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LEARNING OUTCOMES
• Explain what human resource management is and how it relates to the
management process.
• discuss the importance of human resource management
• Illustrate functions of human resource managers.
• Briefly discuss and illustrate each of the important trends influencing
human resource management.
• List and briefly describe important trends in human resource
management.
• Define and give an example of evidence-based human resource
management.
• Outline the plan of course
 INTRODUTION TO HRM

HUMAN RESOURCE MANAGEMENT

Technology
Infrastructure
EPLOYEES Information Planning
Finance Organizing
Material Leading
People controlling
Time
 MANAGEMENT PROCESS
Planning
 Goals and standards
 Rules and procedures
 Plans and forecasting.

Organizing
 Tasks
 Departments
 Delegating
 Authority and communication
 Coordinating
 MANAGEMENT PROCESS
Staffing
 Hiring
 Recruiting
 Selecting
 Performance standards
 Compensation
 Evaluating performance
 Counseling
 Training and developing
 MANAGEMENT PROCESS
Leading
 Getting the job done
 Morale
 Motivation

Controlling
 Setting standards
 Comparing actual performance to standards
 Corrective action
 HRM: DEFINITIONS

Edwin Flippo defines- Human Resource Management as

“planning, organizing, directing, controlling of
procurement, development, compensation, integration ,
maintenance and separation of human resources to the
end that individual, organizational and social objectives
are achieved.”
 HRM: DEFINITIONS
According to Decenzo and Robbins, “Human Resource
Management is concerned with the people dimension” in
management. Since every organization is made up of
people, acquiring their services, developing their skills,
motivating them to higher levels of performance and
ensuring that they continue to maintain their
commitment to the organization is essential to achieve
organsational objectives. This is true, regardless of the
type of organization – government, business, education,
health or social action”.
HRM
Human Resource Management is the process of
acquiring
training
appraising, and
compensating employees
and attending to their labor relations,
health and safety,
and fairness concerns.
 Management of people
Function in organizations to
achieve organizational
objectives
HRM FUNCTIONS

• Job analyses • Performance

• • Communicate
Recruit
• Train and develop
• Select candidates
• Employee
• Orient and train commitment
• Wages and • Equal opportunity
salaries • Health and safety
• Incentives and • Grievances/labor
benefits relations
 WHY HRM

Our progress as a nation can be no swifter than

our progress in education. The human mind is
our fundamental resource.”

- John F. Kennedy (35th President of the United States).

“The value of a business is a function of how well
the financial capital and the intellectual capital
are managed by the human capital. You'd better
get the human capital part right.”
― Dave Bookbinder
 
The NEW ROI: Return on Individuals: Do you b
elieve that people are your company's most valu
able asset?
The wrong person
High turnover
Poor results
Useless interviews
Court actions
Safety
Salaries appear unfair
Poor training
Unfair labor practices
BASIC HR CONCEPTS

The bottom line of managing: Getting results

• HR creates value by engaging in activities that produce the
employee behaviors that the organization needs to achieve its
strategic goals.
• Looking ahead: Using evidence-based HRM to measure the value
of HR activities in achieving those goals.
LINE AND STAFF ASPECTS OF HRM
Line Manager
 Is authorized (has line authority) to direct the work of
subordinates and is responsible for accomplishing the
organization’s tasks.
Staff Manager
 Assists and advises line managers.
 Has functional authority to coordinate personnel activities and
enforce organization policies.
HUMAN RESOURCE MANAGERS’ DUTIES

Functions of HR
Manager

Line Coordinative Staff

Line Authority Functional Authority Staff Authority
Implied Authority Innovator/Advocacy
 NEW APPROACHES TO ORGANIZING HR
NEW HR SERVICES GROUPS

• Transactional HR group
• Corporate HR group
• Embedded HR unit
• Centers of Expertise
 STRATEGIC PLANNING AND TRENDS

n
tio
ni
fi
De

Strategy is the company’s long-term plan for how it will

balance its internal strengths and weaknesses with its
external opportunities and threats to maintain a
competitive advantage.

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THE STRATEGIC PLANNING PROCESS
SWOT analysis - Strengths, Weaknesses, Opportunities, and
Threats
Best strategic plans balance a company’s Strengths and
Weaknesses with the Opportunities and Threats the firm faces

Basic strategic trends

 Globalization
 Technological advances
 The nature of work
 The workforce

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 STRATEGIC PLANNING

There are three levels of strategic planning as shown below

Corporate
Strategy

Business Business Business Business

Strategy Strategy Strategy Strategy

Functional
Strategies

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TECHNOLOGICAL ADVANCES AND THE NATURE OF
WORK

Technology mandates and

enables companies to be
more competitive

Knowledge intensive jobs

in industries such as
aerospace, computers,
telecommunications, and
biotechnology are replacing
factory jobs in steel, auto,
rubber and textiles

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 CONSEQUENCES OF THESE BASIC TRENDS

Global expansion Uncertainty,

Turbulence, Companies
Technology Rapid Change, must be Fast,
Changing power Responsive, and
Strengths and bases Cost-effective
Weaknesses

Improved competition

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HR’S EVOLVING ROLE

Protector Change Agent

and
Screener
Strategic Partner

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 on
iti STRATEGIC HRM
fin
De

Clarify the business

Strategic human resource
strategy
management: linking HRM
with strategic goals and Realign the HR
objectives to improve functions and key
people practices
business performance and
develop organizational Create needed competencies
cultures fostering and behaviors
innovation and flexibility.
Realization of business
strategies and results

Evaluate and refine

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HR’S EVOLVING ROLE AS STRATEGIC
PARTNER

Corporate strategy
Corporate strategy

HRHR
operations
operations

Corporate
Corporatestrategy
strategy

HRprograms
HR programs
Corporate strategy

HR programs

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 HOW HR HELPS STRATEGY EXECUTION

• Functional strategies
should support
competitive strategies
• Value chain analysis
• Outsourcing
• Strategy Formulation

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 HOW HR HELPS FORM STRATEGY

• Formation of a company’s strategy =

identifying, analyzing and balancing external
opportunities and threats with internal
strengths and weaknesses

• Environmental scanning

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TECHNOLOGY CAN BE THE HUMAN
RESOURCES ENGINE OF CHANGE

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HR AND TECHNOLOGY
Basic HR systems demand paperwork

 70% of HR’s employees time = paperwork

 Off the shelf forms from Office Depot/Officemax

 Online forms

Human Resource Information Systems (HRIS)

HR on the Internet

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HR MEANS PERFORMANCE
• Can HR have a measurable impact
on a company’s bottom line?

• Better HRM translates into

improved employee attitudes and
motivation (e.g., working at home)

• Well run HR programs drive

employee commitment

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IS THERE A “ONE BEST HR WAY”?
Follow a company’s operating and strategic initiatives
All companies can benefit from
 Profit sharing programs
 Results oriented appraisals
 Employment security
 Foster informal relationships- promote worldwide
communications
 Develop global executives

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