HumanResource Management

Contents in BriefPart One: HR Resources Management in PerspectiveDevelopment of HR Management: ChallengesEEO and Affirmative Action: The EnvironmentPart Two: Meeting HR RequirementsJob RequirementsHR Planning and RecruitmentSelection

Contents in BriefPart Three: Developing Effectiveness in HRTrainingCareer DevelopmentAppraising and Improving PerformancePart Four: Implementing Compensation and SecurityManaging CompensationIncentive CompensationEmployee BenefitsSafety and Health

Contents in BriefPart Five: Enhancing Employee RelationsEmployee Rights and DisciplineLabor RelationsCollective Bargaining and Contract AdministrationPart Six: International HR Management and HR AuditsInternational HR ManagementCreating High Performance Systems

Why are you studying HRM?HRM CAREER ASPIRANTNEED AS A MANAGER OF PEOPLEUNDERSTAND PEOPLE WORK RELATIONSHIPSLEARN THE CONTENT UNDER WHICH PEOPLE PERFORM

CoreCompetenciesIntegrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers.

Human Resource ManagementHuman Resource Management: Contribute to Organizational GoalsPersonnel: Record KeepingManagement Oriented

Personnel Managementvs.Human Resource ManagementPERSONNEL MANAGEMENT

Coordinates functions of the personnel programInvolves a functional approachEmphasizes behavior and interpersonal relationsSuccess judged by results achieved through functions of the personnel programHUMAN RESOURCES MANAGEMENTCoordinates personnel management with organization planningInvolves a system approachEmphasizes environments and issuesSuccess judged by contributions to cost reductions and profit growth or service objectives

Early Development(Pre-1920s)Factory System: Industrial RevolutionMass ProductionScientific ManagementEfficiencyWorkers Pressed Labor Union Strife

Later Developments(Post-1920s)The Human Relations MovementEmergency Relations MovementGovernment RegulationsTechnology Revolution

Foundations of Human Resources Management

Overall Framework for HR

Globalization Technology Managing change Intellectual capital Market response Cost containment

Planning Staffing Job Design Training Appraisal Compensation

Diversity Age distribution Gender issues Education levels Employee rights Privacy issues Work Attitudes Work and familyCurrent Focus

Functional Specialization

Staffing/PlanningBroader Job DesignRecruitmentSelectionTraining StaffDevelopmentPerformance ManagementCompensation Management/IncentiveLabor Relations/Global TeamworkStill Essential toAchieve Organizational Goods

Competencies of HR Professionals

Professionalization of Human Resource ManagementCode of EthicsLiterature and ResearchBody of Knowledge/University Level CoursesDevelopment of Professional Organizations

ProfessionalAssociations

Professional Characteristics ofHuman Resources ManagementExperimentation and research is encouraged.Organized body of information and knowledge has been accumulated.The exchange of information is promoted through professional meetings and publications.Adherence to an established code of ethics is prescribed.University curriculums for developing practitioners have been created.A program for accrediting practitioners has been established.

Code of EthicsAs a member of the Society for Human Resource Management, I pledge myself to:Maintain the highest standards of professional and personal conduct.Strive for personal growth in the field of human resource management.Support the societys goals and objectives for developing the human resource management profession.Encourage my employer to make the fair and equitable treatment of all employees a primary concernStrive to make my employer profitable both in monetary terms and through the support and encouragement of effective employment practices.Instill in the employees and the public a sense of confidence about the conduct and intentions of my employer.Maintain loyalty to my employer and pursue its objectives in ways that are consistent with the public interest.Uphold all laws and regulations relating to my employers activities.Refrain from using my official positions, either regular or volunteer, to secure special privilege, gain or benefit for myself.Maintain the confidentiality of privileged information.Improve public understanding of the role of human resource management.

Human Resource ManagementGoals/Mission Statements/VisionsPoliciesProcedures/Practice

I.U. Human Resources

NCR Shared ValuesWalmart Value StatementJ&J CredoMarathon Statement of PrinciplesCorporate Mission Statements

ObjectivesWhere are we going?Essential for Planning PurposeRapid DecisionsConsistent Decisions/ReliableControl of ProcessFeedback and Re-evaluation

PoliciesNeedFormulation by Management and Workforce TeamsWritten in clear terms; No misunderstandingsCommunication/Dissemination How?IU Staff Policy Manual

Sample HR Policy StatementSubject:Overtime Hours and PayPurpose:To ensure equitable payment of overtime compensation to eligible employees in accordance with all applicable provisions of federal and state law.Guidelines:The companys workweek runs from Monday through Sunday, with normal operating hours scheduled from 8 a.m. Monday through 5 p.m. Friday. The normal daily work schedule for employees consists of an eight-hour day within a 24-hour period. The normal weekly schedule consists of a 40-hour week. Employees are entitled to a daily one-hour unpaid lunch period, and to two 15-minute paid break periods each day.

Sample HR Policy StatementCONTINUED . . .Business demands or production deadlines occasionally may require some employees to work overtime, which means more than eight hours in a 24-hour day or more than 40 hours in a week. Supervisors will try to inform employees well in advance of any overtime requirement. Employees may not work more than their scheduled daily or weekly hours without written authorization from their supervisor. In assigning overtime, supervisors will seek to distribute extra hours equitably among employees who have the required skills and abilities to perform the necessary work.All employees considered nonexempt under the Fair Labor Standards Act will be paid at the rate of time and one-half (1 1/2 times their regular rate of pay) for all hours worked in excess of 40 in one week. Scheduled holidays, vacation days, and time off for jury duty will be considered hours worked for purposes of calculating overtime. Unscheduled absences or time off for sickness, emergencies, or other personal reasons will not be considered hours worked for overtime purposes.

Sample HR Policy StatementCONTINUED . . .Nonexempt employees who work on company-recognized holidays will be paid their regular rate for the extra hours worked, in addition to their regular holiday pay. However, no pyramiding of paid holiday work time, treating it as hours worked for weekly overtime computation purposes is allowed.Employees considered exempt under the Fair Labor Standards Act will be compensated for abnormal amounts of extra time worked. Exempt employees will be paid their straight-time rate for all extra authorized hours worked in excess of 46 in a week.Compensatory time off is not available to any employee--exempt or nonexempt--for work in excess of regularly scheduled hours.Nonexempt employees must record their daily work hours either on time clocks in their department or time cards supplied by their supervisor. Occasional minor differences--five minutes or less--between a nonexempt workers scheduled time and recorded work-time will be ignored. Exempt employees must complete and turn in to their supervisor a weekly report indicating how many hours they spent on exempt work an how many, if any, on nonexempt work.Employees who falsify their own or another workers time record will be subject to severe penalties, up to and including dismissal.

ProceduresImplement PoliciesChronological StepsPeriodic ReviewModify as Needed

IU Staff Handbook for Professional Staff

Human Resources Management:Goals, Policies, and ProceduresAudit results against organizational goalsReview of proceduresReview of policiesModification if neededModification if neededPossible action for adjustment neededOrg. goalsResults achievedProcedures (steps) for taking actionsPolicies (guidelines) governing actionActions to achieve goalsOrg. goals to be achieved

Human Resource Management Information SystemAccurate DataComputer RequirementInventories of Talents (KSAs)KnowledgeSkillsAbilitiesKSA: Education and Work ExperienceWhat are the Talent/Abilities of the Workforce?

Human ResourcesInformation Systems (HRIS)Computerized system that provides current and accurate data for purposes of control and decision making.

Human Resource Management BudgetSupport for ManagersMaintain Policies and Communication VehiclesFinancial Plan/HR BudgetsHRISProcesses and FlowsSurveys and StudiesSupport Staff

Organization of Human Resources Department

Qualifications for a Career in HRMAcademic Training CoursesGeneral education (behavioral sciences, English, communications, psychology, mathematics, and business courses including accounting, marketing, and others)Human resources managementSupervisionLabor relationsOrganizational behaviorPersonnel and organizational psychologySociologyLawElectronic data processingStatisticsEconomicsIndustrial engineeringExtracurricularActivitiesProfessional organizationsPublications staffsStudent Personnel AssociationLeadership roles in organizations

Qualifications for a Career in HRMPersonal QualificationsIntegrityDeterminationCompetencyDependabilityFair-mindednessGood mental healthA sense of humorAbility to tolerate frustrationA flexible approach to problemsAbility to communicate effectivelyPatienceObjectivity towards othersCooperative and understanding attitudeAbility to listen effectivelyHuman Relations skillsDesirableEmploymentExperiencesExperience at the operating levelExperience in positions of leadership

SHRM: HR JobsSHRM: HR News OnlineOccupational Outlook Handbook

Organizational ObjectivesProcesses of MgmtPlanningOrganizingStaffingDirectingControllingHR Functions PerformedJob AnalysisRecruitmentSelectionDevelopmentPerformanceAppraisalCompensationLabor Relations

Responsibilities of Human Resource DepartmentIn-house ConsultantStructure of DepartmentJobs in Human Resources Management

Line vs. Staff Authority

Line Authority(Production Manager)Staff Authority(HR Manager)Derived from:Superior through delegationDirectives, regulations, assignments, etc.Knowledge, information and expertise in functional areaIncludes right to:Exercise discretionGive orders and directionTake disciplinary actionCoordinate and control performance of a functionProvide consultation and service in functional areasExercised over:Subordinates in line of authority (Chain of Command)Other members of the organization in the performance of a particular function

Human CapitalThe knowledge, skills, and abilities of individuals that have economic value to an organization.

HRM AS A COMPETITIVEBUSINESS MODELThe Competition Edge:Comes from HR

Value of TalentRare Talent (hire, train, motivate best)Not Easy to Duplicate (Teams/Individuals)Organized Workforce

COMPETITIVE CHALLENGES CHANGE PROFESSIONWhat are the Competitive Challenges?GlobalizationTechnologyChangeHuman CapitalMarket ForcesWorldwide DemographicsWorkforce Partnerships

GLOBILIZATION IMPACTDifferences/IssuesGeographiesCulturesLawsBusiness PracticesRewards

TECHNOLOGY IMPACTLabor vs. KnowledgeEducation LevelsSystemsHRIS- ERPDatabase- E-CommerceWebsites for Info

Changes the Enterprise Work Processes

HRM WEBSITESCornell School of Industrial & Labor RelationsSociety of HRMTCM Training & DevelopmentU.S. Dept. of LaborBPO Home Page

IMPACT OFCHANGENo Status QuoAlways on Cutting EdgeStaff Talents Must AdjustVery High People ResistanceCreates Stress/Pressure/Adoption

IMPACT ON HUMAN CAPITAL(Not just Financial Capital)Competition Through PeopleBalance Sheet Item?People InvestmentHigh Rewards for PerformanceUse Talents WiselyEnhance TalentsOrganize Skill Sets

Impact onGlobal CompetitiveMarketplacesTalent is GlobalQuality Products are EssentialBusiness Process Management creates CompetitivenessCost constantly RemovedSpeed to Market is Essential

IMPACTFROM ENHANCINGGLOBAL COST CONTROLCreates DownsizingCreates Mergers/AcquisitionsCreates Reorganization for EfficiencyForces OutsourcingEncourages Temporary WorkforceTemporary WorkersContract Employees/Leasing

GLOBAL DEMOGRAPHIC CHANGESDiversityAge DistributionGender DistributionRising Levels of EducationEmployee Rights LegalEmployee PrivacyAttitudes Toward WorkBalancing Life Goals with Work Goods

Hot Links to HRM Articles:HRM Trends

Alternative Work Schedules

Free Agents

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