1. Human Resource Management

2. Human Resource Management
The function performed in organizations that facilitates the most effective use of people (employees) to achieve organizational and individual goals.

3. Human Resource Management (HRM) Activities: (1 of 2)
Equal employment opportunity (EEO) compliance
Job analysis
Human resource planning
Employee recruitment, selection, motivation, and orientation

4. Human Resource Management (HRM) Activities: (2 of 2)
Performance evaluation and compensation
Training and development
Labor relations
Safety, health, and wellness

5. Four descriptions of the HRM function:
It is action-oriented
It is people-oriented
It is globally-oriented
It is future-oriented

6. Historical Foundations of HRM
Scientific Management
Welfare Work
Industrial Psychology
Human Relations 4

7. Strategic Importance of HRM
The increased strategic importance of HRM means that:
Human resource specialists must show that they contribute to the goals and mission of the firm
The actions, language, and performance of the HRM function must be:
Measured
Precisely communicated
Evaluated

8. The new strategic positioning of HRM means that accountability must be taken seriously

9. Key Strategic HRM Concepts That Must Be Applied: (1 of 2)
Analyzing and solving problems from a profit-oriented point of view
Assessing and interpreting costs or benefits of HRM issues
Using planning models that include realistic, challenging, specific, and meaningful goals

10. Key Strategic HRM Concepts That Must Be Applied: (2 of 2)
Preparing reports on HRM solutions to problems encountered by the firm
Training the human resources staff
Emphasizing the strategic importance of HRM
Emphasizing the importance of contributing to the firm’s profits

11. If the HRM function is to be successful, managers in other functions must be knowledgeable and involved

12. HRM and Organizational Effectiveness
Performance
Legal compliance
Employee satisfaction
Absenteeism
Turnover
Training effectiveness
Training return on investment
Grievance rates
Accident rates

13. Objectives of the HRM Function (1 of 3)
Helping the organization reach its goals
Employing the skills and abilities of the workforce efficiently
Providing the organization with well-trained and well-motivated employees
Increasing to the fullest the employee’s job satisfaction and self-actualization

14. Objectives of the HRM Function (2 of 3)
Developing and maintaining a quality of work life that makes employment in the organization desirable
Communicating HRM policies to all employees
Helping to maintain ethical policies and socially responsible behavior

15. Objectives of the HRM Function (3 of 3)
Managing change to the mutual advantage of the organization’s stakeholders
Managing increased urgency and faster cycle time

16. Who Performs HRM Activities
In most organizations two groups perform HRM activities:
HR manager-specialists (staff)
Operating managers (line)

17. Competencies Needed by HR Professionals:
Communication skills
Problem solving
Leadership
Recruiting/staffing
Employment law
Training and development
Technology
Forecasting
Compensation design
Benefits design and administration
Accounting and finance
Record keeping

18. The HR department has a responsibility to be a proactive, integral component of management and the strategic planning process

19. HRM’s Place in Management
HRM must:
ascertain specific organizational needs for the use of its competence
evaluate the use and satisfaction among other departments
educate management and employees about the availability and use of HRM services

20. HRM Strategy
The HRM strategy will help aggregate and allocate a firm’s resources into a unique entity on the basis of:
Its internal strengths and weaknesses
Changes in the environment
The anticipated actions of competitors

21. Relationship Between Strategy, Objectives, Policies, and Rules:
Strategy – The plan that integrates major objectives
More specific
Objectives – Goals that are specific and measurable
More specific
Policies – Guides to decision making
More specific
Procedures/Rules – Specific directions for decision making

22. Summary
HRM is action-oriented, individual-oriented, globally-oriented, and future oriented
It focuses on satisfying the needs of individuals at work
HRM is a necessary function
Effectively performed, it can make the crucial difference between successful and unsuccessful organizations

23. Summary
One of the challenges faced in HRM is that many decisions require input from both operating managers and HR specialists
This dual role can lead to conflict, or it can result in more effective HRM decisions