ual%isciplinary matters, e2ual

employment opportunity 7++&1,employment opportunity 7++&1,

employment protection act 7+/1,employment protection act 7+/1,

occupational sa"ety and healthoccupational sa"ety and healthadministration 7&!H1administration 7&!H1


34/39

Coordination&arsMrbsMr'$

Coordination&arsMrbsMr'$

-d%#ce

Rb(&Sap)$*eyab$*

-d%#ce

Rb(&Sap)$*eyab$*

Spec#"#c

Ser%#cesesva&+,Ca&

*$a&*

Spec#"#c

Ser%#cesesva&+,Ca&

*$a&*

HR epartment

Ep-&R.b*R.!//a+usS

HR epartment

Ep-&R.b*R.!//a+usS

Aperat#ng

Managers

Rb/aRbtibti)

Aperat#ng

Managers

Rb/aRbtibti)

HR epartmentHR epartment

3434


35/39

The direct handling o" people, is an integralThe direct handling o" people, is an integralpart o" every line manager=s responsiility,part o" every line manager=s responsiility,

"rom president down to the lowest-level"rom president down to the lowest-level

supervisor.supervisor.

(B& HR Respons#b##t#es(B& HR Respons#b##t#es

/lacing the right person on the right 0o./lacing the right person on the right 0o.

3535

For e#ample, one ma0or company outlinesFor e#ample, one ma0or company outlines

its line supervisors= responsiilities "orits line supervisors= responsiilities "or

e""ective human resource managemente""ective human resource management

under the "ollowing general heading?under the "ollowing general heading?


36/39

!tarting new employees on the!tarting new employees on theorgani'ation 7orientation1organi'ation 7orientation1

Training employees "or 0os that areTraining employees "or 0os that are

new to themnew to them $mproving the 0o per"ormance o" each$mproving the 0o per"ormance o" each

person.person.

(aining creative cooperation and(aining creative cooperation and

developing smooth working relationshipdeveloping smooth working relationship

(B& HR Respons#b##t#es 34ont&5(B& HR Respons#b##t#es 34ont&5

3636


37/39

$nterpreting the company=s policy and$nterpreting the company=s policy and

proceduresprocedures

Controlling laor costControlling laor cost

%eveloping the ailities o" each person%eveloping the ailities o" each person Creating and maintaining developmentCreating and maintaining development

moralmoral

/rotecting employees= health and/rotecting employees= health and

physical conditionphysical condition

(B& HR Respons#b##t#es 34ont&5(B& HR Respons#b##t#es 34ont&5

3737

C C S 3


38/39

01 HRM 2RACTICES 3RES2ONSI4I5ITIES

I+p#rtat HRM practices ic$ude%

61 HRM 2RACTICES 3RES2ONSI4I5ITIES

3838


39/39

RES2ONSI4I5ITIES O/ HRDE2ARTMENTS

RES2ONSI4I5ITIES O/ HRDE2ARTMENTS

Documents

HRM-INtrolecture