HR Introduction PDF

INTRODUCTION TO HRM 1. Basic Functions of the management process - Planning - Organizing - Leading - Staffing - Controlling 2. Manager: a person who is responsible for accomplishing an organization’s goals by managing the efforts of the organization’s...

INTRODUCTION TO HRM 1. Basic Functions of the management process - Planning - Organizing - Leading - Staffing - Controlling 2. Manager: a person who is responsible for accomplishing an organization’s goals by managing the efforts of the organization’s people; accomplishing by planning, organizing, staffing, leading and controlling 3. Planning: to establish goals and standards and to develop rules and procedures 4. Organizing: Delegating authority to subordinates and establishing channels of communication 5. Controlling: requires managers to set standards such as sales quotas, quality, standards or production levels 6. Staffing: Determines what type of people you should hire, recruiting prospective employees, selecting employees etc. 7. Leading: requires a manager to get others to get the job done, maintaining morale and motivating subordinates 8. Human Resource Management: a process of acquiring, training, appraising, and compensating employees, and attending to their labor relations 9. Human Resource Management’s Personnel-related activities - Managing compensation - Orienting new employees - Appraising employee performance - Developing employee commitment 10. Authority: The right to make decisions, to direct the work of others, and to give orders 11. Line Authority: a manager’s right to issue orders to other managers; superior-subordinate relationship; 12. Staff Authority: manager’s right to advise other managers or employees; advisory relationship 13. Recruiter: maintains contacts within the community and perhaps travels extensively to search for qualified job applicants 14. Line Functions: directing the activities to their subordinates; within the HR dept 15. Staff functions: assisting and advising line managers; they are also human resource managers; outside of the HR department 16. Labor relations specialist: advises management on all aspects of union-management relations 17. HR Management Specialties - Recruiter - EEO coordinator - Job analyst - Compensation manager - Training specialist - Labor relation specialist 18. Compensation Manager: Develops compensation plans and handles the employee benefits program 19. Job Analyst: collects and examines information about jobs to prepare job descriptions 20. Shared HR Groups: focuses on using centralized call centers and outside vendors 21. Embedded HR Groups: assigned directly to a department within an organization to provide localized human resource management assistance as needed 22. Corporate HR Groups: assist top management in top-level issues such as developing the personnel aspects of the company’s long-term strategic plan 23. Human Capital: refers to the knowledge, skills, and abilities of a firm’s workers 24. On-Demand workers: Where freelancers and independent contractors work when they can, on what they want to work on, and when the company needs them 25. Nontraditional worker: workers with multiple jobs; who are temporary or part-time workers 26. Unbalanced Labor Force: the recent trend where in some occupations, unemployment rates are low, while in others unemployment rates are still very high and recruiters can’t find candidates, while in others there’s a wealth of candidates 27. Offshoring: exporting jobs to lower-cost locations abroad 28. Evidence-based human resource management - Scientific rigor - Existing data - Research studies - Critical evaluation - Critically evaluated research/case studies - Analytics 29. Strategic human resource management: involves formulating and executing human resource policies and practices that produce the employee 30. Distributed HR: involves more and more human resource management tasks being redistributed from a central HR department 31. HR department lever: ensuring that the human resource management function is delivering its service effectively 32. Strategic results lever: the HR manager putting into place the policies and practices that produce the employee competencies and skills 33. Employee engagement: being psychologically involved in, connected to, and committed to getting one’s job done 34. Ethics: the standards someone uses to decide what his or her conduct should be 35. Communication: the competency that relates to the ability to effectively exchange information with stakeholders