Academy of Economic Studies of Bucharest Faculty of Business Administration

HUMAN RESOURCE MANAGEMENT

Lecture 2

MANAGEMENT PROCESS:
- FORECASTING

- PLANNING - ORGANIZING - STAFFING - LEADING - CONTROLLING

needs and goals .an organization·s labor force people working in an organization people having specific skills and knowledge different people with different perceptions.

As HRM has become viewed as more critical to organizational success. Frederick W. needs and goals impossible to draw some guiding lines and to win immediately a sustainable adhesion from every body. many companies have realized that it is the people in an organization that can provide a competitive advantage. coupled with the maximum prosperity for each employee·.The theoretical discipline the assumption that employees are individuals with different perceptions. . Taylor HRM works to ensure that employees are able to meet the organization's goals. especially on the long run µobject of management should be to secure the maximum prosperity for the employer.

poorly motivated and in consequence they will not fell mobilized to perform at the true level of their capabilities. The reality shows though that many employees remain undervalued."People are our most valuable asset" is a cliché which no member of any senior management team would disagree with. underutilized. under trained. .

A. WORLD -socio-cultural filters (influenced by the environment that every person was born and lived in). -individual filters (given by the personal experience)."The map is not the territory´ GENERALIZATION PROCESS DISTORTING PROCESS SELECTION PROCESS -neurological filters (our senses which are very subjective). Korzybski INDIVIDUAL WORLD MAP VERBAL COMMUNICATION NON-VERBAL COMMUNICATION .

. helping them perform their work. compensating them for their labors. and solving problems that arise . Bachelard HRM deals with the design of formal systems in an organization to ensure the effective and efficient use of human talent to accomplish organizational goals.HRM GENERAL MANAGEMENT restricting its problems and subject to dealing with personnel -holistic interdisciplinary -strategic & coherent A too rigid rational thinking can lead the evolution at problem point. G.bringing people into the organization.

beginning of mankind 1000 . on to youth China and employee screening tests ancient Greek and Babylonian civilizations and the earliest form of industrial education. hunting. the apprentice system .2000 B. -of recording and passing knowledge about safety.C -necessity of selecting tribal leaders. and gathering. health.

EMPIRICAL STAGE Industrial revolution Cottage system Factory production the end of the XIXth century (Ford¶s first line manufacturing) -new jobs filled with emigrants -need for adequate management of employees OWNER = the only holder of the capital + the only organizer of the work ³master of the house´ (nowadays = in state administration & Japanese families) -INTUITION. with no scheduling and no previous training -problems were dealt with as they appeared and the aim was to adapt to the situations that might occur . TRADITION. EXPERIENCE -activities took place by repetitive attempts.

Goodrich Co.F. they became much more powerful during the late 1800s -wage administration. and early 1900s) -record keeping.the 1940s United States = the land of opportunity where good-paying industrial jobs were plentiful immigration significantly rose F. Taylor's & (1856-1915) until World War II § wellbeing (prosperity) stage Scientific Management Early HRM techniques: .(1900) National Cash Register (1902) -worker grievances.different languages spoken hazardous tasks. unhealthy work environments & TEACHING ENGLISH. HOUSING.W. .the 1880s . increasing productivity B. etc.low-cost but lowskill immigrant workers . long hours. MEDICAL CARE -TRAINING however labor unions· pressure (existing since 1790 in USA.

EVALUATION methods . TRAINING. the main work force -resolution of the employees¶ claims Hawthorne productivity studies Behavioral school development of personnel activities . -employment of a large number of women = -work agreements.between the two World Wars development of the work unions & and legislation recruitment of a large number of soldiers during World Wars until World War II -collective negotiations.modern SELECTION.

training and evaluation improvement .After the World War II PERSONNEL ADMINISTRATION STAGE DEVELOPMENT STAGE World war II ² 1950s· & MATURITY STAGE 1960s· .elaborated system of work legislation all medium-sized and large companies and institutions had some type of HRM program in place to handle recruitment. remuneration -unions strengthened -personnel services reoriented -more complex approach of the HR . regulatory compliance.selection. dismissal etc -to avoid lawsuits for violating this legislation HRM professionals 1980s· the concepts of ´HRMµ and ³SHRM³ appeared in the American universities . training.1970s· the end of the 1970s -recruitment.

most of all because of the technology . etc . ownership. not products.center of gravity in employment = moved fast from manual and clerical workers to knowledge workers globalization extending sales. nationality. and/or manufacturing to new markets abroad exporting jobs prompted by competitive pressures and the search for greater efficiencies workforce demographics more diverse workforce in terms of age. sex.each time has its own reality - - technological advances quickly applying technology to the task of improving operations the nature of work more and more people is employed in producing and delivering services. beliefs.

MANAGERS: LINE MANAGERS STAFF MANAGERS LINE MANAGER = who is authorized to direct the work of subordinates ORDERS who is responsible for accomplishing the organization¶s tasks STAFF MANAGER = who assists & advise line managers Line function = inside his own dept. . (directs the activity) Coordinative function = coordinates personnel HR manager = STAFF MANAGER activities Staff function = assists & advises .

Part-time position .VACANCY = when an existing occupant leaves the organization when a new post is created through expansion & reorganization .Job enrichment .Re-think the structure of the work & automate the work .Working over-time .Doing away with the work altogether .Sub-contracting (outsourcing) .

working conditions WHAT THE WORKER DOES .JOB ANALYSIS = determining the DUTIES & SKILLS required by a job and the CHARECTERISTICS of people who should be hired JOB DESCRIPTION = list of job¶s duties.more complex version Outdated & superfluous competencies framework JOB SPECIFICATION = list of job¶s human requirements personality. reporting relationships. -essential characteristics -desirable characteristics . etc.simple version .

INTERVIEWING EMPLOYEES .METHODS OF COLLECTING JOB ANALYSIS INFORMATION -QUESTIONNAIRES (may exaggerate the importance of some aspects of work) -EMPLOYEES· DIARIES (employees may be reluctant or not be typical) -OBSERVING EMPLOYEES (time consuming & people act differently when they know they are observed) .

RECRUITMENT  WHAT TO LOOK FOR? WHERE TO LOOK FOR? WHO WILL TAKE CARE OF? HOW TO LOOK FOR?    .

METHODS OF RECRUITMENT . it is very likely to leave it again) PROMOTING INTERNAL CANDIDATES     .IN-FORMAL METHODS from inside the CO  RECOMMENDATIONS (referral recruitment) ± risk of high subjectivism CONSULTING THE PORTFOLIO WITH HIRING REQUESTS GRADUATES HAVING AN INTERNSHIP RE-HIRING FORMER EMPLOYEES (once they left..

FORMAL METHODS external sources  CO alone (using advertising agencies) Using RECRUITMENT AGENCIES (staff recruited through agencies has the tendency to move on quicker) HEAD-HUNTING COs EDUCATIONAL ESTABLISHMENTS    .METHODS OF RECRUITMENT ..

invitees and interviews. interviews and offers made.Recruiting Yield Pyramid Recruiting yield pyramid = the historical arithmetic relationships between recruitment leads and invitees. . and offers made and offers accepted.

sources of discrimination DISPARATE TREATMENT = intentional discrimination where an employer treats an individual differently because he is a member of a particular race. gender or ethnic group DISPARATE IMPACT = an apparently neutral employment practice that creates an ADVERSE IMPACT (disproportion within the pool of candidates hired) -Disparate rejection rates -Four-fifths rule of thumb prima facie case of discrimination -Restricted policy (intentionally or not) -McDonnell ² Douglas test ± intentionally discrimination -The person belongs to a protected class -The person applied & was qualified for the job -The person was rejected despite qualification -After rejection. religion.EEO = Equal Employment Opportunities . the position remained open .

EEO = Equal Employment Opportunities .BONA FIDE OCCUPATIONAL QUALIFICATION (BFOQ)  BFOQ = an employee to be of a certain religion. sex or national origin where that is reasonably necessary to the organization¶s normal operation BUSINESS NECESITY AFFIRMATIVE ACTION = employer to make an extra effort to HIRE & PROMOTE those in a protected group REVERSE DISCRIMINATION = average people are discriminated against -Good intentions are no excuse -Employers cannot hide behind collective bargaining agreements .

The devil wears Prada .

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