Human Resources Management

Human resources management is not only a science but also a practical activity. This practice applies to what is happening in the labor market and in organizations nowadays. What is happening today in the labor market-the background for what needs to deal human resource management today. Many companies are looking for a recipe for success in all possible places, but not in the most obvious-own staff Jeffrey Pfeffer

Jagoda Mrzygocka-Chojnacka Chojnacka PhD

Sources of business success

What is really the source of lasting business success? company size - the larger the company the more certain success the ability to sell in global markets, not just in local markets to have technological advantage over its competitors the ability to reduce costs by reducing employment to business activity in a profitable sector to have excellent strategy yes and no the most important factor is different - people

Jagoda Mrzygocka-Chojnacka Chojnacka PhD

What is Human Resources Management

Human resources management (HRM) is a strategic, integrated and coherent approach to the employment, development and well-being of people working in organizations. The overall purpose of human resource management is to ensure that the organization is able to achieve success through people. HRM aims to increase organizational effectiveness and capability of an organization to achieve its goals by making the best use of the resources available to it.
Jagoda Mrzygocka-Chojnacka Chojnacka PhD

What is Human Resources Management

HMR refers to

strategic management, human capital management, corporate social responsibility, knowledge management, organization development, human resource planning, recruitment and selection, talent management,

performance management, organizational learning and development, reward management, employee relations, employee wellbeing and health and safety the provisioning of employee services.

Jagoda Mrzygocka-Chojnacka Chojnacka PhD

World's Most Attractive Employers Index :

Jagoda Mrzygocka-Chojnacka Chojnacka PhD

1. 2. 3. 4. 5. 6. 7.

Google IBM Microsoft BMW Intel General Electric Simens

8. Apple 9. Sony

10. 11. 12. 13. 14.

Procter&Gamble Shell Volkswagen Johnson&Johnson The Coca-Cola Company

What is Human Resources Management

Organizations should understand that strong employees become a source of competitive advantage in a global and rapidly changing environment. HRM must be prepared to deal with the effects of different changes: globalization, technology changes, workforce diversity, labor shortages, changing skill requirements, continuous improvement initiatives, decentralized work sites, company mergers and employee involvement.
Jagoda Mrzygocka-Chojnacka Chojnacka PhD

The Dynamic Environment of HRM

The most important factors affecting the complexity of the human resource management are: diverse cultural environment development of technology workforce diversity
Jagoda Mrzygocka-Chojnacka Chojnacka PhD

Diverse cultural environment

Organizations are no longer constrained by national borders in producing goods and services. BMW- builds cars in South Carolina. McDonalds sells hamburgers in China tractors made in the USA are assembled with parts received from twelve countries and are shipped to over 110 countries. To be effective in this boundless world, organizational members and HRM professionals need to adapt to cultures, systems, and techniques different from their own. They must also ensure that employees with the appropriate mixture of knowledge, skills, and cultural adaptability are available and ready to handle global assignments. Therefore, they should understand the importance of work in a diverse cultural environment.
Jagoda Mrzygocka-Chojnacka Chojnacka PhD

How technology affects HRM practices

Technology changed internal operations in organizations, and work of HRM professionals. They have become the primary source of information Information can quickly and easily be communicated via Web sites and intranets, e-mail, and messaging. Human Resource Information Systems (HRIS) allow HRM professionals to better facilitate human resource plans, make decisions faster, clearly define jobs, evaluate performance, and provide cost effective benefits that employees want. How? for example by Recruiting by job postings on the Internet. Training and development employees via classes online and teleconferences New ways of communication and virtual meetings which allow people in geographically dispersed locations to meet regularly. The ability to work remotely, outside the traditional workplace

Jagoda Mrzygocka-Chojnacka Chojnacka PhD

Workforce diversity
Organizations become more diverse, that is why HRM should adapt to those changes. Many organizations today have workforce diversity programs, for example diversity management, age management, disability management. Workforce diversity requires that employers should be more sensitive to the differences of each group, how? For example by: shift ing philosophy from treating everyone alike to recognizing individual differences and responding to those differences recognizing and dealing with the different values, needs, interests, and expectations of employees. They must avoid any practice or action that can be interpreted as being sexist, racist, or offensive to any particular group and, of course, must not illegally discriminate any employee.
Jagoda Mrzygocka-Chojnacka Chojnacka PhD

Workforce diversity
Recruiting and hiring the best employees is a priority for all organizations, but its only half of the success for keeping fully staffed Employers must retain employees who increasingly demand flexibility. Research shows that more and more young qualified workers would prefer to work in flexible hours or flexible way. It applies particularly to: young parents, people from Generation X (born 19651980) people from Generation Y (born 1982early 2000). It becomes a difficult balance for employers to maintain as the lines between employees work and personal lives are hard to notice. In Poland it is a new phenomenon, but it is already well known in Western countries (the European Union and the United States).
Jagoda Mrzygocka-Chojnacka Chojnacka PhD

Workforce diversity
What does it mean? 1. the creation of global organizations means their world never sleeps. It causes for example the need to consult and cooperate with people (co-workers or customers) who live in different time zones. So, many employees of global firms are on-call twentyfour hours a day. communication technology allows employees to work outside their traditional work places, for example at home. So, many people in technical and professional jobs can work any time and from any place. Organizations ask employees to put in longer hours. Its not unusual for employees to work more than forty-five hours a week.

2.

3.

Jagoda Mrzygocka-Chojnacka Chojnacka PhD

The labor supply

Do we have enough of skilled labor? Unemployment is increasing but there is lack of highly skilled professionals. In the past decade, most of the largest companies have made significant cuts in their overall staff. We call this phenomenon downsizing. Why is there the trend of downsizing? Organizations are trying to increase their flexibility in order to respond to changes better . Quality-emphasis programs are creating flatter structures and redesigning work to increase efficiency. The result is a need for fewer employees. It does not mean that big companies are disappearing, but they are changing the way they operate. Big isnt necessarily inefficient. A lot of big companies manage to blend large size with efficency by dividing their organization into smaller, more flexible units.

Jagoda Mrzygocka-Chojnacka Chojnacka PhD

The labor supply

Downsizing as a strategy is here to stay. It is part of a larger goal of balancing staff to meet changing needs. When organizations become overstaffed, they will likely cut jobs. At the same time, they are likely to increase staff if doing so adds value to the organization. A better term for this organizational action, then, might be rightsizing. Rightsizing involves linking staffing levels to organizational goals.

Rightsizing promotes greater use of outside firms for providing necessary products and servicescalled outsourcing in an effort to remain flexible and responsive to the ever-changing work environment.

Jagoda Mrzygocka-Chojnacka Chojnacka PhD

Remember
Downsizing- an activity in an organization aimed at creating greater efficiency by eliminating certain jobs Rightsizing- linking employees needs to organizational strategy. Outsourcing- sending work outside the organization to be done by individuals not employed full time in the organization.
Jagoda Mrzygocka-Chojnacka Chojnacka PhD

The labor supply

How Do Organizations Balance Labor Supply? Thousands of organizations have decided they can save money and increase their flexibility by converting many jobs into temporary or part-time positions, giving rise to what is commonly referred to as the contingent workforce. Today temporary workers can be found everywhere: in the services in the building sector, in IT sector, in secretarial, among engineers, in marketing, in education and even in senior management positions.

Jagoda Mrzygocka-Chojnacka Chojnacka PhD

The labor supply

Why the organizational emphasis on contingent employees? Organizations facing a rapidly changing environment must be ready to quickly adjust their workforce. Having too many permanent, fulltime employees limits managements ability to react. For example, an organization that faces significantly decreased revenues during an economic downturn may have to cut staff. Deciding whom to lay off and how layoffs will effect productivity is extremely complex in organizations with a large permanent workforce. On the other hand, organizations that rely heavily on contingent workers have greater flexibility because workers can be easily added or taken off projects as needed.

Jagoda Mrzygocka-Chojnacka Chojnacka PhD

Contingent workforce
Definition: the part-time, temporary, and contract workers used by organizations to fill peak staffing needs or perform work not done by core employees.
Contingent workers have become an important resource as HR struggles to balance the supply of workers available, yet maintain cost control. Part-time, temporary, and contract workers are valuable to many organizations. We can distinguish three types of contingent workers: Part-Time Employees Temporary Employees Contract Workers
Jagoda Mrzygocka-Chojnacka Chojnacka PhD

Contingent workforce
Part-Time Employees are those who work fewer than 40 hours a week. Generally, parttimers are afforded few, if any, employee benefits. Part-time employees are generally a good source of workers for organizations to supplement their staff during peak hours. Part-time employees may also be a function of job sharing, where two employees split one fulltime job. Temporary Employees such as part-timers, are generally employed during peak production periods. Temporary workers also act as fill-ins when some employees are off work for an extended time. Temporary workers create a fixed cost to an employer for labor used during a specified period. .

Jagoda Mrzygocka-Chojnacka Chojnacka PhD

Contingent workforce
Contract workers, subcontractors, and consultants (who may be referred to as freelancers) are contracted by organizations to work on specific projects. These workers, typically highly skilled, perform certain duties. Often their fee is set in the contract and paid when the organization receives particular results. Contract workers are used because their labor cost is fixed and they incur none of the costs associated with a full-time employee population. Additionally, some contract arrangements may exist because the contractor can provide virtually the same good or service in a more efficient manner.

Jagoda Mrzygocka-Chojnacka Chojnacka PhD

Summary: contingent workforce

For employers and human resource management it is an important difference whether the worker is employed full-time or temporarily. This distinction is important because it has consequences for income, social security and health insurances of the organization and employee. In addition, for the human resource management contingents workers are challenging, especially in: time management of their work motivating them building good / correct relationship between full-time and temporary workers employed in one place of work.
Jagoda Mrzygocka-Chojnacka Chojnacka PhD