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1、,Human ResourceManagement TENTH EDITON, 2003 Southwestern College Publishing. All rights reserved.,Changing Nature of Human Resource Management,Chapter 1,Robert L. Mathis John H. Jackson,PowerPoint Presentation by Charlie Cook,SECTION 1Nature ofHuman ResourceManagement,1, 2002 Southwestern College P
2、ublishing. All rights reserved. *,Human ResourceManagement TE,Learning Objectives,After you have read this chapter, you should be able to:Define HR management and explain why managers and HR staff must work together.List and define the seven categories of of HR activities.Identify three challenges f
3、acing HR today.Describe the four roles of HR management.Discuss why ethical issues affect HR management.,2, 2002 Southwestern College Publishing. All rights reserved. *,Learning Objectives After you,Nature of Human Resource Management,Human Resource ManagementThe design of formal systems in an organ
4、ization to ensure effective and efficient use of human talent to accomplish organizational goals.Who Is an HR Manager?In the course carrying out their duties, every operating manager is, in essence, an HR manager.HR specialists design processes and systems that operating managers help implement.,3,
5、2002 Southwestern College Publishing. All rights reserved. *,Nature of Human Resource Manag,Typical Division of HR Responsibilities,HR UnitDevelops legal, effective interviewing techniquesTrains managers in conducting selection interviewsConducts interviews and testingSends top three applicants to m
6、anagers for final reviewChecks referencesDoes final interviewing and hiring for certain job classifications,ManagersAdvise HR of job openingsDecide whether to do own final interviewingReceive interview training from HR unitDo final interviewing and hiring where appropriateReview reference informatio
7、n Provide feedback to HR unit on hiring/rejection decisions,Figure 11,4, 2002 Southwestern College Publishing. All rights reserved. *,Typical Division of HR Respons,HR Activities,HR Planning and AnalysisEqual Employment OpportunityStaffingHR DevelopmentCompensation and BenefitsHealth, Safety, and Se
8、curityEmployee and Labor/Management Relations,5, 2002 Southwestern College Publishing. All rights reserved. *,HR ActivitiesHR Planning and A,HR Management Activities,Figure 12,6, 2002 Southwestern College Publishing. All rights reserved. *,HR Management ActivitiesFigure,HR Management Challenges,Econ
9、omic and Technological ChangesShift in jobs for manufacturing and agriculture to service industries and telecommunications.Pressures of global competition causing firms to adapt by lowering costs and increasing productivity.Growth of information technology (Internet).,7, 2002 Southwestern College Pu
10、blishing. All rights reserved. *,HR Management ChallengesEconom,Jobs of the Future,Figure 13,Source: U.S. Department of Labor, Bureau of Labor Statistics, 2001.,8, 2002 Southwestern College Publishing. All rights reserved. *,Jobs of the FutureFigure 13So,HR Management Challenges,Workforce Availabili
11、ty and QualityInadequate supply of workers with needed skills for “knowledge jobs”Education of workers in basic skillsGrowth in Contingent WorkforceIncreases in temporary workers, independent contractors, leased employees, and part-timers caused by:Need for flexibility in staffing levelsIncreased di
12、fficulty in firing regular employees.Reduced legal liability from contract employees,9, 2002 Southwestern College Publishing. All rights reserved. *,HR Management ChallengesWorkfo,HR Management Challenges,Demographics and Diversity IssuesMore diversity of race, gender, age, and ethnicity in the U.S.
13、 workforceBalancing Work and FamilyDual-career couplesSingle-parent householdsDecline in the “traditional family”Working mothers and family/childcareSingle employee “backlash” against family-oriented programs.,10, 2002 Southwestern College Publishing. All rights reserved. *,HR Management ChallengesD
14、emogr,New Moms in the Workforce,Figure 14,Source: U.S. Census Bureau, 2000.,11, 2002 Southwestern College Publishing. All rights reserved. *,New Moms in the WorkforceFigur,HR Management Challenges,Organizational Restructuring, Mergers, and Acquisitions“Right-sizing”eliminating of layers of managemen
15、t, closing facilities, merging with other organizations, and outplacing workersIntended results are flatter organizations, increases in productivity, quality, service and lower costs.Costs are survivor mentality, loss of employee loyalty, and turnover of valuable employees.HR managers must work towa
16、rd ensuring cultural compatibility in mergers.,12, 2002 Southwestern College Publishing. All rights reserved. *,HR Management ChallengesOrgani,Different Roles for HR Management,Figure 15,13, 2002 Southwestern College Publishing. All rights reserved. *,Different Roles for HR Managem,HR Management Rol
17、es,Administrative RoleClerical and administrative support operations (e.g., payroll and benefits work)Employee Advocate Role“Champion” for employee concernsEmployee crisis managementResponding to employee complaintsOperational RoleIdentification and implementation of HR programs and policiesEEO, hir
18、ing, training, and other activities that support the organization.,14, 2002 Southwestern College Publishing. All rights reserved. *,HR Management RolesAdministrat,How HR Spends Its Time,Figure 16,Source: Adapted from “How Much Time Should Your HR staff Spend on Recruiting?” Human Resources Departmen
19、t Management Report, June 2000, p. 6.,15, 2002 Southwestern College Publishing. All rights reserved. *,How HR Spends Its TimeFigure 1,Strategic Role for HR,HR becomes a strategic business partner by:Focusing on developing HR programs that enhance organizational performance .Involving HR in strategic
20、 planning at the onset.Participating in decision making on mergers, acquisitions, and downsizing.Redesigning organizations and work processesAccounting and documenting the financial results of HR activities.,16, 2002 Southwestern College Publishing. All rights reserved. *,Strategic Role for HRHR bec
21、ome,Overview of HR Management Roles,Figure 17,17, 2002 Southwestern College Publishing. All rights reserved. *,Overview of HR Management Role,Ethics and HR,What is Ethical Behavior?What “ought” to be done.Dimensions of decisions about ethical issues in management:Extended consequencesMultiple altern
22、ativesMixed outcomesUncertain consequencesPersonal effects,18, 2002 Southwestern College Publishing. All rights reserved. *,Ethics and HRWhat is Ethical B,Ethics and HR (contd),Responding to Ethical Situations Guided by values and personal behavior “codes” that include:Does response meet all applica
23、ble laws, regulations, and government codes?Does response comply with all organizational standards of ethical behavior?Does response pass the test of professional standards for ethical behavior?,19, 2002 Southwestern College Publishing. All rights reserved. *,Ethics and HR (contd)Respondi,Ethical Is
24、sues in Management,Most Common Forms of Unethical ConductLying to supervisorsEmployee drug use or alcohol abuseFalsification of recordsInternational Ethical IssuesGift giving and briberyDiscrimination in hiring and treatmentAddressing Ethical IssuesCode of ethicsTraining managers and employees,20, 2
25、002 Southwestern College Publishing. All rights reserved. *,Ethical Issues in ManagementMo,HR Management Competencies and Careers,HR GeneralistA person with responsibility for performing a variety of HR activities.HR SpecialistA person with in-depth knowledge and expertise in a limited area of HR.Im
26、portant HR Capabilities:Knowledge of business and organizationInfluence and change managementSpecific HR knowledge and expertise,21, 2002 Southwestern College Publishing. All rights reserved. *,HR Management Competencies and,Human ResourceManagement TENTH EDITON, 2003 Southwestern College Publishing
27、. All rights reserved.,空缺,Chapter 2,Robert L. Mathis John H. Jackson,PowerPoint Presentation by Charlie Cook,SECTION 2空缺,22, 2002 Southwestern College Publishing. All rights reserved. *,Human ResourceManagement TE,Human ResourceManagement TENTH EDITON, 2003 Southwestern College Publishing. All right
28、s reserved.,PowerPoint Presentation by Charlie Cook,Individual Performanceand Retention,Chapter 3,Robert L. Mathis John H. Jackson,23, 2002 Southwestern College Publishing. All rights reserved. *,Human ResourceManagement TE,Learning Objectives,After you have read this chapter, you should be able to:
29、Discuss how motivation is linked to individual performance.Identify the changing nature of the psychological contract.Describe several types of absenteeism and turnover.List the five major retention determinants and identify activities related to them.Outline the retention management process and how
30、 to measure and assess turnover.,24, 2002 Southwestern College Publishing. All rights reserved. *,Learning ObjectivesAfter you h,Individual Employee Performance,Individual Performance FactorsIndividual ability to do the workEffort level expendedOrganizational supportPerformance (P) = Ability (A) x E
31、ffort (E) x Support (S),25, 2002 Southwestern College Publishing. All rights reserved. *,Individual Employee Performanc,Components of Individual Performance,Figure 31,26, 2002 Southwestern College Publishing. All rights reserved. *,Components of Individual Perfo,Individual Motivation,MotivationThe d
32、esire within a person causing that person to act to reach a goal.Maslows Hierarchy of NeedsCategories of needs that ascend in order; lower needs must be fulfilled before person will strive to meet higher needs.Physiological needsSafety and security needsBelonging and love needsEsteem needsSelf-actua
33、lization needs,27, 2002 Southwestern College Publishing. All rights reserved. *,Individual MotivationMotivatio,Individual Motivation (contd),Herzbergs Motivation/Hygiene TheoryMotivatorsaccount for job satisfaction and motivationAchievement Recognition Work itselfResponsibility AdvancementHygiene fa
34、ctorscause dissatisfaction with workInterpersonal relationshipsCompany policy/administrationSupervision Salary Working conditions,28, 2002 Southwestern College Publishing. All rights reserved. *,Individual Motivation (contd),Equity as a Motivator,EquityThe perceived fairness of what the person does
35、compared to what the person receives.The perception of the fair value of rewards (outcomes) for efforts (inputs) that individuals make when comparing their results to others in the organization.,29, 2002 Southwestern College Publishing. All rights reserved. *,Equity as a MotivatorEquity29,Expectancy
36、 Theory,ExpectancyIndividuals base decisions about their behaviors on their expectations that one or another behaviors is more likely to lead to needed or desired outcomes.Effort-to-Performance ExpectationsBelief in the ability to perform the task wellPerformance-to-Reward LinkageBelief that high pe
37、rformance will result in receiving rewardsValue of RewardsThe rewards have value to the individual,30, 2002 Southwestern College Publishing. All rights reserved. *,Expectancy TheoryExpectancy30,Simplified Expectancy Model of Motivation,Figure 32,31, 2002 Southwestern College Publishing. All rights r
38、eserved. *,Simplified Expectancy Model of,Management Implications for Motivating Performance,The need for comprehensive strategies and tactics to address both equity and expectations of employees.The provision of training to encourage high performance.The development of evaluation methods that prope
39、rly appraise and reward performance.An understanding of what kinds of rewards are desired and valued by employees.,32, 2002 Southwestern College Publishing. All rights reserved. *,Management Implications for M,Individual/Organizational Relationships,The Psychological ContractThe unwritten expectatio
40、ns employees and employers have about the nature of their work relationships. Affected by age of employee and changes in economic conditions.Employers provide:Competitive compensation and benefitsCareer development opportunitiesFlexibility to balance work and home lifeEmployees contribute:Continuous
41、 skill improvementReasonable time with the organizationExtra effort when needed,33, 2002 Southwestern College Publishing. All rights reserved. *,Individual/Organizational Rela,Job Satisfaction and Organizational Commitment,Job SatisfactionA positive emotional state resulting from evaluating ones job
42、 experience.Organization CommitmentThe degree to which employees believe in and accept organizational goals and desire to remain with the organization.,34, 2002 Southwestern College Publishing. All rights reserved. *,Job Satisfaction and Organiza,Factors Affecting Job Performance and Organizational
43、Commitment,Figure 33,35, 2002 Southwestern College Publishing. All rights reserved. *,Factors Affecting Job Performa,Job Satisfaction and Organizational Commitment,AbsenteeismInvoluntary absenteeismUnavoidable with understandable cause (e.g., actual illness)Voluntary absenteeismAvoidable without jus
44、tifiable cause (e.g., feigning illness)Measuring absenteeism,36, 2002 Southwestern College Publishing. All rights reserved. *,Job Satisfaction and Organiza,Reasons for Unscheduled Absences,Figure 34,Source: Based on data from CCH Absenteeism Survey, CCH Human Resources Management, November 1, 2000.,
45、37, 2002 Southwestern College Publishing. All rights reserved. *,Reasons for Unscheduled Absenc,Job Satisfaction and Organizational Commitment,38, 2002 Southwestern College Publishing. All rights reserved. *,Job Satisfaction and Organiza,Job Satisfaction and Organizational Commitment,TurnoverThe pro
46、cess in which employees leave the organization and have to be replaced.Types of Turnover Involuntary turnoverterminations for poor performance or work rule violations.Voluntary turnoveremployee leaves the organization by choice.,39, 2002 Southwestern College Publishing. All rights reserved. *,Job Sa
47、tisfaction and Organiza,Job Satisfaction and Organizational Commitment,40, 2002 Southwestern College Publishing. All rights reserved. *,Job Satisfaction and Organiza,Retention of Human Resources,Impact of Retention FailureInability to achieve business goalsLoss of “image” to attract other individual
48、sHigh costs of turnover and replacement,41, 2002 Southwestern College Publishing. All rights reserved. *,Retention of Human ResourcesIm,Retention of Human Resources,Why People StayGreat companyValue and culture, well-managed, and offers exciting challengesGreat jobFreedom and autonomy, exciting chal
49、lenges, and career advancement and growthCompensation and lifestyleDifferentiated pay package, high total compensation, geographic location, and respect for lifestyle,42, 2002 Southwestern College Publishing. All rights reserved. *,Retention of Human ResourcesWh,Most Common Reasons Why Employees Vol
50、untarily Leave,Figure 35,Source: Based on 2000 SHRM Retention Practices Survey (Alexandria, VA: Society for Human Resource Management, 2000). Permission requested.,43, 2002 Southwestern College Publishing. All rights reserved. *,Most Common Reasons Why Emplo,Retention Determinants,Figure 36,44, 2002
