Chapter 1 Introduction to HR Management PDF

Chapter 1 Introduction to Human Resource Management 1-1 Learning Objectives 1. Explain what human resource management is and how it relates to the management process. 2. Briefly discuss and illustrate each of the import...

Chapter 1 Introduction to Human Resource Management 1-1 Learning Objectives 1. Explain what human resource management is and how it relates to the management process. 2. Briefly discuss and illustrate each of the important trends influencing human resource management. Copyright © 2015 Pearson Education Ltd. 1-2  Learning Objectives 3. List and briefly describe important traits of today’s human resource managers. 4. Describe four important human resource manager competencies. Copyright © 2015 Pearson Education Ltd. 1-3 What Is Human Resource Management (HRM)? HRM Defined as  HRM is management function concerned with hiring ,motivating , and maintaining people in an organization. It focuses on people in organization.  The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. 1-4 Functions of HRM Functions of HRM-1 Operative Functions of HRM-2 Operative Functions of HRM-2 Cont’ Operative Functions of HRM-2 Cont’ 1- 9 Functions of HRM-2 Cont’ 1- 10 Operative Functions of HRM-2 Cont’ 1- 11  Why Is Human Resource Management Important to All Managers? No manager wants to: Hire the wrong person for the job Experience high turnover Have your people not doing their best You May Spend Some Time as an HR Manager  Line and Staff Managers Line Manager: - A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organization tasks Staff Manager : - A manager who assists and advises line managers.  Human Resource Duties Line Managers’ Human Resource Duties 1. Placing the right person in the right job. 2. Starting new employees in the organization (orientation). 3. Training employees for jobs that are new to them. 4. Improving the job performance of each person. 5. Gaining creative cooperation and developing smooth working relationships. Human Resource Duties Staff Managers’ Human Resource Duties : 1. Explaining the company’s policies and procedures. 2. Controlling labor costs. 3. Developing the abilities of each person. 4. Creating and maintaining department morale. 5. Protecting employee's health and physical condition. 1- 15  Line and Staff Aspects of Human Resource Management Authority is the right to make decisions, to direct the work of others, and to give orders. Line managers Are authorized to direct the work of subordinates and are directly in charge of accomplishing the organization's basic goals. Staff managers Are authorized to assist and advise line managers in accomplishing these basic goals. Human resource managers are usually staff managers because they are responsible for assisting and advising line managers in areas like recruiting, hiring, and compensation. However, human resource managers do have line authority within their own department 1-16 FIGURE 1-1 HR Organization Chart for a Large Organization 17  Changes & Trends in HRM HR Has become more challenging Globalization Trends Technological Trends Changes and Trends in Human Resource Trends in the Nature of Management Work Workforce and Demographic Trends Economic Challenges and 1-Globalization Trends – Globalization refers to the tendency of firms to extend their sales, ownership, and/or manufacturing to new markets abroad. E.g Apple Sony all are marketed abroad. Globalization’s Implications – More globalization means more competition, and more competition means more pressure to lower costs, make employees more productive, and do things better and less expensively. 2-Technological Trends Virtual online communities and Internet-based distribution systems have enabled firms to become more competitive. Technology has also had a huge impact on how people work, and on the skills and training 1-19 3-Trends in the Nature of Work – Jobs are changing due to new technological demands. Dramatic increases in productivity have allowed manufacturers to produce more with fewer employees. 1. Service Jobs – Most newly created jobs are and will continue to be in the service sector. Today, a large number of people in the Arab countries are employed in producing and delivering services rather than products. (new jobs with new skills) 2. Knowledge Work and Human Capital – refers to the knowledge, education, training, skills, and expertise of a firm’s workers. There is a growing emphasis on knowledge workers and more skills. The HR function must employ more creative means to identify, attract, select, train and motivate the required work force. 3. Nature of Work: Implications for HR – Because it is the HR function that traditionally recruits, selects, trains, and compensates employees, the above changes make employers highly reliant on more sophisticated and effective HR management— focusing on improving performance through motivated, committed employees. 1-22 4-Workforce and Demographic Trends Generation “Y” Workers Many younger workers may have different work values than their parents. Older employees were more work- centric but younger workers tend to be more family-centric or dual-centric. Considered to be high – performance and high-maintenance. Fair and direct supervisors. Creative challenges. Faster and better workers. 1-23 Workforce and Demographic Trends Cont.’ The future of work will call for a person with many talents, interests, and areas of knowledge. It will require a fusion of four key work skills:​ Digital tools and technology skills​ Comfort with analytics and data​ Business management skills​ Design and creative skills​ Copyright © 2013 Pearson Education 1-24 1-25 5- Economic Challenges and Trends – The recent and continuing economic troubles have impacted the ways in which workers are hired and employed by companies. Fewer available jobs may mean broader responsibilities for the workers within a given firm. HR management must remain effective during times of economic disturbance yet plan for its future when the economy turns around. 1-26 Human Resource Manager Competencies 27 Human Resource Manager Human resource management competences capacity- AS the human resource management is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. Strategizing, internal consulting, and dealing with outside vendors and technology call for new human resource management competencies. Human resource managers need to be: 1. Strategic positioners help in establishing the company’s overall strategic plan, and to put in place the human resource practices required to support accomplishing that plan 2. Credible activists : for instance, by exhibiting the leadership and other competencies that make them “both credible (respected, admired, listened to) and active (offers a point of view, takes a position, challenges assumptions).. 3. Culture and Change Stewards: Able to create human resource practices that support the firm’s culture values. 28 The New Human Resource Manager Human resource managers need to be: 4- Capability builders : creating a meaningful work environment and aligning strategy, culture, practices, and behavior. Capability builders— for instance, by initiating and sustaining change. 5- HR innovators and integrators : for instance, by developing talent, and optimizing human capital through workforce planning and analytics. 6- Technology proponents : connecting people through technology. (ERP System & HRIS) 29 The New Human Resource Manager Focus More on Strategy Focus on Improving Performance Measure HR Performance and Results Use Evidence-Based Human Resource Management TheyAdd Value They Use New Ways to Provide HR Services Copyright © 2015 Pearson Education Ltd. 1-30  The New Human Resource Manager They Take a Talent Management Approach They Manage Employee Engagement They Manage Ethics They Understand their Human Resource Philosophy They Have New Competencies Copyright © 2015 Pearson Education Ltd. 1-31 1-32