1. Learning Objectives Functions of Human Resource Management
Explain how globalization is influencing human resources management.
Role of Human Resource Manager.
Increasing Significance of Human Resource Management
Models of Human Resource Management

2. Types of Organizational Assets
Physical
Financial
Intangible
Human

3. Why Study Human Resource Management
Staffing the organization, designing jobs and teams, developing skillful employees, identifying approaches for improving their performance, and rewarding employee successes—all typically labeled HRM issues—are as relevant to line managers as they are to managers in the HR department.

4. Competitive Advantage through People
Core Competencies
Integrated 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 imitate.
Are organized for synergy.

5. Human Resources Management (HRM)
Human resource management is planning, organizing, staffing, directing and controlling of procurement, development, integration, maintenance and separation
of employees to the end that individual, organizational and societal objectives are accomplished.

6. Human Resource Management at Work
What Is Human Resource Management (HRM)?
The policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising.

7. Human Resource Management at Work
Acquisition
Training
Appraisal
Compensating
Labor Relations
Health and Safety
Rewarding
Human Resource Management (HRM)

8. Overall Framework for Human Resource Management

9. Personnel Aspects of a Manager’s Job
Conducting job analyses
Planning labor needs and recruiting job candidates
Selecting job candidates
Orienting and training new employees
Managing wages and salaries
Providing incentives and benefits
Appraising performance
Communicating
Training and developing managers
Building employee commitment

10. Personnel Management is basically an operational function, concerned primarily with carrying out the day-to day people management activities.
While on the other hand, HRM is strategic in nature, that is, being concerned with directly assisting an organization to gain sustained competitive advantage.

11. HRM is more proactive than Personnel Management
HRM is more proactive than Personnel Management. Whereas personnel management is about the maintenance of personnel and administrative systems, HRM is about the forecasting of organizational needs, the continual monitoring and adjustment of personnel systems to meet current and future requirements, and the management of change.

12. HR Cooperation with Operating Managers
Advise HR of job openings
Decide whether to do own final interviewing
Receive interview training from HR unit
Do final interviewing and hiring where appropriate
Review reference information
Provide feedback to HR unit on hiring/rejection decisions
HR Unit
Develops legal, effective interviewing techniques
Trains managers in conducting selection interviews
Conducts interviews and testing
Sends top three applicants to managers for final review
Checks references
Does final interviewing and hiring for certain job classifications

13. Strategic Human Resource Management
The linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility.
Involves formulating and executing HR systems—HR policies and activities—that produce the employee competencies and behaviors that the company needs to achieve its strategic aims.

14. Linking Company-Wide and HR Strategies

15. Creating the Strategic Human Resource Management System
Human Resource Professionals
Employee Behaviors and Competencies
Components of a Strategic HRM System
Human Resource Policies and Practices

16. Human Resource Cycle Rewards Selection Appraisal Performance
Development
Adapted from Fombrum et al, 1982

17. Line and Staff Aspects of HRM
Line manager
A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organization’s tasks.
Staff manager
A manager who assists and advises line managers.

18. Line Managers’ HRM Responsibilities
Placing the right person on the right job
Starting new employees in the organization (orientation)
Training employees for jobs new to them
Improving the job performance of each person
Gaining creative cooperation and developing smooth working relationships
Interpreting the firm’s policies and procedures
Controlling labor costs
Developing the abilities of each person
Creating and maintaining department morale
Protecting employees’ health and physical condition

19. Human Resource Managers’ Duties
Functions of HR Managers
Line Function Line Authority Implied Authority
Staff Functions Staff Authority Innovator Employee Advocacy
Coordinative Function Functional Authority

20. Human Resource Specialties
Recruiters
Peformance Appraiser
Labor Relations Specialists
Training Specialists
Job Analysts
Compensation Managers
Human Resource Specialties

21. Competitive Challenges and Human Resources Management
The most pressing competitive issues facing firms:
Going global
Embracing new technology
Managing change
Managing talent, or human capital
Responding to the market
Containing costs

22. A Changing HR Environment
Globalization
Technological Advances
Outsourcing
The Nature of Work
Workforce Demographics

23. Changing Roles of HR Management