1、 Why is human resource management necessary?What makes employees maximally productive and valuable to the organization?The Evolution of human The Evolution of human resource managementresource managementThe Concept of The Concept of human human resource managementresource management The Functions of
2、 Human Resource ManagementCurrent Trends of Human Resource ManagementSCIENTIFIC MANAGEMENTFrederick Taylor,Henry Gantt,Frank&Lillian Gilbreth INDUSTRIAL/ORGL PSYCHOLOGYMunsterberg,Scott,CattellHUMAN RELATIONS MOVEMENTHawthorne Studies,Mayo,Follett,LewinGROWTH OF GOVERNMENTAL REGULATIONSWages(1930s),
3、Unionization(1940s),Employment(1960s)PROFESSIONALIZATION OF HR MANAGEMENTProfessional HR Societies&HRCI(Certification Institute)Utilization of individuals to achieve organizational objectivesAll managers at every level must concern themselves with human resource managementFive functionsStaffing-Proc
4、ess through which organization ensures it always has proper number of employees with appropriate skills in right jobs at right time to achieve organizational objectivesJob analysis-Systematic process of determining skills,duties,and knowledge required for performing jobs in organizationHuman resourc
5、e planning-Systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time.Recruitment-Process of attracting individuals on a timely basis,in sufficient numbers,and with appropriate qualifications,to apply fo
6、r jobs with an organization Selection-Process of choosing from a group of applicants the individual best suited for a particular position and the organization Training-Designed to provide learners with knowledge and skills needed for their present jobs Development-Involves learning that goes beyond
7、todays job;it has more long-term focusCareer development-Formal approach used by organization to ensure that people with proper qualifications and experiences are available when neededOrganization development-Planned process of improving organization by developing its structures,systems,and processe
8、s to improve effectiveness and achieving desired goalsPerformance management-Goal-oriented process directed toward ensuring organizational processes are in place to maximize productivity of employees,teams,and ultimately,the organization Performance appraisal-Formal system of review and evaluation o
9、f individual or team task performanceDirect Financial Compensation-Pay that person receives in form of wages,salaries,bonuses,and commissions.Indirect Financial Compensation(Benefits)-All financial rewards not included in direct compensation such as paid vacations,sick leave,holidays,and medical ins
10、urance.Nonfinancial Compensation-Satisfaction that person receives from job itself or from psychological and/or physical environment in which person works.Employees who work in safe environment and enjoy good health are more likely to be productive and yield long-term benefits to organization.Safety
11、-Involves protecting employees from injuries caused by work-related accidentsHealth-Refers to employees freedom from illness and their general physical and mental well beingPrivate-sector union membership has fallen from 39 percent in 1958 to 7.8 percent in 2005.Business is required by law to recogn
12、ize a union and bargain with it in good faith if the firms employees want the union to represent them Is the function of HR to control workers,or to help them and act as their advocate?Resolving personnel grievances and disagreements fairly in both union and union-free environmentsHuman resource res
13、earch pervades all HR functional areas.Forecasting and PlanningJob AnalysisAttitude SurveysValidation StudiesCompensation SurveysCan some HR tasks be centralized or eliminated altogether?Can technology perform tasks that were previously done by HR personnel?Human Resource ManagersLine Managers and S
14、upervisorsHR Shared Service CentersOutsider vendors via outsourcing Professional Employer Organizations(Employee Leasing)ONLY 30%STILL DO ALL STANDARD IN-HOUSE HR FUNCTIONSONLY 30%STILL DO ALL STANDARD IN-HOUSE HR FUNCTIONS 32%HAVE ESTABLISHED AN IN-HOUSE“UNIVERSITY”32%HAVE ESTABLISHED AN IN-HOUSE“U
15、NIVERSITY”ONLY 27%HAVE RETAINED THE TRAINING AREA“AS IS”ONLY 27%HAVE RETAINED THE TRAINING AREA“AS IS”BENEFITS HAVE BEEN OUTSOURCED OR MOVED TO SHARED SERVICE BENEFITS HAVE BEEN OUTSOURCED OR MOVED TO SHARED SERVICE CENTERSCENTERSSTAFFING IS BEING DELEGATED BACK TO LINE MANAGERSSTAFFING IS BEING DEL
16、EGATED BACK TO LINE MANAGERSRATIO OF EMPLOYEES SERVED PER HR EMPLOYEE HAS INCREASEDRATIO OF EMPLOYEES SERVED PER HR EMPLOYEE HAS INCREASEDVice President,Human ResourcesVice President,Industrial RelationsManager,Compensation Manager,StaffingManager,Training and DevelopmentBenefits AnalystExecutive:Ge
17、neralist:Specialist:President and CEOVice President,MarketingVice President,OperationsVice President,FinanceVice President,Human ResourcesManager,Training and DevelopmentManager,CompensationManager,StaffingManager,Safety and HealthManager,Labor RelationsPresident and CEOVice President,OperationsVice
18、 President,Strategic Human ResourcesVice President,FinanceDirector of Safety and HealthTraining&Development(Outsourced)Compensation(Shared Service Centers)Staffing(more involvement of Line Managers,etc)Vice President,Marketing84%84%COMPENSATIONCOMPENSATION80%80%SUCCESSION PLANNINGSUCCESSION PLANNING
19、68%68%MANAGEMENT STAFFINGMANAGEMENT STAFFING40%40%HR STRATEGIC PLANNINGHR STRATEGIC PLANNING40%40%EMPLOYEE COMMUNICATIONSEMPLOYEE COMMUNICATIONS34%34%WORKFORCE MANAGEMENTWORKFORCE MANAGEMENT28%28%BENEFITSBENEFITS26%26%PERFORMANCE EVALUATIONPERFORMANCE EVALUATION24%24%EMPLOYEE RELATIONSEMPLOYEE RELAT
20、IONS20%20%PERSONNEL POLICIESPERSONNEL POLICIES18%18%LABOR RELATIONSLABOR RELATIONS16%16%TRAINING AND DEVELOPMENTTRAINING AND DEVELOPMENT4%4%EEO/AFFIRMATIVE ACTIONEEO/AFFIRMATIVE ACTION9%9%OTHEROTHEREMPHASIS ON STRATEGIC PLANNING&SUCCESSIONEMPHASIS ON STRATEGIC PLANNING&SUCCESSIONVP of HR is a Strate
21、gic Manager,Management Succession PlanningEMPHASIS ON COST-RELATED ISSUES/COST CONTROLEMPHASIS ON COST-RELATED ISSUES/COST CONTROLGlobal Competition,Outsourcing and Downsizing NEW SPECIALTIES EMERGING IN HRNEW SPECIALTIES EMERGING IN HRHR Planning,International HR,Employee Assistance ProgramsGROWTH
22、OF GOVERNMENTAL REGULATIONSGROWTH OF GOVERNMENTAL REGULATIONSWages(1930s),Unionization(1940s),Employment(1960s)PROFESSIONALIZATION OF HR MANAGEMENTPROFESSIONALIZATION OF HR MANAGEMENTProfessional HR Societies&HRCI(Certification Institute)THE INTERNET REVOLUTIONTHE INTERNET REVOLUTIONElectronic Recru
23、iting,Records Management,and HRIS GOVERNMENT REGULATIONSGOVERNMENT REGULATIONSFederal,State and LocalFederal,State and LocalLABOR FORCE DEMOGRAPHICSLABOR FORCE DEMOGRAPHICSWomen with ChildrenWomen with ChildrenWorkforce Diversity and ImmigrantsWorkforce Diversity and ImmigrantsOlder WorkersOlder Wor
24、kersPeople with DisabilitiesPeople with DisabilitiesYoung Persons with Limited SkillsYoung Persons with Limited SkillsTECHNOLOGICAL ADVANCEMENTTECHNOLOGICAL ADVANCEMENTAutomation,Obsolescence and RenewalAutomation,Obsolescence and RenewalGLOBAL COMPETITION AND CUSTOMER EXPECTATIONSGLOBAL COMPETITION
25、 AND CUSTOMER EXPECTATIONSECONOMIC CONDITIONS AND CYCLESECONOMIC CONDITIONS AND CYCLESOTHER PUBLICS OTHER PUBLICS Unions,Communities,Shareholders,etc.Unions,Communities,Shareholders,etc.CORPORATE MISSION,PHILOSOPHY&CULTURECORPORATE MISSION,PHILOSOPHY&CULTUREWho are we and what are we trying to accom
26、plish?Who are we and what are we trying to accomplish?CORPORATE STRATEGIES AND OBJECTIVESCORPORATE STRATEGIES AND OBJECTIVESGrand and Competitive Strategies Grand and Competitive Strategies ORGANIZATION POLICIES AND PROCEDURESORGANIZATION POLICIES AND PROCEDURESBureaucratic vs Organic?Is Discretion Encouraged?Bureaucratic vs Organic?Is Discretion Encouraged?TASKS,POSITIONS&WORK GROUPSTASKS,POSITIONS&WORK GROUPSThe Organizational“Chart”The Organizational“Chart”LEADERSHIP STYLESLEADERSHIP STYLES
