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Introductions Ice-breaker Course Outline and Requirements Expectations from the course What is HRM? The HR Functions HR management responsibilities of line and staff (HR) managers Important trends influencing human resource management Conclusion
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Introduction to HRM
HRM at Work
What Is HRM?
The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.
Organization
People with formally assigned roles who work together to achieve the organizations goals.
Manager
The person responsible for accomplishing the organizations goals, and who does so by managing the efforts of the organizations people.
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Controlling
Organizing
Leading
Staffing
Dessler, 2010
HR Process
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Appraisal
Labor Relations
Compensation
Dessler, 2010
In Job Terms
Recruiter
EEO coordinator
Job analyst
Compensation manager
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A Quick Quiz on HR
1. Can you legally fire someone for their astrological symbol? 2. When hiring employees, is it better to hire people who you judge to be hard working, organized, and dedicated during a traditional interview, or is an IQ test a better way to pick people? 3. Is it better to hire people based on the fit of their values with the companys values, or is an IQ test better? 4. True or false--Asking applicants about stealing or other negative behavior at work during an interview doesnt help you find better employees, because most people who are going to do bad things at work just lie. 5. True or false--If employees participate in decision making they will be more motivated than if top management sets performance goals? 6. True or falseManagers may think their employees are really concerned about compensation, but when it comes down to it, money doesnt really matter that much to most people.
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Acquire Staff
Who makes a good employee? How do we get these people to apply? How are people screened? How are people selected?
Can we help new hires feel like part of the company? How do we teach employees the skills they need? How do we encourage civility? How do we measure performance?
How can we match our pay offers to the market? How do we pay people who are working in different job levels? What types of noncash benefits can we offer to employees?
What are the things that motivate employees at work? What prevents employees from performing effectively?
Performance management
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New Realities
HR departments are not designed to provide corporate therapy or to act as social or health-and-happiness retreats. HR professionals must create the practices that make employees more competitive, not more comfortable. HR activities are based on theory and research. HR professionals must master both theory and practice.
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Old Myths
HR deals with the soft side of business and therefore is not accountable.
New Realities
The impact of HR practices on business results can and must be measured. HR professionals must learn to translate their work into financial performance. HR practices must create value by increasing the intellectual capital within the firm. HR professionals must add value, not only reduce costs.
Old Myths
HRs job is to be the policy police and the health-and-happiness patrol.
New Realities
The HR function does not own compliance.
HR is full of fads.
HR practices have evolved over time. HR professionals must see their current work as part of an evolutionary chain and explain their work with less jargon and more authority.
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Old Myths
HR is staffed by nice people.
New Realities
At times, HR practices should force vigorous debates. HR professionals should be confrontative and challenging as well as supportive. HR work is as important to line managers as are finance, strategy, and other business domains. HR professionals should join with managers in championing HR issues.
HR is HRs job.
HR Outcomes: Service
What services are provided by HR
Employee screening and selection Training classes offered Compensation levels Healthcare benefits
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HR Outcomes: Costs
Human resources staff per FTE Program administration costs
Advertising for recruiting Travel time for interviews Test costs Training materials Compensation and benefits outlays
HR Outcomes: Attitudes
Job satisfaction A pleasant feeling from doing work that fulfills ones goals Organizational commitment A desire to work towards your organizations goals and objectives Stress A feeling of psychological arousal that comes from pressure, deadlines, expectations, etc. Absenteeism Failing to report for work as scheduled Turnover Voluntary and permanent departure from an organization
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HR Outcomes: Performance
Productivity/task performance Effectiveness Achieving assigned goals consistently Efficiency Minimizing resource use Creativity Finding new ways to do work, or defining new goals for work Organizational citizenship behavior (OCB) Behavior that enhances the social and psychological environment Firm performance Increased productivity Decreased costs Increased agility
Employee development
Learning new skills Improving performance
Work outcomes
Improved coordination Reduced turnover Higher productivity
Organization outcomes
Stock prices Lower admin. costs Revenues Customer service
Performance management
Improving well-being Rewarding performance
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