Human Resource Management

Charles C. Sharkey, M.S., MBA, R.PhPharmacy Site Manager

February 14, 2008

Human Resource Management (HRM)

• Process of coordinating on organizations human resources, or employees to meet organizational goals.

• Results through people

HRM is a Component of Total Management Process

• Management is a process of designing and maintaining an

environment in which People working together Efficiently accomplish goals

Functions of Management

• Plan• Organize• Staff• Lead• Control

HRM (Personnel) Functions

• 1900’s – Hiring and Firing• 1930’s – Interaction with Unions• 1960’s – Discrimination Legislation• 2004 – Planning and Change Paradigm shift from Agency Protector to

Strategic Asset Coordinator

HR Model Changes

• The center of gravity for employment has moved from manual workers to knowledge workers

• Knowledge workers must be managed differently

• The challenge is to foster intellectual and human capital. Ex: Pharmacy

Components of HRM

• Recruitment and Retention• Compensation• Training and Development • Planning• Performance Evaluation• Safety• Labor Relations

A. Recruitment and Retention

• Ratio Analysis• Trend Analysis• Qualified Workforce• Job Satisfaction• Interview Process• Attracting new candidates

Recruitment and Retention (Interview)

• Best Investment of time by a manager• Avoid costly mistakes• Be active listener• Open ended questions• Avoid pitfalls of bias, snap judgments

pressures to hire, and influence of non-verbal behavior

B. Compensation

• Monetary Package• Benefits Package

B. Compensation – Legal Aspects

• Fair Labor Standards Act 1938• Equal Pay Act 1963• Civil Rights Act 1964• Family Medical Leave Act

B. Compensation Policies

• Salary Survey's• Wage Schedules or Curves• Merit Pay• Awards Package

B. Compensation Benefits

• Sick Leave, Annual Leave• Health Insurance• Pension• Workmen's Compensation

C. Training and Development

• Skills to Perform a Job• Needs Analysis• On the Job Training• Distance Learning• Computer Based Training

Why Do We Train?

• Diverse Workforce• The World has “Shrunk’• Worker Autonomy Encouraged• New Technologies• Investment in Future NOT an Expense• Competitive edge• Strategic Advantage

Reasons Most Managers Do Not Train Employees

• No time to Train• Do Not Know how to do it• Do Not Have the Resources• No Value in It• Do Not Know How to Apply New Skills• Not Looking to the Horizon

SAM WALTON

                                         

Wal-Mart Business Model:

•Staff are known as Associates

•Empowerment

•Technological Edge

JACK WELCHJACK WELCH

G.E. Business Model

General Electric (GE) Corporation

• Best Managed Company in America• GE Leadership Development Center

• Four E’s *Energy*Energize*Edge*Execution

JACK WELCH

On Training and Education “ The reality is we simply

cannot afford to field anything but teams of “A”

players”.

D. Forecasting/Planning

• Trend Analysis• Ratio Analysis• Succession Planning• Organizational Change• HRM is Considered from the Start

BILL GATESBILL GATES

Microsoft Business Model

E.Performance Evaluation

• Position Descriptions• Professional Competencies• Position Standards• Evaluations require clear assessment based

on objectivity• Avoid bias, unclear standards, halo effect or

central tendency

F. Protecting Safety and Health

• Maintain Productivity• Avoid Employee and Legal Cost• Public Relations• Employee Assistance Programs• Workplace Violence Prevention• OSHA Standards• Accident Prevention

G. Labor Relations - Unions

• Work in Partnership• AFGE representation• Collective Bargaining

G. Labor Relations - EEO

• U.S. Constitution 5th Amendment - “No person shall be deprived of life, liberty, or property without due process of law”

• 1776 – 1960 There was virtually NO movement in the areas of EEO

• 1960 To the present marked great Strides in Promoting EEO concepts

G. Alternate Dispute Resolution

• Resolve Conflict• Introduction of Third Party, who is Neutral• Timely, Cost Effective, Efficient way to

resolve disputes

G. Alternate Dispute Resolution

• Conflict Management• Focus on Disputant Interest not Positions• You Retain Legal Rights in the Process• Arbitration• Mediation

G. Labor Relations - EEO

• Title VII of the 1964 Civil Rights Act• Employer can not discriminate on basis of

race, color, religion, sex, or national origin.

G. Labor Relations - EEO

• Age discrimination in Employment Act 1967

• Vocational Rehab Act 1973• Vietnam Era Vets Readjustment Act 1974• Pregnancy Discrimination Act 1978

G. Consequences of Poor Labor Relations

• Legal Costs• Organizational Costs• Decreased Productivity• Poor Morale• No Trust in Leadership

Theories of Management

A .Scientific Management Theory (1890-1940)

• Standard Tasks• Measure all work• Punish and Reward

Theories of Management

B. Bureaucratic Management Theory (1930-1950)

• Hierarchies of Authority• Standard Operating Procedures

Theories of Management

C. Human Relations Management (1930-2004)

• Focus of Individuals• Alignment of Needs• Theories X,Y, Z

Modern Theories of Management

• Contingency Theory – Depends on the Situation

• Systems Theory - Input and Outputs as a whole

• CHAOS Theory

MARTHA STEWART

K-MART Business Model

GENERAL NORMAN

SCHWARZKOPF

Autocratic or Democratic Manager?

Commons Skills of All Managers Related to HRM

• Analytical and Problem Solving• Interpersonal Skills• Integrity and Honesty• Performance Record

Consequences of Failing in HRM

• Hiring Wrong People• High Turnover – Low Productivity• Legal Issues• Public Relations• Increased Organizational Expoense

Future Challenges in HRM Pharmacy Specific

• Diversity in Workforce• Flex Scheduling• Handling Change• Technology• Increased prescription workload• New roles for Pharmacist

QUESTIONS AND

ANSWERS