Psychology PSY 202: Human Resource Management

Introduction to HRMD

• The course is PSY 202: Human Resource Management & Development
• The presenter is Ariane Marie P. Zarate, a professor at the College of Arts & Sciences.
• CEFI (Calayan Educational Foundation, Inc.) is now ready.

Lesson Objectives

• Understand the concept of Human Resource Management (HRM)
• Learn the history of HRM
• Understand the importance and functions of Human Resource Personnel

Human Resource Management (HRM)

• HRM includes policies, practices, and systems that affect employee behavior, attitudes, and performance.
• HRM is part of management studies, focusing on attracting, hiring, training, motivating, and retaining employees.
• The goal of HRM is to make workers satisfied and productive, and the company's philosophy, culture, and orientation reflect this.

What is Unique About HRM?

• HRM is a multidisciplinary field that combines economics (wages, resources), psychology (motivation), sociology (organizational structure), and law (e.g., labor laws).
• HRM is integrated into the work of all managers to ensure things are done correctly.

Personnel Management vs. Human Resource Management

• Personnel management focuses on managing the people employed
• Human resource management focuses on managing employee skills, abilities, knowledge, and aptitudes.
• In personnel management, employees are seen as a commodity.
• In Human Resource management, the emphasis is on treating employees as resources for the organization's benefit.

Importance of HRM

• Attracting and retaining talent
• Training employees for challenging roles
• Developing employee skills and competencies
• Promoting team spirit and loyalty
• Increasing productivity and profits
• Improving job satisfaction
• Enhancing standard of living
• Providing employment opportunities
• Fostering trust and respect within the organization

Brief History of HRM

• The Chinese used employee screening techniques in 1115 B.C.
• The apprentice system was used in ancient Greece and Babylon.
• HRM gained momentum in the 1960s and 1970s due to various acts.
• HRM's roots are in England with craftspeople's guilds.
• The Industrial Revolution caused a gap between workers and owners, creating complex social patterns.
• Scientific management (Frederick Winslow Taylor) emphasized science, harmony, cooperation, and maximum output.
• Industrial psychology (1913) focused on the worker, differences between individuals, and the well-being of workers.
• The Hawthorne studies (1924-1933) highlighted the importance of social interaction on worker output.
• The Human Relations Movement emphasized the worker's need for recognition, security, and belonging
• Peter F. Drucker is known for coining the term "knowledge worker".
• Hugo Munsterberg, a pioneer of industrial psychology, focused on the application of psychological findings to practical issues.
• Douglas McGregor introduced Theory X (authoritarian, control-oriented management) and Theory Y (empowering, developmental management).

HR Functions

• Analyzing work and designing jobs
• Recruiting
• Selection
• Training and Development
• Performance Management
• Compensation
• Employee Relations
• HR planning and change management

Characteristics of HR

• Valuable (high-quality employees fulfill critical functions)
• Rare (specialized skills are not easily found)
• Cannot be imitated (unique skills and abilities)
• No good substitute (well-trained, motivated employees are difficult to replace)

HR Support in Creating a High-Performance Work System

• Strategic objectives guide HRM processes.
• An HRM department works with training and recruitment.

HR Responsibilities

• Work analysis and job design
• Recruiting and selection
• Training and development
• Employee relations
• Performance management
• Compensation
• Policies and compliance
• Support for strategy

HR Planning

• Identifying the necessary number and type of employees to meet organizational objectives.
• Handling layoffs proactively

Ethics

• Basic principles of right and wrong behavior within HR

Skills of HR Professionals

• Human Relations Skills (understand and work well with others)
• Decision-Making Skills (make decisions that affect employees and organizational success)
• Leadership Skills (manage organizational changes)
• Technical Skills (use the latest practices and resources)

Attitudes vs. Emotions

• Attitudes are judgments about objects (stable over time)
• Emotions are experiences related to objects (rapidly changing over time)

Job Satisfaction

• A person's overall judgment of their job and workplace.

EVLN Responses

• Exit (leaving the situation)
• Voice (changing the situation)
• Loyalty (waiting for the situation to improve)
• Neglect (reducing work effort)

Organizational Commitment

• Affective commitment (emotional attachment)
• Continuance commitment (benefits of staying with the organization)

Employee Rights

• Right of free consent
• Right of privacy
• Right to freedom of speech
• Right of freedom of conscience
• Right to due process

Organizational Development (OD)

• A planned approach to developing the effectiveness of organizations.

Emerging Issues in HRM

• Increasing workforce size
• Workforce composition (gender, diversity)
• Employee expectations
• Technological advancements
• Lifestyle changes
• Environmental challenges
• Personnel function adjustments

Quote

• " I emphasize this – No matter how good and successful you are or how clever or crafty. Your business and its future are in the hands of the PEOPLE YOU HIRE.”– Akio Morita, Co-founder, Sony.