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1、Business 3058Human Resources Management,Dr. Changquan JiaoFaculty of Business AdministrationLakehead University,Introduction To HRM,Objectives,Understand HRMUnderstand Strategic HRMUnderstand the impacts of Strategic HRM on organizationsVideo: Southwest Airlines: Competing Through People,Sample defi
2、nitions of HRM,Is a set of interrelated functions and processes whose goal is to attract, socialize, motivate, maintain, and retain an organizations employees (Belcourt et al., 2002)The management of people in organizations through formulating and implementing human resources management systems that
3、 are aligned with organizational strategy in order to produce the workforce competencies and behaviours required to achieve the organizations strategic goals (Dessler et al., 2007). Aims to improve the productive contribution of individuals while simultaneously attempting to attain other societal an
4、d individual employee objectives (Textbook: Schwind et al., 2007)The strategic and coherent approach to the management of an organizations most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business (Armstrong, (2006
5、).,HR department or HR manager is solely responsible for HRM?True/False?,Sample HR and Line Manager HR Activities/Responsibilities,Understanding HRM: a historical perspective,Industrial RevolutionChanged the nature of workLarge numbers of people to work togetherThe personnel administration movementB
6、y the late 1800s and early last centuryThe personnel profession (e.g., welfare secretary) began to emergeBasic personnel management functions, such as employee selection, training and compensation and benefits. Scientific Management (Frederick Taylor )Time and motion studiesJob specialization and si
7、mplificationPersonnel department started to appear Work itself as far more important than the people doing it,Understanding HRM: a historical perspective,Human relations movementsHawthorne Studies, conducted between 1924 and 1932 at the Hawthorne Works of Western Electric Plant by Mayo and colleague
8、s. Found a much greater link between employee productivity and the level of attention managers paid to employees and their behavior Concluded that human factors were often more important than physical conditions. Human capital movementHuman capital resources include such things as KSAs, motivation o
9、f the firms employees.“A company that lost all of its equipments, but kept the skills and knowledge of its workforce could be back in business relatively quickly. A company that has lost its workforce, while keeping its equipments, will never recover”Human resources or human resources department,New
10、 HR Roles (Ulrich, 1998),An expert in delivering administrative efficiency A champion for employees, representing their concerns A partner with senior and line managers in strategy formation and executionAn agent of continuous transformation,Operational Focus,Strategic Focus,Strategic Partner,Change
11、 Agent,Administrative Expert,Employee Champion,What Is Strategic HRM?,“Best practices approach Employment securitySelectivity in recruitingHigh WagesIncentive PayEmployee ownershipInformation sharingParticipation and empowermentSelf-managed teamsTraining and skill developmentCross-utilization and Cr
12、oss-Training Symbolic egalitarianismWage compressionPromotion from within,What Is Strategic HRM?,“Best fit approach Consistent with other aspects of the organization, particularly with organizations strategy,Does Strategic HRM Matters? Evidence,The 100 Best Companies to Work For Fulmer, Gerhart, & S
13、cott (2003) compared Fortune 100 companies with other comparable companies not on the listMore positive work attitudeSignificantly higher return on assets and higher overall return to stockholdersCommon HR practicesSignificant resources on trainingOffering free or low cost healthcare, providing on-s
14、ite athletic facilities, cafeteriaGiving employee stock options Practicing open-book managementRecognizing excellent performanceGoenner and & Room (2008) Fortune 100 had a higher investment return by 11% annually than the S&P 500,Does Strategic HRM Matters? Evidence,The Case of the IPOs (Welbourne &
15、 Andrews, 1996 )The fate of 136 companies in 1993 that made their initial public offerings in 1988. General HR value in 1988Strategy and mission statements cited employees as a competitive advantageA training program for employees was mentionedAn executive with responsibility for human resource mana
16、gement was presentFull-time employees, rather than temporary or contract employees, were regularly usedEmployers ratings of employee relations climateOrganization-based rewardsStock options for all employees or stock options for key employees and managementProfit sharing for all employees or profit
17、sharing for key employees and managementOther forms of group-based incentives (e.g., gainsharing) for all employees or for management 60% of them were still in business and 40% were not.,Does Strategic HRM Matters? Evidence,The Case of the IPOs (Welbourne & Andrews, 1996 ),Does Strategic HRM Matters
18、? Evidence,The Case of the IPOs (Welbourne & Andrews, 1996 ),Does Strategic HRM Matters? Evidence,The Financial Return to HR (Huselid, 1995),Does Strategic HRM Matters? Evidence,The Financial Return to HR (Becker and Huselid, 1999),I. Development of a professional HR capability; II. Development of administrative excellence; III. Both operational excellence and alignment with strategic goals.,Market Value per employee,Video,Southwest Airlines: Competing Through People Questions:Think about how Southwests HRM practices have contributed to the companys competitive advantage.,
