Beruflich Dokumente
Kultur Dokumente
In-Class Edition
Management of Human Resources
Second Canadian Edition
Chapter One
The Strategic Role of
Human Resources
Management
2007 Pearson Education Canada
1-1
Human Resources
Management
1-2
--linking
linking of
of Human
Human Resources
Resources Management
Management
with
with strategic
strategic goals
goals and
and objectives
objectives in
in order
order
to
to improve
improve business
business performance
performance
1-3
1-4
Strategic HR
-effective
-effective HRM
HRM practices
practices add
add value
value to
to the
the firm
firm
(15%
(15% of
of profit)
profit)
-shift
-shift from
from perception
perception of
of HRM
HRM as
as an
an expense
expense
to
to an
an asset
asset
-high-involvement
-high-involvement HR
HR even
even more
more effective
effective with
with
complementary
complementary workplace
workplace culture
culture and
and climate
climate
1-5
Strategic HR
HR shifting from administrative to strategic
orientation
focus on harnessing human capital to achieve
strategic goals
strong HRM drives company performance
slow to evolve in many Canadian
organizations
1-6
-the
-the knowledge,
knowledge, education,
education, training,
training,
skills
skills and
and expertise
expertise of
of aa firms
firms workers
workers
1-7
1-8
1-9
Labour
Labour force
force is
is the
the individuals
individuals who
who are
are
employed
employed and
and those
those actively
actively seeking
seeking work
work
1-10
Labour
Labour market
market is
is the
the geographic
geographic area
area where:
where:
organizations
organizations recruit
recruit employees
employees
individuals
individuals seek
seek employment
employment
1-11
1-12
1-13
1-14
1-15
1-16
increase
increase in
in technical
technical and
and professional
professional jobs
jobs
decrease
decrease in
in traditional
traditional blue-collar
blue-collar jobs
jobs
labour
labour force
force training
training has
has not
not kept
kept pace
pace
creates
creates anxiety,
anxiety,resentment
resentment and
and alienation
alienation
1-17
1-18
1-19
1-20
1-21
History of HRM
Scientific Management
2007 Pearson Education Canada
1-22
History of HRM
Scientific
Scientific Management
Management
Frederick
Frederick Taylor
Taylor
concern
concern for
for production
production
emphasis
emphasis on
on efficiency
efficiency
performance-based
performance-based pay
pay
impersonal,
impersonal, dehumanizing
dehumanizing
1-23
History of HRM
Human
Human Relations
Relations Movement
Movement
Hawthorne
Hawthorne studies
studies
concern
concern for
for people
people
emphasis
emphasis on
on communication
communication
treat
treat employees
employees with
with dignity
dignity and
and respect
respect
oversimplified
oversimplified view
view of
of motivation
motivation
1-24
History of HRM
Human
Human Resources
Resources Movement
Movement
joint
joint focus
focus on
on people
people and
and productivity
productivity
motivation
motivation through
through job
job design
design
acknowledges
acknowledges individual
individual differences
differences
employees
employees seen
seen as
as aa competitive
competitive
advantage
advantage
1-25
History of HRM
Phases in the Human Resources Movement
Phase
Phase4:
4: Strategic
StrategicHuman
Human Resources
Resources
Phase 3: Human Resources Management
Phase 2: Personnel Management
Phase 1: Personnel Administration
2007 Pearson Education Canada
1-26
self-regulation
self-regulation
code
code of
of ethics
ethics
common
common body
body of
of knowledge
knowledge
certification
certification of
of members
members
1-27
1-28
Role in Executing
Strategy
formulate effective HR
procedures
execute downsizing
and restructuring
create effective employeemanagement
relationships
1-29