What is Human Resource Management? Organization-people with formally assigned roles who work together to achieve the organization’s goals Manager-the person responsible for accomplishing the organization’s goals and who does so by managing (planning, organizing, staffing, leading and controlling) the efforts of the organization’s people Management Process: 1. Planning-establishing goals and standards, developing rules and procedures, developing plans and forecasting 2. Organizing-giving each subordinate a specific task, establishing departments, delegating authority to subordinates, establishing channels of authority and communication, coordinating subordinate’s work 3. Staffing-determining what type of people you should hire, recruiting prospective employees, selecting employees, training and developing employees, setting performance standards, evaluating performance, counselling employees, compensating employees 4. Leading-getting others to get the job done, ,maintaining morale, motivating subordinates 5. Controlling-setting standards such as sales quotas, quality standards, production levels checking to see how actual performance compares with these standards, taking corrective action as needed Why is Human Resource Management Important to All Managers? 1. Avoid Personnel Mistakes *Hire the wrong person for the job * Experience high turnover * Have your people not doing their best * Waste time with useless interviews * Have your company taken to court because of your discriminatory actions * Have your company cited under federal occupational safety laws for unsafe practices * Have some employees think their salaries are unfair relative to others in the organization * Allow a lack of training to undermine your department s effectiveness * Commit any unfair labor practices 2. Improve Profits and Performance 3. You Too May Spend Some Time As An HR Manager 4. HR For Entrepreneurs Human Resource Management-the process of acquiring, training, appraising and compensating employees and of attending to their labor relations, health and safety and fairness concerns Line and Staff Aspects of Human Resource Management Authority-the right to make decisions, direct others’ work and give orders Line authority-The authority exerted by an HR manager by directing the activities of the people in his or her own department and in service areas (like the plant cafeteria) -traditionally gives managers the right to issue others to other managers or employees -creates a superior (order giver)-subordinate (order receiver) relationship Staff authority-Staff authority gives the manager the right (authority) to advise other managers or employees -creates advisory relationship Line Manager-A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organization s tasks Staff Manager-A manager who assists and advises line managers *Human resource managers are usually staff managers Line Managers’ Human Resource Duties 1. Placing the right person on the right job 2. Starting new employees in the organization (orientation) 3. Training employees for jobs that are new to them 4. Improving the job performance of each person 5. Gaining cooperation and developing smooth working relationships 6. Interpreting the company’s policies and procedures 7. Controlling labor costs 8. Developing the abilities of each person 9. Creating and maintaining department morale 10. Protecting employees’ health and physical condition Human Resource Manager’s Duties 1. Line Function 2. Coordinative Function/Functional Control/ Functional Authority - The authority exerted by an HR manager as coordinator of personnel activities 3. Staff (assist and advise) Function -advises, innovator, employee advocacy, implied authority Examples of Human Resource Management Specialties: 1. Recruiters-Search for qualified job applicants. 2. Equal employment opportunity (EEO) coordinators- Investigate and resolve EEO grievances; examine organizational practices for potential violations; and compile and submit EEO reports. 3. Job analysts-Collect and examine information about jobs to prepare job descriptions. 4. Compensation managers- Develop compensation plans and handle the employee benefits program. 5. Training specialists- Plan, organize, and direct training activities. 6. Labor relations specialists- Advise management on all aspects of union management relations. New Approaches to Organizing HR 1. The transactional HR group uses centralized call centers and outsourcing arrangements (such as with benefits advisors) to provide support for day-to-day transactional activities (such as changing benefits plans and employee assistance and counseling). In one survey, about 75% of respondents said their firms were providing transactional, administrative human resource services through such arrangements.10 2. The corporate HR group focuses on assisting top management in top level big picture issues such as developing and explaining the personnel aspects of the company s long- term strategic plan. 3. The embedded HR unit assigns HR generalists (also known as relationship managers or HR business partners) directly to departments like sales and production. They provide the localized human resource management assistance the departments need. 4. The centers of expertise are like specialized HR consulting firms within the company for instance, they provide specialized assistance in areas such as organizational change. *getting results through people The Trends Shaping Human Resource Management 1. Globalization and Competition Trends Globalization-The tendency of firms to extend their sales, ownership, and/or manufacturing to new markets abroad Reasons for globalization 1. sales expansion 2. new foreign products 3. cut labor costs 4. forming partnerships 5. job offshoring 2. Indebtedness (“Leverage”) and Deregulation 3. Technological trends 4. Trends in the Nature of Work 1. High-Tech Jobs 2. Service Jobs 3. Knowledge Work and Human Capital *the best jobs that remain require more education and more skills -just in time manufacturing, automation human capital-The knowledge, education, training, skills, and expertise of a firms workers. 5. Workforce and Demographic Trends 1. Demographic Trends (e.g. non-Hispanic) 2. Generation Y/Millenials - been pampered, nurtured, and programmed with a slew of activities since they were toddlers, meaning they are both high-performance and high-maintenance. Work-centric Dual-centric/family centric 1. They want fair and direct supervisors who are highly engaged in their professional development. 2. They seek out creative challenges and view colleagues as vast resources from whom to gain knowledge. 3. They want to make an important impact on Day 1. 4. They want small goals with tight deadlines so they can build up ownership of tasks. 5. They aim to work faster and better than other workers 3. Retirees-“the aging workforce” *there aren’t enough younger workers to replace the projected number of baby boom era older-worker retirees 4. Nontraditional Workers -who hold multiple jobs, contingent, part-time workers, working in alternative work arrangements 5. Workers from abroad
6. Economic Challenges and Trends
Important Trends in Human Resource Management
1. The New Human Resource Managers a. They Focus More on Big Picture Issues -internal consultants, strategies *HR managers are shifting their focus from providing transactional services to providing top management with decisions that “inform and support b. They Find New Ways to Provide Transactional Services -outsource, technology, centralized call centers c. They Have New Proficiencies -business knowledge and proficiencies, needs to be familiar with strategic planning, marketing, production and finance d. They Take an Integrated, “Talent Management” Approach to Managing Human Resources Talent Management- the goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees. - It involves instituting a coordinated process for identifying, recruiting, hiring, and developing high-potential employees. e. They Manage Employee Engagement f. They Manage Ethics g. They Measure HR Performance and Results h. They Add Value -Adding value means helping the firm and its employees gain in a measurable way from the human resource manager s actions. (ex. high performance work system) i. They Have New Competencies · Talent Managers/Organization Designers, with a mastery of traditional human resource management tasks such as acquiring, training, and compensating employees. · Culture and Change Stewards, able to create human resource practices that support the firms cultural values. · Strategy Architects, with the skills to help establish the company s overall strategic plan, and to put in place the human resource practices required to support accomplishing that plan. · Operational Executors, able to anticipate, draft, and implement the human resource practices (for instance in testing and appraising) the company needs to implement its strategy. · Business Allies, competent to apply business knowledge (for instance in finance, sales, and production) that enable them to help functional and general managers to achieve their departmental goals. · Credible Activists, with the leadership and other competencies that make them both credible (respected, admired, listened to) and active (offers a point of view,takes a position, challenges assumptions.) 2. Strategic Human Resource Management Strategic Human Resource Management-formulating and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims 3. High-Performance Work Systems -a set of HRM policies and practices that together produce superior employer performance -productivity and performance improvement
4. Evidence-Based Human Resource Management
-the use of data, facts, analytics, scientific rigor, critical evaluation and critically evaluated research/case studies to support human resource management proposals, decisions, practices and conclusions -the deliberate use of the best-available evidence in making decisions about the human resource management practices you are focusing on -actual measurements, existing data, research studiess 5. Managing Ethics Ethics-the standards someone uses to decide what his or her conduct should be 6. HR Certification *Human Resource management is the responsibility of every manager
G.R. No. 198066, June 07, 2017 Yolando T. Bravo, Petitioner, V. Urios College (Now Father Saturnino Urios University) And/Or Fr. John Christian U. Young, Respondents. Facts