PowerPoint Presentation by Charlie Cook

The University of West Alabama

2008 Thomson/South-Western All rights reserved.
CHAPTER 1
Changing Nature of Human
Resource Management
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Nature of Human Resource Management
Human Resource (HR) Management
Designing management systems to ensure that
human talent is used effectively and efficiently to
accomplish organizational goals.
Who Is an HR Manager?
In the course carrying out their duties, every operating
manager is, in essence, an HR manager.
HR specialists design processes and systems that
operating managers help implement.

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Types of Organizational Assets
Assets
Physical Financial Intangible Human
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Human Capital in Organizations
Human Capital
The collective value of the
capabilities, knowledge,
skills, life experiences, and
motivation of an
organizational workforce.
Core Competency
A unique capability that
creates high value and
differentiates an organization
from its competition.
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Categories of HR Activities
1. Strategic HR Management
2. Equal Employment Opportunity
3. Staffing
4. HR Development
5. Compensation and Benefits
6. Health, Safety, and Security
7. Employee and Labor Relations
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FIGURE 1-1

HR
Management
Activities
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Smaller Organizations and HR Management
Issues
Shortage of
Qualified
Workers
Increasing
Costs of
Benefits
Rising Taxes
Government
Regulation
Compliance
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HR Cooperation with Operating Managers
HR Unit
Develops legal, effective
interviewing techniques
Trains managers in
conducting selection
interviews
Conducts interviews and
testing
Sends top three applicants
to managers for final review
Checks references
Does final interviewing and
hiring for certain job
classifications
Managers
Advise HR of job openings
Decide whether to do own
final interviewing
Receive interview training
from HR unit
Do final interviewing and
hiring where appropriate
Review reference
information
Provide feedback to HR unit
on hiring/rejection decisions
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FIGURE 1-2 Typical Division of HR Responsibilities: Training
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HR Management Roles
HR Management Roles
Administrative
Operational and
Employee
Advocate
Strategic
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FIGURE 1-3 Changing Roles of HR Management
Note: Example percentages are based on various surveys.
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Current HR Management Challenges
Human
Resource
Management
Globalization of
Business
Economic and
Technological
Changes
Organizational Cost
Pressures and
Restructuring
Workforce
Demographics and
Diversity
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HR Technology
Human Resource Management System (HRMS)
An integrated system providing information used by
HR management in decision making.
Purposes and Benefits of HRMS
Administrative and operational efficiency
Availability of data for HR strategic planning
Automation of payroll and benefit activities
EEO/affirmative action tracking
Cost reductions for HR workflows
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Uses of a Web-Based HRMS
HRMS on
the Internet
Bulletin
Boards
Data
Access
Employee
Self-Service
Extended
Linkage
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Ethical Behavior and Organizational Culture
Organizational Culture
The shared values and beliefs in an organization
Fostering Ethical Behavior (Sarbanes-Oxley)
Have a written code of ethics and conduct standards
Provide ethical behavior training and advice
Establish confidential reporting systems for ethical
misconduct
Provide whistle-blower protection
Support HRs role as keeper and voice of
organizational ethics
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FIGURE 1-7 Examples of Ethical Misconduct in HR Activities
Types of Misconduct Examples of Employee, Supervisor, and Managerial Behavior
Compensation Misrepresenting hours and time worked
Falsifying expense reports
Personal bias in performance appraisals and pay increases
Inappropriate overtime classifications
Employee Relations Employees lying to supervisors
Executives/managers providing false information to public,
customers, and vendors
Personal gains/gifts from vendors
Misusing/stealing organizational assets and supplies
Intentionally violating safety/health regulations
Staffing and Equal
Employment
Favoritism in hiring and promotion
Sexual harassment
Sex, race, and age discrimination in hiring, discipline, and
termination
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HR Management as a Career Field
HR Generalist HR Specialist
A person who has responsibility
for performing a variety of HR
activities.
A person who has in-depth
knowledge and expertise in
a limited area of HR.
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FIGURE 1-9 HR Certification
Details on these certifications are available from the Human Resources Certification Institute, www.hrci.org.
The Human Resource Certification Institute offers three
types of professional certifications for HR generalists.