Human

Resource
Managemen
t
What is human resource management?

• The effective use of people to achieve both

organizational and individual goals

• The effective recruitment, selection,

development, compensation, and
utilization of human resources by
organizations
Why care about HRM?

• Impact on you as employees

• Impact on you as managers

• Potential future roles as HR professionals

• Impact of HRM on organizations

HRM has increased in importance since
the 1980s. Why?
• Globalization

• Government regulation

• Stronger knowledge/research base

• Changing role for labor unions

• Challenge of matching worker expectations with competitive

demands
What motivates employees?

• Feeling “in” on things

• Good wages
• Good working conditions
• Job security
• Full appreciation of work that is done
• Tactful disciplining
• Employer loyalty to employees
• Interesting work
• Promotion and growth in the organization
What motivates employees?

Rank
• Feeling “in” on things 8
• Good wages 1
• Good working conditions 4
• Job security 2
• Full appreciation of work that is done 5
• Tactful disciplining 9
• Employer loyalty to employees 7
• Interesting work 3
• Promotion and growth in the organization 6
(Karl and Sutton)
A new model of HRM is needed

• More strategic (not strictly focused on day-

to-day operational needs)
• More proactive (less reactive)
• More of a consultant to line management
(less of a bureaucratic specialist)
• More of an “employee champion” (less of
an organizational “cop”)
Competencies needed for HRM

• Personal credibility

• Business mastery

• HR mastery

• Change mastery
(Broadbank and Ulrich)
Professional organizations in HR:

• Society for Human Resource Management

• Human Resource Certification Institute

• American Society for Training & Development

• American Compensation Association

SCOPE OF HRM
 Role of HR manager
• The Conscience role.
• The Counsellor.
• The Mediator.
• The Spokesman.
• The Problem-solver/fire fighter role.
• The Change Agent.
• The Personnel role.
• The Welfare role.
• The clerical role.
 HRM strategies for modern
corporations
• Employ people with the most appropriate human resources.
• Create a corporate culture for individual excellence.
• Reward the people for meeting goals.
• Manage organisational exit for those whose resources are
obsolete.
• Facilitate management initiatives.
• Ensure that the mindset of people is receptive to change.
• Manage cultural transitions like mergers & alliances.
• Replace top down interventions with company-wide
participation.
Final thought:

Non Schola
Sed Vita Discimus

(We don’t learn for school,

but for life)

Peter Drucker, “The New Realities”