INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY

HUMAN RESOURCE MANAGEMENT

MANAGEMENT PROCESS
TOS: Human Resource Development and
Human Resource Management Five Basic Functions:
1. Planning
OUTLINE a. Establishing goals and
standards
I. Human Resource Management b. Developing rules and
and Management Process procedures
a. Human Resource Management
b. Management Process c. Developing plans and
c. Importance of HRM to Managers forecasts
d. Line and Staff Authority 2. Organizing
e. New approaches to organizing HR
a. Giving each subordinate
II. Important Trends of HRM a specific task
a. Workforce Demographic Trends b. Establishing
b. Trends in Jobs People Do
c. Technological Trends
departments
d. Globalization Trends c. Delegating authority
e. Economic Trends d. Establishing channels of
f. Labor Force Trends
authority and
III. 6 Pillars of HRM communication
a. Distributed HR and the New HRM e. Coordinating the work of
b. Strategic HRM subordinates
c. Performance
3. Staffing
d. Sustainability
e. Employee Engagement a. Determining what type
f. Ethics of people should be
hired
IV. Human Resource Manager b. Recruiting prospective
Competencies employees
c. Selecting employees
d.
I. HUMAN RESOURCE
MANAGEMENT AND MANAGEMENT 4. Leading
PROCESS a. Getting others to get the
job done
b. Maintaining morale
Human Resource Management -
c. Motivating subordinates
process of acquiring, training,
5. Controlling
appraisal, and compensating
a. Setting standards
employees, and of attending to their
b. Checking to see how
labor relations, health, and safety,
actual performance
and fairness concerns.
compares with these
standards
Organization - group consisting of
c. Taking corrective
people with formally assigned roles
actions
who work together to achieve the
organization’s goals.

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INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY

● Creative cooperating and

IMPORTANCE OF HRM TO
MANAGERS smooth working relationship
● Interpretation of company’s
policies and procedures
1. Avoid personnel mistakes
● Labor costs control
2. Improve profits and
● Abilities development
performance
● Departmental morale
3. May spend some time as an HR
● Protection of health and
manager
physical condition
4. May end up as your own HR
manager for small businesses
STAFF MANAGER
Manager - Someone who is
responsible for accomplishing the ● Assists and advises line
organization’s goals by managing managers.
the organization’s effort.
Job Duties:
LINE AND STAFF AUTHORITY ● Recruiters - use various
methods to search for
qualified job applicants.
Authority - right to make decisions to
● Equal employment opportunity
direct the work of others, and to five
(EEO) representatives -
orders.
investigate and resolve
grievances, examine
Line Authority Staff Authority organizational practices for
potential violations, and
Right to issue Right to advise compile and submit EEO
orders
reports.
Superior - Staff (advisory) ● Job analysts - collect and
subordinate authority examine detailed information
relationship about job duties to prepare
job descriptions.
● Compensation managers -
LINE MANAGER develop compensation plans
● Training specialists - plan,
● Authorized to direct the work organize, and direct training
of subordinates and is activities.
responsible for accomplishing ● Labor relations specialists -
the organization’s tasks. advise management on all
aspects of union management
Duties and responsibilities: relations.
● Placement
● Orientation
● Training
● Job performance improvement
NEW APPROACHES TO

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INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY

b. Most on-demand workers are

ORGANIZING HR
freelancers and independent
contractors.
● Corporate HR teams - assist c. The acquisition and
top management in top-level development of superior
issues such as developing the human capital appears
personnel aspects of the essential to a firm's profitability
company’s long term strategic and success.
plan.
● Embedded HR teams - HR
generalists that provide the 3. TECHNOLOGICAL TRENDS
employee selection and other
assistance the department ● Technology is changing HRM
needs. in terms of the nature of the
● Centers of expertise - jobs and how employers get
specialized HR consulting firms HRM tasks done.
within the company.
Several technologies in HRM:
1. Social media tools - used to
recruit new employees (Twitter,
II. IMPORTANT TRENDS OF HRM
Facebook, LinkedIn) and let
employees share insights
1. Workforce demographic about their employers
trends (Glassdoor, Job Bite).
2. Trends in jobs people do 2. Mobile applications - to
3. Technological trends monitor employee location and
4. Globalization trends to provide digital photos at the
5. Economic trends facility clock-in location
6. Labor force trends 3. Gaming features - for training,
performance appraisal, and
1. WORKFORCE DEMOGRAPHIC AND recruiting (Knack, Gild, True
DIVERSITY TRENDS Office).
4. Cloud computing-based tools -
● Workforce will continue to monitor goal attainment and
become more diverse with provide real-time direct
more women, minorities, and evaluative feedback (SAP,
older workers in the workforce. Kronos).
● Many employers call “the aging 5. Data analytics - used to
workforce” a big problem. identify relationships among
data for the purpose of solving
particular problems
2. TRENDS IN JOBS PEOPLE DO a. Talent analytics -
application of data
a. Work has shifted from analytics to HRM
manufacturing to service

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6. Artificial Intelligence (AI) - of the population that wants to

using computers to do tasks in work, is falling.
human-like ways. ● Talent management, the
7. Augmented Reality (AR) - acquisition, development, and
transforms huge amounts of retention of talent to fill
data and superimposes digital companies’ employment needs,
summaries and images on the ranked as the top concern.
physical world. ● The cause of the unbalanced
labor force is that most of the
jobs that the economy added
4. GLOBALIZATION TRENDS
in the past few years don’t
require college educations and
● Evolving economic and that many people working
political philosophies drove today are in jobs “below” their
this boom expertise.

Globalization - companies extending

their sales, ownership, and/or
manual facturing to new markets III. 6 PILLARS OF HRM
abroad.
1. Distributed HR and the New
Free trade areas - agreements that HRM
reduce tariffs and barriers among 2. Strategic HRM
trading partners. 3. Performance
4. Sustainability
World class - to lower costs, to make 5. Employee Engagement
employees more productive, and to 6. Ethics
do things better and less expensively.
BRIEF HISTORY OF TODAY’S NEW
5. ECONOMIC TRENDS HRM

● Although globalization Late 1800s Labor problems began

supported a growing global arising
economy, the period from
1900s Employers set up the first
roughly 2017 - 2015 was difficult hiring offices, training
economically. programs, and factory
schools
● Economic trends have moved
up at present and hopefully 1930s New union laws helped the
will continue to do so. employer deal with unions to
personnel’s tasks

6. LABOR FORCE TRENDS 1960s New equal employment law

made employers more
reliant ton personnel
management to avoid
● The labor force participation discrimination
rate, which is the percentage

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INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY

1970s Globalization made 2. STRATEGIC HRM

personnel management
increasingly important
● Longer-term, strategic “big
Present Finding, hiring, and
picture” issues.
motivating employees are
more challenging; more ● Formulating and executing
high-tech jobs means
employers must excel at
human resource policies and
managing human capital practices that produce the
employee competencies and
behaviors the company needs
1. DISTRIBUTED HR AND THE NEW to achieve its strategic aims.
HRM
3 Step Sequence Model:
● More HRM tasks are being 1. Set the firm’s strategic aims
redistributed from a central HR 2. Pinpoint the employee
department to the company’s behaviors and skills we need to
line managers. achieve these strategic aims
● If the current trend continues, 3. Decide what HR policies and
many aspects of HR and talent practices will enable us to
management may become fully produce these necessary
embedded in how work gets employee behavior and skills
done throughout an
organization, thereby
3. PERFORMANCE
becoming an everyday part of
doing business.
● HR manager spearheads
What Trends Mean for Human employee performance -
Resource Management improvement efforts.
● Today’s employers want their
HR managers to add value by
boosting profits and
performance by helping the
firm and its employees improve
in a measurable way.

3 Levers:
1. HR department lever - ensures
that the HRM function is
delivering services efficiently
2. Employee costs lever - advises
top management about
company’s staffing levels, and
in setting and controlling the
firm’s compensation,
incentives, and benefits
policies.

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3. Strategic results lever - puts in big role in cultivating

place the policies and organizational ethics.
practices that produce the
human capital the company
IV. HUMAN RESOURCE MANAGER
needs to achieve its strategic COMPETENCIES
goals.

● The Society for Human

Evidence-Based HRM - using the
Resource Management (SHRM)
best-available evidence in making
introduced the SHRM Body of
decisions about the HRM practices
Competency Knowledge which
you are focusing on.
itemizes the competencies,
skills, knowledge, and expertise
Types of evidences:
human resource managers
a. Actual measurements
need:
b. Existing data
c. Research studies
1. Leadership and navigation
- direct and contribute to
4. SUSTAINABILITY initiatives and processes
2. Ethical Practice - integrate
● Companies’ efforts should be core values integrity, and
sustainable, by which they accountability
mean judged not just on 3. Business Acumen -
profits, but also on their understand and apply
environmental and social information to contribute to
performance as well. strategic plan
4. Relationship Management -
provide service and
5. EMPLOYEE ENGAGEMENT
support by managing
interactions
● Refers to being physically 5. Consultation - provide
involved in, connected to, and guidance
committed to getting one’s 6. Critical Evaluation -
jobs done. interpret information to
● Vital to employers today make business decisions
because it drives performance. and recommendations
7. Global and Cultural
6. ETHICS Effectiveness - value and
consider the perspectives
and backgrounds of all
● Principles of conduct
parties
governing an individual or a
8. Communication - effectively
group; specifically, the
exchange information
standards you use to decide
what your conduct should be. Study now,
Be proud later!

● Many ethical issues are HR- Rooting for you, Future RPM!

related, and that HR plays a

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