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1、Copyright 2004 South-Western.All rights reserved.,Copyright 2004 South-Western.All rights reserved.,12,1).A Brief History of Human Resource Management,The Craft SystemMaster craftsman and apprenticeIndustrial RevolutionMove to factory system and move to machinesDivision of laborScientific Management
2、Taylor Conducted scientific experiments to improve efficiencyTheory XHuman RelationsHawthorne experimentsThe“Hawthorn effect”led researchers to associate social factors with workTheory Y,Copyright 2004 South-Western.All rights reserved.,Workers inherently dislike workWorkers must be coerced,controll
3、ed,directed,threatened with punishment to get them to accomplish work objectivesTalent is narrowly distributedWorkers will do as little work as they are required to doMotivated by moneyNeed for formal,well established lines of authorityClearly defined jobs,Workers like work,cooperative,friendlyWork
4、is widely distributed throughout the workforceWorkers can be motivated to work independentlyManagers who accepted Y,would not structure,control,or closely supervise the work environmentEncourage self-control,motivate by providing satisfying work(e.g.,challenging work),Theory X,Theory Y,Douglas McGre
5、gors Management StylesManagers could organize,lead,control,and motivate people in different ways,Copyright 2004 South-Western.All rights reserved.,14,Nature of Human Resource Management,Human Resource ManagementThe design of formal systems in an organization to ensure effective and efficient use of
6、human talent to accomplish organizational goals.All management decisions and practices that directly affect or influence people-planning,acquiring,retaining(controlling turnover),developing or training,performance appraisal,compensation,safety and health,family and work life.HRM has wide range of fu
7、nctions and areas of responsibility.,Copyright 2004 South-Western.All rights reserved.,15,Nature of Human Resource Management,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 ma
8、nagers help implement.,Copyright 2004 South-Western.All rights reserved.,16,Typical Division of HR Responsibilities,HR UnitDevelops legal,effective interviewing techniquesTrains managers in conducting selection interviewsConducts interviews and testingSends top three applicants to managers for final
9、 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 information Provide feedbac
10、k to HR unit on hiring/rejection decisions,Figure 11,Copyright 2004 South-Western.All rights reserved.,17,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 limite
11、d area of HR.Important HR Capabilities:Knowledge of business and organizationInfluence and change managementSpecific HR knowledge and expertise,Copyright 2004 South-Western.All rights reserved.,18,Qualities of Human Resources Managers,ResponsibilitiesAdvice and counselServicePolicy formulation and i
12、mplementationEmployee advocacy,CompetenciesBusiness masteryHR masteryChange masteryPersonal credibility,Copyright 2004 South-Western.All rights reserved.,19,HR Activities,HR Planning and AnalysisEqual Employment OpportunityStaffingHR DevelopmentCompensation and BenefitsHealth,Safety,and SecurityEmpl
13、oyee and Labor/Management Relations,Copyright 2004 South-Western.All rights reserved.,110,Human Resource Competency Model,Source:Arthur Yeung,Wayne Brockbank,and Dave Ulrich,“Lower Cost,Higher Value:Human Resource Function in Transformation.”Reprinted with permission from Human Resource Planning,Vol
14、.17,No.3(1994).Copyright 1994 by The Human Resource Planning Society,317 Madison Avenue,Suite 1509,New York,NY 10017,Phone:(212)490-6387,Fax:(212)682-6851.,Figure 1.9,Presentation Slide 14,BusinessMastery Business acumen Customer orientation External Relations,Personal Credibility Trust Personal rel
15、ationships Lived values Courage,Copyright 2004 South-Western.All rights reserved.,111,HR Management Activities,Copyright 2004 South-Western.All rights reserved.,112,Traditional and Strategic Views of HRM(a)Personnel-The Traditional View,The Organization,What is Strategic Human Resource Management(SH
16、RM)?,Copyright 2004 South-Western.All rights reserved.,113,Developing Human Capital,Human CapitalThe knowledge,skills,and capabilities of individuals that have economic value to an organization.Valuable because capital:Is based on company-specific skills.Is gained through long-term experience.Can be
17、 expanded through development.,Copyright 2004 South-Western.All rights reserved.,114,2).Strategy,Strategic management:set of decisions and subsequent actions used to formulate and implement strategies that will optimize the fit between the organization and its environment in an effort to achieve org
18、anizational objectives.Competitive advantage:when a firm is implementing a value creating strategy not simultaneously being implemented by any current or potential competitor.Sustained competitive advantage:exists only after efforts to replicate that advantage have ceased.,Copyright 2004 South-Weste
19、rn.All rights reserved.,115,Strategy Cont.,Strategic plan:the overall blueprint that defines how an organization will deploy its capital resources,such as budgetary and human resources,in pursuit of its goalsHow do you develop a strategic plan?Articulate values and mission statementSWOT AnalysisEsta
20、blish realistic goals and objectives based on the foregoing steps Formulate Strategies Implement Strategies,Copyright 2004 South-Western.All rights reserved.,116,CORPORATE STRATEGY,How companies choose their mixtures of different businessesContrasts with business level strategy Diversificationrelate
21、d unrelated,Copyright 2004 South-Western.All rights reserved.,117,Types of Business StrategiesCost leadership:A firm pursuing a cost leadership strategy aggressively seeks efficiencies in production and uses tight controls to gain an edge on competitors.Differentiation strategy:involves an attempt t
22、o set a companys products or services apart from those of its competitors.,Copyright 2004 South-Western.All rights reserved.,118,Linkage of Organizational and HR Strategies,Figure 24,Copyright 2004 South-Western.All rights reserved.,119,Traditional and Strategic Views of HRM(b)HRM-The Strategic View
23、,Copyright 2004 South-Western.All rights reserved.,120,Table 2.1 Theoretical Perspectives on SHRM,UniversalisticThere is one best way to manage human resources.Strategic HRM is the process of transforming traditionalHR practices into a limited set of“correct”HR procedures and policies.Strategic FitS
24、trategic HRM involves matching specific HR practices to the firms overall business strategy.HR as internalStrategic HRM involves HR professionals providing HR service providerservices to business units within the firm.The HR goal is to enhance the effectiveness and efficiency of the operations of th
25、eir business unit customers.,Perspective Description,What is Strategic Human Resource Management(SHRM)?(Continued),Copyright 2004 South-Western.All rights reserved.,121,Table 2.1 Theoretical Perspectives on SHRM,ConfigurationalThere are various configurations or“bundles”of HR practices that go toget
26、her and,collectively,can improve business performance.Certain bundles are effective in certain industries and/or in certain business conditions,whereas other bundles should be used in other industries or under different business CircumstancesResource/CompetencySHRM engenders organizational success b
27、y enhancing a firms ability to acquire,develop,use,and retain employees with high competence levels relevant to firm activities.,Perspective Description,What is Strategic Human Resource Management(SHRM)?(Continued),Copyright 2004 South-Western.All rights reserved.,122,Competitive Advantage through P
28、eople,Core CompetenciesIntegrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers.Sustained competitive advantage through people is achieved if these human resources:Have value.Are rare and unavailable to competitors.Are difficult to imit
29、ate.Are organized for synergy.,Copyright 2004 South-Western.All rights reserved.,123,-It involves designing and implementing a set of internally consistent policies and practices that ensure a firms human capital contribute to the achievement of its business objectives.-This includes both vertical(l
30、inking HRM practices with strategic management process)and horizontal(the integration of the various HRM practices)integration as well.-Additionally,linking the people of the firm(in terms of their skills and actions)to the strategic needs of the firm.,SHRM Defined,Copyright 2004 South-Western.All r
31、ights reserved.,124,Different Roles for HR Management,Figure 15,Copyright 2004 South-Western.All rights reserved.,125,HR Management Roles,Administrative RoleClerical and administrative support operations(e.g.,payroll and benefits work)Employee Advocate Role“Champion”for employee concernsEmployee cri
32、sis managementResponding to employee complaintsOperational RoleIdentification and implementation of HR programs and policiesEEO,hiring,training,and other activities that support the organization.,Copyright 2004 South-Western.All rights reserved.,126,How HR Spends Its Time,Figure 16,Source:Adapted fr
33、om“How Much Time Should Your HR staff Spend on Recruiting?”Human Resources Department Management Report,June 2000,p.6.,Copyright 2004 South-Western.All rights reserved.,127,Strategic Role for HR,HR becomes a strategic business partner by:Focusing on developing HR programs that enhance organizational
34、 performance.Involving HR in strategic 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.,Copyright 2004 South-Western.All rights reserved.,128,Ov
35、erview of HR Management Roles,Figure 17,Copyright 2004 South-Western.All rights reserved.,129,HR Management Challenges,Organizational Restructuring,Mergers,and Acquisitions“Right-sizing”eliminating of layers of management,closing facilities,merging with other organizations,and outplacing workersInte
36、nded 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 toward ensuring cultural compatibility in mergers.,Copyright 2004 South-Western.All rights r
37、eserved.,130,3).HR Management Challenges,Economic 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 technolog
38、y(Internet).,Copyright 2004 South-Western.All rights reserved.,131,Jobs of the Future,Figure 13,Source:U.S.Department of Labor,Bureau of Labor Statistics,2001.,Copyright 2004 South-Western.All rights reserved.,132,HR Management Challenges,Workforce Availability and QualityInadequate supply of worker
39、s 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 difficulty in firing regular employees.Reduced
40、legal liability from contract employees,Copyright 2004 South-Western.All rights reserved.,133,HR Management Challenges,Demographics and Diversity IssuesMore diversity of race,gender,age,and ethnicity in the U.S.workforceBalancing Work and FamilyDual-career couplesSingle-parent householdsDecline in t
41、he“traditional family”Working mothers and family/childcareSingle employee“backlash”against family-oriented programs.,Copyright 2004 South-Western.All rights reserved.,134,New Moms in the Workforce,Figure 14,Source:U.S.Census Bureau,2000.,Copyright 2004 South-Western.All rights reserved.,135,Ethics a
42、nd HR,What is Ethical Behavior?What“ought”to be done.Dimensions of decisions about ethical issues in management:Extended consequencesMultiple alternativesMixed outcomesUncertain consequencesPersonal effects,Copyright 2004 South-Western.All rights reserved.,136,Ethics and HR(contd),Responding to Ethi
43、cal Situations Guided by values and personal behavior“codes”that include:Does response meet all applicable 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?,Copy
44、right 2004 South-Western.All rights reserved.,137,Ethical Issues 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 Ethic
45、al IssuesCode of ethicsTraining managers and employees,Copyright 2004 South-Western.All rights reserved.,138,Code of Ethics,As a member of the Society for Human Resource Management,I pledge to:Maintain the highest standards of professional and personal conduct.Strive for personal growth in the field
46、 of HRM.Support the Societys goals and objectives for developing the human resource management profession.Encourage my employer to make the fair and equitable treatment of all employees a primary concern.Strive to make my employer profitable both in monetary terms and through the support and encoura
47、gement of effective employment practices.,Copyright 2004 South-Western.All rights reserved.,139,Code of Ethics Cont.,Instill in employees and the public a sense of confidence about the conduct and intentions of my employer.Maintain loyalty to my employer and pursue its objectives in ways that are co
48、nsistent with the public interest.Uphold all laws and regulations relating to my employers activities.Refrain from using my official positions,either regular or volunteer,to secure special privilege,gain or benefit for myself.Maintain the confidentiality of privileged information.Improve public unde
49、rstanding of the role of human resource management.,Copyright 2004 South-Western.All rights reserved.,140,Overall Framework for Human Resource Management,Presentation Slide 11,COMPETITIVECHALLENGES Globalization Technology Managing change Human capital Responsiveness Cost containment,HUMAN RESOURCES
50、 Planning Recruitment Staffing Job designTraining/development Appraisal Communications Compensation Benefits Labor relations,EMPLOYEECONCERNS Background diversity Age distribution Gender issues Educational levels Employee rights Privacy issues Work attitudes Family concerns,Figure 1.1,Copyright 2004
