Human Resource Management

250320 Jon Werner, Associate Professor Department of Management

What is human resource management?

What is human resource management?

The effective use of people to achieve both organizational and individual goals

What is human resource management?

The effective use of people to achieve both organizational and individual goals
The effective recruitment, selection, development, compensation, and utilization of human resources by organizations

Why should you care about HRM?

Why care about HRM?

Impact on you as employees
Impact on you as managers Potential future roles as HR professionals Impact of HRM on organizations

HRM has increased in importance since the 1980s. Why?

HRM has increased in importance since the 1980s. Why?

Globalization

HRM has increased in importance since the 1980s. Why?

Globalization
Government regulation

HRM has increased in importance since the 1980s. Why?

Globalization
Government regulation

Stronger knowledge/research base

HRM has increased in importance since the 1980s. Why?

Globalization
Government regulation

Stronger knowledge/research base

Changing role for labor unions

HRM has increased in importance since the 1980s. Why?

Globalization
Government regulation

Stronger knowledge/research base

Changing role for labor unions Challenge of matching worker expectations with competitive demands

What motivates employees?

Feeling in on things Good wages Good working conditions Job security Full appreciation of work that is done Tactful disciplining Employer loyalty to employees Interesting work Promotion and growth in the organization

What motivates employees?

Feeling in on things Good wages Good working conditions Job security Full appreciation of work that is done Tactful disciplining Employer loyalty to employees Interesting work Promotion and growth in the organization
(Karl and Sutton, 1996)

Rank 8 1 4 2 5 9 7 3 6

A new model of HRM is needed

A new model of HRM is needed

More strategic (not strictly focused on dayto-day operational needs)

A new model of HRM is needed

More strategic (not strictly focused on dayto-day operational needs) More proactive (less reactive)

A new model of HRM is needed

More strategic (not strictly focused on dayto-day operational needs) More proactive (less reactive) More of a consultant to line management (less of a bureaucratic specialist)

A new model of HRM is needed

More strategic (not strictly focused on dayto-day operational needs) More proactive (less reactive) More of a consultant to line management (less of a bureaucratic specialist) More of an employee champion (less of an organizational cop)

Competencies needed for HRM

Personal credibility

Competencies needed for HRM

Personal credibility
Business mastery

Competencies needed for HRM

Personal credibility
Business mastery HR mastery

Competencies needed for HRM

Personal credibility
Business mastery HR mastery Change mastery
(Broadbank and Ulrich, 1994)

Professional organizations in HR:

Society for Human Resource Management
Human Resource Certification Institute American Society for Training & Development American Compensation Association

Final thought:
Non Schola Sed Vita Discimus
(We dont learn for school, but for life)
Peter Drucker, The New Realities