1. STRATEGIC HUMAN RESOURCE MANAGEMENT

2. Human Resource Management

3. Major Domains of Human Resource Management Organizational Design –HR planning –Organization and job design and analysis Staffing –Recruiting –Hiring Employee training and development

4. Major Domains of Human Resource Management Performance appraisal and management –MBO –Productivity enhancement –Rater training Rewards, Benefits, and compliance –Direct and Indirect –Pay for performance –Enhancing Productivity and Quality of Worklife –Employment relations –Complaint/disciplinary procedures –Health and safety

5. HISTORY OF HRM Scientific Management (1911-1920) –Record keeping Industrial Psychology (1920-1930) –Test development Human Relations Era (1930-1960) –File maintenance: Screening; collecting personal data –Company picnic Government Accountability (1964- ) –Personnel departments--compliance QWL (1970s - ) Strategic HRM (1990s-)

6. STATUS OF HRM Cost Factor Advocacy Factor Constraint Factor Bottom line Factor

7. Trends Enhancing Importance of HRM

8. MEETING THE DEMANDS

9. TRADITIONAL VS. STRATEGIC HRM TRADITIONAL HRM –Isolated Parts –Reactive –Short-term Orientation –Faddish –Goal: Narrow –Put out the fire STRATEGIC HRM –Consistent Network –Proactive –Future Oriented –Research/measurement –Goal: CA –Evaluation

10. Discrepancies Between Academic Research Findings and HRM Practices: Recruiting Research Findings –Use of Yield Ratios HRM Practice –Less than 15% use yield ratios –Less than 28% know how

11. Discrepancies Between Academic Research Findings and HRM Practices: Staffing Research Findings –IQ is the best predictor of performance –Integrity tests are useful –Realistic Job Previews –Weighted Application Blanks –Structured, behavioral, or situational interviews HRM Practice –Emphasize conscientiousness and values –Overly concerned w/faking; AI –Less than 20 % use RJP in high turnover jobs –Less than 35% know what a WAB is; less than 5% use –40% use structured interviews –Less than 50% use behavioral interviews

12. Discrepancies Between Academic Research Findings and HRM Practices: Performance Appraisal Research Findings –No Traits –Train Raters –Accountable for appraisals HRM Practice –More than 70% use traits –Less than 30% train raters –Less than 35% of managers are evaluated on appraisals given

13. SHRM PROCESS 1Determine Goals/Mission/Vision 2Determine Strategy 3Determine Desired Competencies/Behaviors 4Determine Fundamental HRM Choices that will encourage the desired behaviors 5Design Detailed HRM Policies/Practices

14. IN SUM… To remain competitive, HR must contribute to competitive advantage This requires a shift to SHRM HR must justify its existence by demonstrating bottom line results.

15. Valley National Bank Identify competitive advantage of accounting department Reach consensus on top three issues Discuss why issues must be resolved Identify benefits/drawbacks of each recommendation Reach consensus on recommendations Reach consensus on assessment questions