Human Resource Management (HRM) Activities:

Job analysis
Human resource planning
Employee recruitment, selection, motivation, and orientation
Performance evaluation and compensation
Training and development
Labor relations
Safety, health, and wellness
Four descriptions of the HRM function:
1. It is action-oriented
1 E!ective H"# focuses on action rather than on record
$eeping, written procedure, or rules
% &t stresses on action
' &t emphasi(es the solution of employment problems to help
achieve organi(ational ob)ectives and facilitate employees*
development and satisfaction
2. It is people-oriented
1. Whenever possible, HRM treats each employee as an
individual and ofers services and programs to meet the
individuals needs.
3. It is globally-oriented
1 &t is a globally oriented function or activity
% &t is being practiced e+ciently and continuously in #e,ico,
Poland, and Hong -ong
' .merican practitioners review best/in/class H"# practices
in 0ra(il to determine if some principles can be applied or
modi1ed to wor$ in the 2nited States
. It is future-oriented
1. Efective HRM is concerned with helping an organiation
achieve its ob!ectives in the "uture by providing "or
competent, well#motivated employees.
$. %hus, human resources need to be incorporated into an
organiations long#term strategic plans.
!trategic Importance of HRM
The H"# function today is much more integrated and
strategically involved in every unit and functional area of an
institution
The actions, language, and performance of the H"# function
must be3
#easured
Precisely communicated
Evaluated
"e# !trategic HRM $oncepts %hat Must &e App'ied:
.naly(ing and solving problems from a pro1t/oriented, not )ust a
service oriented, point of view
.ssessing and interpreting costs or bene1ts of H"# issues as
productivity, salaries and bene1ts, recruitment, training,
absenteeism, meetings, and attitude surveys
2sing planning models that include realistic, challenging,
speci1c, and meaningful goals
Preparing reports on H"# solutions to problems encountered by
the 1rm
Training the human resources sta!
Emphasi(ing the strategic importance of H"#
Emphasi(ing the importance of contributing to the 1rm*s
pro1ts
HRM and (rgani)ationa' *+ectiveness
H"# activities play a ma)or role in ensuring that an organi(ation
will survive and prosper
4rgani(ational e!ectiveness or ine!ectiveness is described in
terms of3
Performance
Employee satisfaction
.bsenteeism and turnover
Training e!ectiveness and its return on investment
.ccident rates
(,-ectives of the HRM Function
Helping the organi(ation reach its goals
Employing the s$ills and abilities of the wor$force e+ciently
Providing the organi(ation with well/trained and well/motivated
employees
&ncreasing to the fullest the employee*s )ob satisfaction and self/
actuali(ation
5eveloping and maintaining a 6uality of wor$ life that ma$es
employment in the organi(ation desirable
7ommunicating H"# policies to all employees
Helping to maintain ethical policies and socially responsible
behavior
$ompetencies .eeded ,# HR /rofessiona's:
7ommunication s$ills
Problem solving
Leadership
"ecruiting8sta+ng
Employment law
Training and development
Technology
9orecasting
7ompensation design
0ene1ts design and administration
.ccounting and 1nance
"ecord $eeping
HRM0s /'ace in Management
H"# must3
.scertain speci1c organi(ational needs for the use of its
competence
Evaluate the use and satisfaction among other
departments
Educate management and employees about the
availability and use of hrm services
*1terna' *nvironmenta' In2uences
:overnment
laws
regulations
The 2nion
Economic 7onditions
domestic
&nternational
7ompetitiveness
7ompetitive advantage
;or$ Sector of the 4rgani(ation
private sector
public sector
7omposition and 5iversity of the Labor 9orce
:eographic Location of the 4rgani(ation
Interna' *nvironmenta' In2uences
Strategy
:oals
4rgani(ation culture
<ature of the tas$ =)ob>
;or$ group
Leader*s style and e,perience
HRM Activities %hat $an *nhance and !ustain $ompetitive
Advantage
1> Employment security
%> Selectivity in recruiting
'> High wages
?> &ncentive pay
@> &nformation sharing
A> Participation and empowerment
B> Teams and )ob redesign
C> Training as s$ill development
D> 7ross/utili(ation and cross training
1E> Promotion from within
11> #easurement of practices
"e# Factors in the .ature of the %as3 (4o,):
5egree of $nowledge and ability to use information technology
5egree of empowerment
5egree of physical e,ertion re6uired
5egree of environmental unpleasantness
Physical location of wor$
Time dimension of wor$
Human interaction on the )ob
5egree of variety in the tas$
Tas$ identity
Tas$ di!erences and )ob design
Ma-or HRM /ro,'ems for the Internationa' $orporation
1> Selecting and training local managers
%> 7ompanywide loyalty and motivation
'> Spea$ing local language and understanding local culture
?> .ppraising managers* overseas performance
@> Planning systematic management succession
A> Hiring local sales personnel
B> 7ompensating local foreign managers
C> Hiring and training foreign technical employees
D> Selecting and training international managers for overseas
1E> 5ealing with foreign unions and labor laws
11> Promoting or transferring foreign managers
1%> 7ompensating international managers for an overseas
assignment