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2. Describe contemporary human resource perspectives
Trace the evolution of the human resource functions in organizations
Identify and discuss the goals of human resource management
Discuss the setting for human resource management
Describe the job of human resource managers from the perspectives of professionalism and careers

3. Contemporary Human Resource Management Perspectives
HRM practices and policies affect the ability to formulate and implement strategy in any area
Outsourcing: Process of hiring external firms to handle basic HRM functions

4. Evolution of the Human Resource Function
First study of management practice
Scientific management: Concerned with structuring individual jobs to maximize efficiency and productivity
Origins of the human resource function
Hawthrone studies: Instigated the human resources era
Human relations era: Supplanted scientific management as the dominant approach to management during the 1930s

5. Evolution of the Human Resource Function
Hierarchy of human needs: Developed during the human relations era
Theory X and Theory Y: Framework grew from the human relations movement

6. Evolution of the Human Resource Function
Personnel management: New type of management function that grew from the recognition that human resources needed to be managed
Personnel departments: Specialized organizational units for hiring and administering human resources
Became popular during 1930s and 1940s

7. Evolution of the Human Resource Function
Human resource management in the electronic age
Knowledge workers: Employees whose jobs are concerned with the acquisition and application of knowledge
Contribute to an organization through what employees know and how they apply what they know

8. Goals of Human Resource Management
Facilitating organizational competitiveness
Enhancing productivity and quality
Complying with legal and social obligations
Promoting individual growth and development
Psychological contract: Overall set of expectations held by:
The employee with regard to what they have contributed to the organization
The organization with regard to what it will provide to the individual in return

9. The Setting for Human Resource Management
Line managers: Directly responsible for creating goods and services
Staff managers: Responsible for an indirect or support function that would have costs
Bottom-line contributions were less direct

10. The Setting for Human Resource Management
The human resource management in smaller versus larger organizations
Smaller organizations require line managers to handle their basic HR functions
When firms grow beyond a certain size, a separate HR unit becomes necessity
Issues involved become much more complicated

11. The Setting for Human Resource Management
Human resource management: Integrated and interrelated approach to managing human resources
Recognizes interdependence among the various tasks and functions that must be performed
Utility analysis: Attempt to measure the impact and effectiveness of HRM practices in terms of metrics such as firm’s financial performance

12. Human Resource Managers
Contemporary HR executives must possess general management abilities that reflect conceptual, diagnostic, and analytical skills
Recognizing human resource management as the firm’s most critical source of information is important for everyone in the organization

13. 1.4 Human Resource Management as a Center for Expertise

14. Human Resource Managers
Human resource departments are viewed as cost centers
Goal - Providing clear and measuring financial benefits to the organization
Society for human resource management (SHRM) - Largest professional HR association
Publishes professional journals covering current developments in the field
Sponsors workshops and conferences

15. Human Resource Managers
Human resource certification institute (HRCI)
Professional in human resources (PHR)
Senior professional in human resources (SPHR)
Global professional in human resources (GPHR)
Careers in human resource management
Degree in human resource management will provide an entry-level employment opportunity as an HR manager
Line management can be used as a route to HRM

16. Latest trend - To outsource HR firms to handle payroll, insurance, recruitment and other benefits
Human resource departments are viewed as cost centers
Certification is required to progress in HR career

17. Hawthorne studies
Hierarchy of human needs
Human relations era
Human resource management (HRM)
Human resource management system
Human resources
Knowledge workers
Line managers
Outsourcing
Personnel departments
Personnel management
Personnel manager
Productivity
Psychological contract

18. Quality
Scientific management
Staff managers
Theory X and Theory Y
Utility analysis