...HR Management Chapter 1: Changing Nature of HR Management HR Management: policies, practices and systems that influence an employee’s behavior, attitude, and performance in the attainment of organizational goals HR Activities Strategic HR Management: linking HR function with strategic objectives of the organization in order to improve performance. • Measure HR effectiveness • HR metrics • HR technology (HRMSs) • HR planning Equal Employment Opportunity Compliance with laws Diversity of multicultural and global workforce Employment equity legislation Staffing Job analysis Job description/job specification Selection process Talent Management and Development Orientation Training Career Planning Performance Management Total Rewards Compensation (pay, incentives, benefits) Variable pay programs Health Safety, Security EAPs (Employee Assistance Programs) Health promotion Workplace Security Employee and Labour Relations Employee rights Policies and Procedures Union/Management relations Every manager in an organization does HR functions. Small company: less than 100 employees - shortages of qualified workers, increasing costs, increased wage pressures, increasing competition Medium sized companies: 100 to 500 employees HR Managers work with Operating Managers Management of Human Capital Physical Financial Intangibile Human Human capital/Intellectual capital: collective value of the capabilities...
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...Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management They Add Value 46 They Have New Competencies 47 HR Certification 48 46 THE PLAN OF THIS BOOK 48 48 The Basic Themes and Features CHAPTER CONTENTS OVERVIEW 49 49...
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...an org authority Structure at Walt Disney There are four main divisions to the Walt Disney Company. These divisions include media networks, parks and resorts, studio entertainment, and consumer products. The Walt Disney Company is united by a central CEO and President. He should ensure smooth relations and operations between the multitudes of branches that make up the Walt Disney Company. He should also be responsible for company public image. Disney's management is primarily split into two units. These units are Corporate and Business Units. Corporate management is management within the overall Walt Disney Company while Business Units deal with the individual branches of the Walt Disney Company. JOB Analysis To develop an HR plan, HR managers must obviously be knowledgeable about the jobs that the organization needs performed. They organize information about a given job by performing a job analysis to identify the tasks, responsibilities, and skills that it entails, as well as the...
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...Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human Resources 45 They Manage Ethics 45 They Manage Employee Engagement 45 They Measure HR Performance and Results 45 They Use Evidence-Based Human Resource Management They Add Value 46 They Have New Competencies 47 HR Certification 48 46 THE PLAN OF THIS BOOK 48 48 The Basic Themes and Features CHAPTER CONTENTS OVERVIEW 49 49...
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...- AN HR must-know activities - Provides new employees; New ideas to the organization HUMAN RESOURCE PLANNING (HRP) Before putting up or before conducting a recruitment and selection process, the first step that an Hr must do is planning. HRP is a both a process and set of plans. It is how the organizations asses the future supply and demand for human resources. Human Resource Planning determines the number and type of employees to be recruited into the organization. • WHY conduct HR PLANNING? 1. For more effective and efficient use of human resources 2. For more satisfied and better developed employees • HR Planning Process (4 Distinct Phases or stages) 1. Situation Analysis and environmental Scanning. The strategic plan must adapt to environmental circumstances, and HRM is one of the primary mechanisms that an organization can use during the adaptation process. Without an effective HR plan to support the recruitment and selection functions in the organization, it will be impossible to move fast enough to stay competitive. 2. Forecasting Demand for Employees This is estimating not only how many but also what kinds of employees will be needed. Forecasting yields advanced estimates or calculations of organization’s staffing requirements. 3. Analyzing the Current Supply of Employees/ Inventory of Manpower. This is to determine how many and what kinds of employees the company currently has in terms...
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...Tokyo Contents Preface xxiii Acknowledgments xxvii Introduction to Human Resource Management 2 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? What Is Human Resource Management? 4 Why Is Human Resource Management Important to All Managers? 5 Line and Staff Aspects of Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 19 • EVIDENCE-BASED HR: Why Should You Be Evidence-Based? Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes and Features 21 CHAPTER CONTENTS OVERVIEW 22 Part 1: Introduction 22 Part 2: Recruitment and Placement 22 Part 3: Training and Development 22 Part 4: Compensation 23 Part 5: Employee Relations 23 The Topics Are Interrelated 23 4 VII viii CONTENTS CHAPTER SECTION SUMMARIES 24 DISCUSSION QUESTIONS 24 INDIVIDUAL AND GROUP ACTIVITIES 25 EXPERIENTIAL EXERCISE: HELPING "THE DONALD"...
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...relevant to your future business career. FIELD RESEARCH – requires contacting a company or companies, identifying their current HR policy issues or HR concerns, selecting only one, developing a list of interview questions based on a brief review of research in that HR area, and then conducting an interview to explore the matter in depth. It is NOT merely a report of the conversational narrative of the interview. It is a thorough critique with recommendation for improvement. 1. Critique a current HR policy or issue in a specific company and make recommendations for improvement. Examples of policies are: recruiting, hiring, orientation, training, succession planning, career planning, team development, performance review, equal employment opportunity, pay incentives, a specific type of employee benefit or perk, corrective/disciplinary action, OSHA compliance, and safety recognition. 2. Describe a current HR strategy in a specific company and how it enhances their competitive advantage in business. Discuss strengths and weaknesses of the strategy. Examples are: HR employment planning, performance management system, organization design/development, compensation planning, quality of work life (QWL), promotion of diversity, and team building. 3. Interview a HR Manager in a specific company and identify the major issues facing him/her and how they plan to address them. Generally, this is a three...
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...relevant to your future business career. FIELD RESEARCH – requires contacting a company or companies, identifying their current HR policy issues or HR concerns, selecting only one, developing a list of interview questions based on a brief review of research in that HR area, and then conducting an interview to explore the matter in depth. It is NOT merely a report of the conversational narrative of the interview. It is a thorough critique with recommendation for improvement. 1. Critique a current HR policy or issue in a specific company and make recommendations for improvement. Examples of policies are: recruiting, hiring, orientation, training, succession planning, career planning, team development, performance review, equal employment opportunity, pay incentives, a specific type of employee benefit or perk, corrective/disciplinary action, OSHA compliance, and safety recognition. 2. Describe a current HR strategy in a specific company and how it enhances their competitive advantage in business. Discuss strengths and weaknesses of the strategy. Examples are: HR employment planning, performance management system, organization design/development, compensation planning, quality of work life (QWL), promotion of diversity, and team building. 3. Interview a HR Manager in a specific company and identify the major issues facing him/her and how they plan to address them. Generally, this is a three...
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...Question 9 * Human resource planning involves getting the right number of people with right skills at right place at right time to implement organizational strategies in order to achieve organisational objectives. * In light of the organization’s objectives, corporate and business level strategies, HRP is the process of analysing and organisation’s human resource needs and developing plans, policies and systems to satisfy those needs. * The process involves carrying out a skills analysis of the existing workforce, carrying out manpower forecasting, and taking action to ensure that supply meets demand. This may include the development of training and retraining strategies. Human resource planning has traditionally been used by organizations to ensure that the right person is in the right job at the right time. IMPORTANCE OF HRP MODEL * Provides quality workforce One of the Importance of Human Resource Planning is that effective Human Resource Planning fulfills the organization needs for a quality workforce. Quality workforce aids in giving a company a competitive advantage over its rivals. * Reduces labor costs Another Importance of Human Resource Planning is that a proper Human Resource plan reduces labor costs substantially by maintaining a balance between demand for and supply of HR i.e. works as a cost saving device for the company. * Facilitates rise in skills Another Importance of Human Resource Planning is that it facilitates the rise in skills, abilities...
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... | |Personnel Planning |5 | | |and Recruiting | | | |Lecture Outline | | | |Workforce Planning and Forecasting |In Brief: This chapter explains the process of | | |Strategy and Workforce Planning |forecasting personnel requirements, discusses | | |Forecasting Personnel Needs (Labor Demand) |the pros and cons of methods used for recruiting| | |Improving Productivity Through HRIS |job candidates, describes how to develop an | | |Forecasting the Supply of Inside Candidates |application form, and explains how to use | | |Forecasting the Supply of Outside Candidates |application forms to predict job performance. | | |Talent Mgmt. & Predictive Workforce Monitoring | | | |Developing an Action Plan to Match Projected Labor Supply and...
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...Human Resource Management: Context, Concept and Doundaries UNIT 2 THE CONCEPT AND FUNCTIONS OF HUMAN RESOURCE MANAGEMENT Objectives After reading this unit, you should be able to: l l understand the meaning and concept of human resource management; and explain the functions of HR, and responsibilities and new roles of HR practitioners. Structure 2.1 2.2 2.3 2.4 2.5 2.6 2.7 Introduction Concept of HRM Objectives of HRM Human Resource Functions Summary Self Assessment Questions Further Readings 2.1 INTRODUCTION Human resource management (HRM) is an approach to the management of people, based on four fundamental principles. First, human resources are the most important assets an organisation has and their effective management is the key to its success. Second, this success is most likely to be achieved if the personnel policies and procedures of the enterprise are closely linked with, and make a major contribution to, the achievement of corporate objectives and strategic plans. Third, the corporate culture and the values, organisational climate and managerial behaviour that emanate from that culture will exert a major influence on the achievement of excellence. This culture must, therefore, be managed which means that organisational values may need to be changed or reinforced, and that continuous effort, starting from the top, will be required to get them accepted and acted upon. Finally, HRM is concerned with integration - getting all the members of the organisation...
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... a. planning b. organizing c. motivating d. leading e. staffing (c; moderate; p. 2) 2. The management process is made up of ___________ basic functions. a. three b. four c. five d. eight e. ten (c; moderate; p. 2) 3. Which basic function of management includes establishing goals and standards, developing rules and procedures, and forecasting? a. planning b. organizing c. motivating d. leading e. staffing (a; easy; p. 2) 4. What specific activities listed below are part of the planning function? a. giving each subordinate a specific task b. recruiting prospective employees c. training and developing employees d. developing rules and procedures e. all of the above (d; moderate; p. 2) 5. Celeste spends most of her time at work setting goals and standards and developing rules and procedures. Which function of management does Celeste specialize in? a. planning b. organizing c. motivating d. leading e. staffing (a; easy; p. 2) 6. Which basic function of management includes delegating authority to subordinates and establishing channels of communication? a. planning b. organizing c. motivating d. leading e. staffing (b; easy; p. 2) 7. When managers use metrics to assess performance and then develop strategies for corrective action, they...
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...dissatisfaction of employment status and lack of consideration from employers, discriminatory employment practices, and possible lawsuits. According to the European Commission with regards to employment, social affairs and inclusion, “tackling discrimination at work is their goal. Workers have the right to equal opportunities, especially for men and women. It is illegal to discriminate against someone because of their racial and ethnic origin, religion and belief, disability, sexual orientation, and age” (European Commission, n.d). Therefore, it seems to me as if some of these companies are facing themselves with major lawsuits and will need guidance on how to prevent from this happening. One of the issues that triggered such discriminatory action against an individual was when a graduate student, Ewe Kikuyu, submitted her Curriculum Vitae (CV) to multiple jobs sites. Ewe comes from an African descendant and upon her distributing her Curriculum Vitae; she did not receive one phone call or an interview. She also witnessed during a job fair how a company recruiter to whom she provided with her CV threw away her CV. This was intentionally done based on her ethnic background. No opportunity was given nor did the recruiter consider glancing at her CV to seek any skills or qualifications for the position. This kind of behavior towards different ethnic backgrounds does not go in accordance with European...
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...implement of formal system in an organization to manage human talent for accomplishing organizational goal. Functions: The role of human resource management is to plan, develop, and administer policies and programmes designed to make expeditious use of an organisation’s human resources. It is that part of management which is concerned with the people at work and with their relationship within an enterprise. Its objectives are: Effective utilisation of human resources; Desirable working relationships among all members of the organisation; and Maximum individual development. The major functional areas in human resource management are: Planning, Staffing, Employee development, and Employee maintenance. These four areas and their related functions share the common objective of an adequate number of competent employees with the skills, abilities, knowledge, and experience needed for further organisational goals. Although each human resource function can be assigned to one of the four areas of personnel responsibility, some functions serve a variety of purposes. For example, performance appraisal measures serve to stimulate and guide employee development as well as salary administration purposes. Thecompensation function facilitates retention of employees and also serves to attract potential employees to the organisation. A brief description of usual human resource functions are given below: Human Resource Planning: In the human resource planning function, the number...
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...Question 1 1.1 Human Resource Management as defined by Jones and George, 2003:365 “Human Resource Management includes activities that managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organisational goals”. Human Resource Management has been around has been (History of Human Resource Management) The current approach at Global enterprises consist a very administrative process of managing human relations at the organization. We note that the entire system used by global enterprises is basically outdated and completely technology less. Their process of employing staff to filling positions within the company seems to be handled across the board of supervisors per department alternative to the Human Resource department handling the entire process of staffing the organization. The process used currently makes not room for the actualization of the Human resource department or function rendering their services to almost no value. This shift form the Administrative look at the human resource department is imperative for the growth of Global Enterprises. In an technologically age we take note to the various programmes available to organizations the advancement of the Human Resource management, both technically and legislatively proves that there has been leaps and into the future of Human resource management and the application of HRM in today’s business. Global Enterprises...
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