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Human

Resource

Managemen

t

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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 byorganizations

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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

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HRM has increased in importance since

the 1980s. Why? Globalization

Government regulation

Stronger knowledge/research base

Changing role for labor unions

Challenge of matching worker expectations with competitive

demands

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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

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What motivates employees?

Rank

Feeling in on things 8

Good wages 1

Good working conditions 4

Job security 2

Full appreciation of work that is done 5

Tactful disciplining 9

Employer loyalty to employees 7 Interesting work 3

Promotion and growth in the organization 6

(Karl and Sutton)

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A new model of HRM is needed

More strategic (not strictly focused on day-

to-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)

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Competencies needed for HRM

Personal credibility

Business mastery

HR mastery

Change mastery

(Broadbank and Ulrich)

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Professional organizations in HR:

Society for Human Resource Management

Human Resource Certification Institute

American Society for Training & Development

American Compensation Association

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SCOPE OF HRM

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Role of HR manager

The Conscience role.

The Counsellor.

The Mediator.

The Spokesman.

The Problem-solver/fire fighter role.

The Change Agent.

The Personnel role.

The Welfare role. The clerical role.

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H R M s t r a t e g i e s f o r m o d e r nc o r p o r a t i o n s

Employ people with the most appropriate human resources.

Create a corporate culture for individual excellence.

Reward the people for meeting goals.

Manage organisational exit for those whose resources are

obsolete.

Facilitate management initiatives.

Ensure that the mindset of people is receptive to change.

Manage cultural transitions like mergers & alliances.

Replace top down interventions with company-wideparticipation.

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Final thought:

Non Schola

Sed Vita Discimus

(We dont learn for school,

but for life)

Peter Drucker, The New Realities