1、1-1McGraw-Hill/IrwinCopyright 2010 by The McGraw-Hill Companies, Inc. All rights reserved.1-2Chapter 1Introduction to Human Resource Managementand the Environment1-3IntroductionHRM is charged with programs concerned with peopleGetting every manager involvedEffective use of peopleAchieving individual
2、 & organizational goals1-4HRM ActivitiesEEO complianceHR planningTraining, developmentJob analysisLabor relationsPerformance evaluation, compensationSafety, health, wellnessRecruitment, selection, motivation, orientation1-5HRM OrientationActionPeopleFutureGlobal1-6A Brief History of HRMMasons, carpe
3、nters, leather workers, other craftspeopleEnglishGuildsChanging work conditions and social patternsIndustrialRevolutionScientific management, welfare work, industrial psychologyWorld Wars1-7A Brief History of HRMScienceHarmonyMaximum outputCooperationScientificManagement(Frederick Taylor)1-8A Brief
4、History of HRMThe workerIndustrial PsychologyIndividual differencesMaximum well being1-9A Brief History of HRMlPersonnel departments were created to deal with:lDrastic changes in technologylOrganizational growthlThe rise of unionslGovernment interventionlEmployee-management conflict1-10A Brief Histo
5、ry of HRMlThe Hawthorne studies (1924 to 1933):lDetermine the effect of illumination on workers and outputlPointed out the importance of socialinteraction on output and satisfactionlUntil the 1960s, the personnel function was concerned only with blue-collar employeeslFiling, housekeeping, social wor
6、ker, firefighter, diffuser of union trouble1-11Strategic Importance of HRMlToday, HRM plays a major role in:lClarifying the firms human resource problemslDeveloping solutions for themlStrategic HRM differs from traditional HRMlTraditional arrangements responsibility for managing human resources lies
7、 with specialists lStrategic approach people management rests with anyone who is in direct contact with workers or line managers1-12Strategic Importance of HRMTraditional HRMStrategic HRMResponsibility for human resourcesSpecialistsLine managersObjectiveBetter performanceImproved understanding and u
8、se of human assetsRole of HRMRespond to needsLead, inspire, understandTime focusShort-term resultsShort, intermediate, long termControlRules, policies, position powerFlexible, based on human resourcesCultureBureaucratic, top-down, centralizationOpen, participative, empowermentMajor emphasisFollowing
9、 the rulesDeveloping peopleAccountabilityCost centersInvestment in human assets1-13Strategic Importance of HRMlFor years, HRM was not linked to corporate profitlOrganizations focused on current performancelHR managers did not have a strategic perspectivelExecutives categorized HRM in a traditional m
10、annerlIt was hard to develop metrics for HRM activitieslRecognizing the importance of people made HRM a major player in developing strategic planslHRM strategies must reflect the organizations strategy regarding people, profit, and effectiveness1-14Strategic Importance of HRMAssess/interpret costs a
11、nd benefits of HRM issuesUse realistic, challenging, specific, and meaningful goals in planning modelsKey Concepts to ApplyAnalyze/solve problems from a profit-oriented point of viewPrepare reports on HRM solutions to problemsTrain HR staff to emphasize importance of profits1-15Strategic Importance
12、of HRMMeasuredEvaluatedCommunicatedHRM actions, language, performance1-16Strategic Importance of HRMHRM accountability resulted from:Concerns about productivityOrganizational downsizing and redesignIncreasingly diverse workforceCompetitive need to use all organizational resources1-17Strategic Import
13、ance of HRMDirectionManagersEffectivenessThe workThe firmEmployeesTone1-18HRM and Organizational EffectivenesslFor a firm to survive and prosper, reasonable goals must be achieved in:lPerformancelLegal compliancelEmployee satisfactionlAbsenteeismlTurnoverlTraining effectiveness and ROIlGrievance rat
14、eslAccident rates1-19HRM and Organizational EffectivenessMeasure of EffectivenessReachinggoalsUsingemployeesefficientlyInflux/retention of goodemployeesMission and strategyCompany structureHRM1-20HRM and Organizational EffectivenessThe people who do the workand create the ideas allow the organizatio
15、n to survive1-21HRM and Organizational EffectivenessCoping With ChangeGrowing global competitionRapidly expanding technologiesDemand for individual, team, organizational competenciesFaster cycle timesIncreasing legal and compliance scrutinyHigher customer expectationsMechanized, routine work now kno
16、wledge-based1-22HRM and Organizational EffectivenessEmployees + Good Management = $Profitability gainsHigher stock pricesCompany survival1-23Objectives of the HRM FunctionHelp the organization reach goalsEmploy workforce skills/abilities efficientlyIncrease satisfaction, self-actualization, quality
17、of work lifeCommunicate HRM policies to all employeesMaintain ethical policies, socially responsible behaviorManage change to the mutual advantage of individuals, groups, the enterprise, and the publicHRM Contributions to EffectivenessProvide trained, motivated employees1-24Providing Trained, Motiva
18、ted WorkersReward good resultsDont reward non-performanceMake goals clearMeasure results clearly, fairly Provide the right people at the right time 1-25Increasing Job SatisfactionThis job is matches my skills perfectlyThe company treats me equitablyI find this job very fulfillingDissatisfied workers
19、 can produce as much as satisfied workers, but they quit and are absent more often, and produce lower-quality work1-26Objectives of the HRM FunctionMeaningfultasksWork workinghoursJob safetyGood physicalsurroundsFreedom andautonomyManagementstyleQuality of Work Life1-27Objectives of the HRM Function
20、lCommunicating HRM policies to all employees:lHRM policies, programs, and procedures must be communicated fully and effectively lThey must be represented to outsiderslTop-level managers must understand what HRM can offer1-28Ethical & Socially Responsible BehaviorShow by example that HRM activities a
21、re fair, truthful, honorableDo not discriminateProtect the basic rights of employeesApply to all HRM activities1-29Trends and ChangesTelecommutingOutsourcing HRMFamily medical leaveChild careSpouse relocation assistancePay for skillsBenefit cost-sharingUnion-management negotiationNew lifestyles, agi
22、ng population1-30Urgency & Fast Cycle TimesNew products and servicesCustomer ServiceTraining and educationIncreased Emphasis1-31Objectives of the HRM FunctionlShorter cycle times mean less time to:lTrain, educate, and assign managerslSolve sexual harassment complaintslRecruit and select talented peo
23、plelImprove the firms imagelLearning provides a framework for decreasing cycle time1-32Learning FrameworkCulture that rewards learningEmphasis on working efficiently, quicklyKey Learning AreasLeadership behaviorsQuicker, more flexible decision makingEmpowerment1-33Objectives of the HRM FunctionNew T
24、echnologyCompetitionCauses of urgent, faster management behaviorsNew opportunities1-34Who Performs HRM ActivitieslTwo groups normally perform HRM activities:lHR manager-specialistslOperating managerslThe effectiveness of the human resource declines more quickly than all other resourceslAn investment
25、 in people effects organizational effectiveness more than money, materials, or equipment1-35HRM ActivitiesMeetingsPhone callsProblem solvingTrainingOperating ManagersHRM SpecialistRecruitingSelectionCompensationHR departments typicallyfound in companies with200+ employeesScheduling work1-36Outsourci
26、ngDownsizingRapid growth or decline of businessRestructuringGlobalizationIncreased competitionContributors to HRM outsourcing1-37OutsourcinglSome executives assume that outsourcing can:lReduce costslImprove flexibilitylPermit the hiring of specialized expertiselThere is little empirical support for
27、these assumptions1-38Interaction of Operating & HR ManagersPromotionTransfer or terminationWorking conditionsDisciplineHRM Specialists(staff)Joint-decision ConflictOperatingManagers(line)Employment planning1-39Interaction of Operating & HR ManagersRewardsOrganizational planningLabor relationsEmploye
28、e authority over jobHRM Specialists(staff)Different ViewpointsOperatingManagers(line)1-40Interaction of Operating & HR ManagersDemographyTechnologyGlobalizationSweepingbusinesschangesForcesimpactingroles1-41HRM as Company PoliceInflexibleOver-attentive to detail1-42Interaction of Operating & HR Mana
29、gersUnderstand all aspects of the businessBecome strategic partner with line managersAnalyze every activity and prove its valueSeek out operating managersHelp managers avoid problemsHR specialists are encouraged toBe flexible and open to ideas of others1-43Interaction of Operating & HR ManagersEvalu
30、ate use & satisfaction among other departmentsEducate everyone about HRM servicesAscertain company needs for its competenceHave HRM strategic plans build on firms strengthsHR must be proactive, integral part ofmanagement and strategic planningDevelop competitive advantage over other firms1-44Develop
31、ing a Competitive AdvantagelThese must become so important and effective that every unit in the firm knows they are needed for success: lThe compensation system lTraining opportunitieslDiversity management programs 1-45HRMs Place in ManagementTo educate others about the HR implications of decisions,
32、 HR executives must understandInvestmentsAdvertisingMarketingProductionITR&D1-46HR Department OperationsAverageHR DeptLess than 150 peoplePersonnelRatio Average = 1 specialist per 100 employeesLess for construction, retailagriculture, wholesale, servicesMore for public utilities, durablegoods manufa
33、cturing, banking,Insurance, government1-47HRM StrategyMajor ObjectivesProceduresPoliciesResources1-48HRM StrategyOrganizations internal strengths/weaknessesChanges in the environmentAnticipated actions of competitorsBasis for Resource Allocation1-49Clarifying Meaningful HRM ObjectivesMore specificSt
34、rategy: The plan that integrates major objectivesObjectives: Goals that are specific and measurablePolicies: Decision making guidesProcedures/rules: Specific directions for decision makingMore specificMore specific1-50HRM PolicylA policy is a general guide that expresses limits within which action s
35、hould occurlArises from past or potential problemslFrees managers from making certain decisionslEnsures some consistency in behaviorlAllows managers to concentrate on decisions where they have the most experience and knowledge1-51HRM ProcedureslProcedures (rules) are specific directionslIn standard
36、operating procedure (SOP) manuals lHelps ensure consistent decision makinglShould be well-developed, but not excessivelDevelop for only the most vital areas 1-52Organization of an HR DepartmentHR specialists are usually located at the headquarters of an organizationChief HR ExecutiveTypically report
37、s to the top managerSmall/Medium FirmsNonprofits HRM is typically a unit in the business office HRM and another function may be in a single department1-53Plan of the BookPart 1: Introduction to HRM and the EnvironmentPart II: Acquiring Human ResourcesPart III: Rewarding Human ResourcesPart IV: Developing Human ResourcesPart V: Labor Management Relations & Promoting Safety and Health
