Human Resource Management. Fundamentals of Human Resource Management

Embed Size (px)

Text of Human Resource Management. Fundamentals of Human Resource Management

  • Slide 1
  • Human Resource Management
  • Slide 2
  • Fundamentals of Human Resource Management
  • Slide 3
  • Management Essentials Management involves setting goals and allocating scarce resources to achieve them. Management is the process of efficiently achieving the objectives of the organization with and through people.
  • Slide 4
  • Management Essentials Primary Functions of Management Planning establishing goals Organizing determining what activities need to be done Leading assuring the right people are on the job and motivated Controlling monitoring activities to be sure goals are met
  • Slide 5
  • Why is HRM Important to an Organization? The role of human resource managers has changed. HRM jobs today require a new level of sophistication. Employment legislation has placed new requirements on employers. Jobs have become more technical and skilled. Traditional job boundaries have become blurred with the advent of such things as project teams and telecommuting. Global competition has increased demands for productivity.
  • Slide 6
  • Why is HRM Important to an Organization? The Strategic Nature HRM must be a strategic business partner and represent employees. forward-thinking, support the business strategy, and assist the organization in maintaining competitive advantage. concerned with the total cost of its function and for determining value added to the organization.
  • Slide 7
  • Why is HRM Important to an Organization? HRM is the part of the organization concerned with the people dimension. HRM is both a staff, or support function that assists line employees, and a function of every managers job. HRM Certification Colleges and universities offer HR programs.
  • Slide 8
  • Why is HRM Important to an Organization? Four basic functions: Staffing Training and Development Motivation Maintenance
  • Slide 9
  • How External Influences Affect HRM Strategic Environment Governmental Legislation Labor Unions Management Thought
  • Slide 10
  • How External Influences Affect HRM HRM Strategic Environment includes: Globalization Technology Work force diversity Changing skill requirements Continuous improvement Work process engineering Decentralized work sites Teams Employee involvement Ethics
  • Slide 11
  • How External Influences Affect HRM Governmental Legislation Laws supporting employer and employee actions Labor Unions Act on behalf of their members by negotiating contracts with management Exist to assist workers Constrain managers Affect non unionized workforce
  • Slide 12
  • How External Influences Affect HRM Management Thought Management principles, such as those from scientific management or based on the Hawthorne studies influence the practice of HRM. More recently, continuous improvement programs have had a significant influence on HRM activities.
  • Slide 13
  • Staffing Function Activities Employment planning ensures that staffing will contribute to the organizations mission and strategy Job analysis determining the specific skills, knowledge and abilities needed to be successful in a particular job defining the essential functions of the job
  • Slide 14
  • Staffing Function Activities Recruitment the process of attracting a pool of qualified applicants that is representative of all groups in the labor market Selection the process of assessing who will be successful on the job, and the communication of information to assist job candidates in their decision to accept an offer
  • Slide 15
  • Goals of the Training and Development Function Activities in HRM concerned with assisting employees to develop up-to- date skills, knowledge, and abilities Orientation and socialization help employees to adapt Four phases of training and development Employee training Employee development Organization development Career development
  • Slide 16
  • The Motivation Function Activities in HRM concerned with helping employees exert at high energy levels. Implications are: Individual Managerial Organizational Function of two factors: Ability Willingness Respect
  • Slide 17
  • The Motivation Function Managing motivation includes: Job design Setting performance standards Establishing effective compensation and benefits programs Understanding motivational theories
  • Slide 18
  • The Motivation Function Classic Motivation Theories Hierarchy of Needs Maslow Theory X Theory Y McGregor Motivation Hygiene Herzberg Achievement, Affiliation, and Power Motives McClelland Equity Theory Adams Expectancy Theory - Vroom
  • Slide 19
  • How Important is the Maintenance Function? Activities in HRM concerned with maintaining employees commitment and loyalty to the organization. Health Safety Communications Employee assistance programs Effective communications programs provide for 2-way communication to ensure that employees are well informed and that their voices are heard.
  • Slide 20
  • Translating HRM Functions into Practice Four Functions: Employment Training and development Compensation/benefits Employee relations
  • Slide 21
  • HRM in an Entrepreneurial Enterprise General managers may perform HRM functions, HRM activities may be outsourced, or a single generalist may handle all the HRM functions. Benefits include freedom from many government regulations an absence of bureaucracy an opportunity to share in the success of the business
  • Slide 22
  • HRM in a Global Village HRM functions are more complex when employees are located around the world. Consideration must be given to such things as foreign language training, relocation and orientation processes, etc. HRM also involves considering the needs of employees families when they are sent overseas.
  • Slide 23
  • HR and Corporate Ethics HRM must: Make sure employees know about corporate ethics policies Train employees and supervisors on how to act ethically
  • Slide 24
  • Human Resource Planning and Job Analysis
  • Slide 25
  • Introduction Human resource planning is a process by which an organization ensures that it has the right number and kinds of people at the right place at the right time capable of effectively and efficiently completing those tasks that will help the organization achieve its overall strategic objectives.
  • Slide 26
  • Introduction Linked to the organizations overall strategy and planning to compete domestically and globally. Overall plans and objectives must be translated into the number and types of workers needed. Senior HRM staff need to lead top management in planning for HRM issues.
  • Slide 27
  • An Organizational Framework
  • Slide 28
  • Linking Organizational Strategy to Human Resource Planning Ensures that people are available to meet the requirements set during strategic planning. Assessing current human resources A human resources inventory report summarizes information on current workers and their skills. Human Resource Information Systems HRIS are increasingly popular computerized databases that contain important information about employees.
  • Slide 29
  • Linking Organizational Strategy to Human Resource Planning Assessing current human resources Succession planning includes the development of replacement charts portray middle-to-upper level management positions that may become vacant in the near future lists information about individuals who might qualify to fill the positions
  • Slide 30
  • Linking Organizational Strategy to Human Resource Planning Determining the Demand for Labor A human resource inventory can be developed to project year-by-year estimates of future HRM needs for every significant job level and type. Forecasts must be made of the need for specific knowledge, skills and abilities.
  • Slide 31
  • Linking Organizational Strategy to Human Resource Planning Predicting the Future Labor Supply A units supply of human resources comes from: new hires contingent workers transfers-in individuals returning from leaves Predicting these can range from simple to complex.
  • Slide 32
  • Linking Organizational Strategy to Human Resource Planning Predicting the Future Labor Supply Decreases in internal supply come about through: Retirements Dismissals Transfers-out Lay-offs Voluntary quits Sabbaticals Prolonged illnesses Deaths
  • Slide 33
  • Linking Organizational Strategy to Human Resource Planning Where Will We Find Workers migration into a community recent graduates individuals returning from military service increases in the number of unemployed and employed individuals seeking other opportunities, either part-time or full-time The potential labor supply can be expanded by formal or on-the-job training.
  • Slide 34
  • Linking Organizational Strategy to Human Resource Planning Matching Labor Demand and Supply Employment planning compares forecasts for demand and supply of workers. Special attention should be paid to current and future shortages and overstaffing. Recruitment or downsizing may be used to reduce supply and balance demand. Rightsizing involves linking staffing levels to organizational goals.
  • Slide 35
  • Linking Organizational Stra