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Introduction to HumanIntroduction to HumanResource ManagementResource Management
M.M. KhasroKhasro MIAH Ph.D.MIAH Ph.D.
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Historical Background of HRMHistorical Background of HRM
Human resource management has changed inHuman resource management has changed in
name various times throughout history.name various times throughout history.
The name change was mainly due to the changeThe name change was mainly due to the changein social and economic activities throughoutin social and economic activities throughouthistory.history.
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Industrial WelfareIndustrial Welfare
Industrial welfare was the first form of humanIndustrial welfare was the first form of human
resource management (HRM).resource management (HRM).
In 1833 the factories act stated that there shouldIn 1833 the factories act stated that there shouldbe male factory inspectors.be male factory inspectors.
In 1878 legislation was passed to regulate theIn 1878 legislation was passed to regulate the
hours of work for children and women byhours of work for children and women byhaving a 60 hour week.having a 60 hour week.
trade unions started to be formed.trade unions started to be formed.
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The welfare workers association was formedThe welfare workers association was formed
later changed to Chartered Institute oflater changed to Chartered Institute of
Personnel and Development.Personnel and Development. Recruitment and Selection started whenRecruitment and Selection started when MaryMary
Wood was asked to start engaging girls duringWood was asked to start engaging girls during
thethe 11st world war.st world war.
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In theIn the 11st world war personnel developmentst world war personnel development
increased due to government initiatives toincreased due to government initiatives to
encourage the best use of people.encourage the best use of people. InIn 19161916 it became compulsory to have a welfareit became compulsory to have a welfare
worker in explosive factories and wasworker in explosive factories and was
encouraged in weapons factories.encouraged in weapons factories.
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A lot of work was done in this field by the armyA lot of work was done in this field by the army
forces.forces.
The armed forces focused on how to testThe armed forces focused on how to testabilities and IQ along with other research inabilities and IQ along with other research inhuman factors at work.human factors at work.
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InIn 18681868 thethe 11st trade union conference was heldst trade union conference was held
started of collective bargaining.started of collective bargaining.
InIn 19131913 the number of industrial welfarethe number of industrial welfareworkers had grown so a conference organizedworkers had grown so a conference organizedbyby SeebohmSeebohm RowntreeRowntree was held.was held.
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Contemporary HRMContemporary HRM
Driven by environmental factorsDriven by environmental factors
Responses to environmental challengesResponses to environmental challenges
Strategic choice re: union avoidanceStrategic choice re: union avoidance
Direct, individualised employment relationshipDirect, individualised employment relationship
Foster mutuality and develop human assetsFoster mutuality and develop human assets
Examples of star firms and Japanese practicesExamples of star firms and Japanese practices
HRM becomes more integrated and proHRM becomes more integrated and pro--active and aactive and astrategic focus is developedstrategic focus is developed
Competitive advantage and positive bottomCompetitive advantage and positive bottom--linelineimpactimpact
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PersonnelPersonnel Management: TheManagement: The
Technical/Maintenance Side of HRMTechnical/Maintenance Side of HRM
Division of laborDivision of labor
Central hiring officesCentral hiring offices
Rules for disciplining and dismissing workersRules for disciplining and dismissing workers
More systematic approaches to trainingMore systematic approaches to training
Performance evaluationPerformance evaluation
Job analysis to aid in employee selection and rationalizeJob analysis to aid in employee selection and rationalize
wageswages
Employee representation plansEmployee representation plans
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FromFrom PersonnelPersonnel
Management to HRMManagement to HRM
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Key DevelopmentsKey Developments
New TechnologyNew Technology new technology allowednew technology allowedoutsourcing of many activities and handling manyoutsourcing of many activities and handling manyadministrative aspects of HR electronically; firms focusadministrative aspects of HR electronically; firms focus
more on core competenciesmore on core competencies OutsourcingOutsourcing of HRM responsibilities (e.g.,of HRM responsibilities (e.g.,
compensation, hiring, training)compensation, hiring, training)
GlobalizationGlobalization HR experts have to deal withHR experts have to deal with
expatriatesexpatriates preparing them for work abroad and forpreparing them for work abroad and forsuccessful return to their home countrysuccessful return to their home country
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Key DevelopmentsKey Developments Stiff competitionStiff competition longlong--term organizationterm organization--orientedoriented
HR decisions give way to shortHR decisions give way to short--term marketterm marketorientationorientation
Risk of low firm performance is transferred toRisk of low firm performance is transferred to
employees whose job and compensation stabilityemployees whose job and compensation stabilitygrows more and more fragilegrows more and more fragile
Strategic HRStrategic HR companies are more focused oncompanies are more focused ongenerating shareholder value, and they look to HRgenerating shareholder value, and they look to HR
experts to take more longexperts to take more long--term, profit orientedterm, profit orientedperspective; HR is a source ofperspective; HR is a source ofcompetitive advantagecompetitive advantageand value added (not only cost cutting) initiativesand value added (not only cost cutting) initiatives
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19701970ss 19801980s: Quality of Work Lifes: Quality of Work Life
Growing dissatisfaction among workers with unchallenging jobsGrowing dissatisfaction among workers with unchallenging jobsand heavyand heavy--handed management prompted managers to rethinkhanded management prompted managers to rethinkthe way work was organized and managedthe way work was organized and managed
Several recessions, oil crises, deregulation, and mounting foreignSeveral recessions, oil crises, deregulation, and mounting foreigncompetition brought considerable pressures to bear oncompetition brought considerable pressures to bear on
managers. Management learned thatmanagers. Management learned that quality,quality, not only cost, was anot only cost, was akey to market success.key to market success.
The value of people increased, (hence the shift from the termThe value of people increased, (hence the shift from the term
personnel management to HRM) and opened the door to apersonnel management to HRM) and opened the door to anew conceptualization of how work is organized and the role ofnew conceptualization of how work is organized and the role ofHR specialistsHR specialists
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QWL ExperimentsQWL Experiments
Reorganization of tasks and technologyReorganization of tasks and technology
SelfSelf--directed work teamsdirected work teams
Joint problemJoint problem--solving groupssolving groups
Improved communication between management andImproved communication between management andlaborlabor
Quality circlesQuality circles
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QWLQWL
-- Employee ParticipationEmployee Participation
-- Career DevelopmentCareer Development
-- CommunicationCommunication
-- WellnessWellness
-- Job Security,Job Security,
Safe EnvironmentSafe Environment
-- CompensationCompensation
-- PridePride
- Quality Improvement Team
- Training, Internal Promotion
- Free Flow, Open,
Group Medical, Recreation
- Counseling
- Full time, Retirement Safety,
Emergency
- Competitive wages / benefits
- Identity, Civic & Environmentalconcern
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19801980ss 19901990s: Quality Improvements: Quality Improvement
JuneJune 19801980 JapanJapan Can Why Cant We?Can Why Cant We?
Trying to stay competitive, many companies looked atTrying to stay competitive, many companies looked atJapan and took up TQM and reengineering.Japan and took up TQM and reengineering.
HR departments became more focused on servingHR departments became more focused on servinginternal customers, training workers in QI techniques,internal customers, training workers in QI techniques,and facilitating organizational change and organizationaland facilitating organizational change and organizationallearning initiativeslearning initiatives
Greater emphasis on union avoidance in the USGreater emphasis on union avoidance in the US((greenfieldgreenfield sites) called for more work reformsites) called for more work reform
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ANew Model of Work System:ANew Model of Work System:
Different NamesDifferent Names Similar MeaningSimilar Meaning
High InvolvementHigh Involvement
High CommitmentHigh Commitment
High PerformanceHigh Performance
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Two Work SystemsTwo Work Systems
In the past two decades, we have witnessedIn the past two decades, we have witnessedtwo work systems which exist side by sidetwo work systems which exist side by side
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Two Work SystemsTwo Work SystemsHRM Practices Command & Control High Performance
Internal career
opportunities
Hiring mainly from outside
the firm
Very little use of internal
career ladders
Hiring mainly from within
the firm
Extensive use of well defined
career ladders
Training No formal training provided Extensive formal trainingprovided
Result-oriented
appraisals
Performance measured by
quantifiable output
Performance measured by
behavior-oriented measures
Incentives Mainly extrinsic Extrinsic and intrinsic
Employmentsecurity
Little High
Benefits to downsized
employees
Formal dismissal policies
Participation in
decision making
Little High
Job descriptions Jobs are clearly/tightly
defined
Jobs are broadly defined
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After studying this chapter, you should be able to:After studying this chapter, you should be able to:After studying this chapter, you should be able to:After studying this chapter, you should be able to:
1.1. Explain what human resource management isExplain what human resource management isand how it relates to the management process.and how it relates to the management process.
2.2. Give at least eight examples of how allGive at least eight examples of how all
managers can use human resourcemanagers can use human resourcemanagement concepts and techniques.management concepts and techniques.
3.3. Illustrate the human resources responsibilitiesIllustrate the human resources responsibilities
of line and staff (HR) managers.of line and staff (HR) managers.
4.4. Provide a good example that illustrates HRsProvide a good example that illustrates HRsrole in formulating and executing companyrole in formulating and executing company
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Human Resource Management atHuman Resource Management at
WorkWork
Human Resource Management is theHuman Resource Management is the
organizational function that deals with issuesorganizational function that deals with issuesrelated to people such as hiring, training,related to people such as hiring, training,
promotion, performance management,promotion, performance management,compensation, organization development,compensation, organization development,
safety, wellness, benefits, employee motivation,safety, wellness, benefits, employee motivation,
communication, administration.communication, administration.
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Therefore,Therefore, human resource management can be defined ashuman resource management can be defined asa specific combination of HR practices, work structures,a specific combination of HR practices, work structures,and processes that maximizes employee knowledge, skill,and processes that maximizes employee knowledge, skill,commitment, and flexibility.commitment, and flexibility.
It composed of many interrelated parts that complementIt composed of many interrelated parts that complementone another to reach the goals of an organization, large orone another to reach the goals of an organization, large orsmall.small.
Set of activities directed at attracting, developing, andSet of activities directed at attracting, developing, and
maintaining an effective workforce capable of achievingmaintaining an effective workforce capable of achievingthe firms objective.the firms objective.
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Beyond this approach,Beyond this approach, HRM has been described in two oppositeHRM has been described in two oppositedimensions: Hard and Soft dimensionsdimensions: Hard and Soft dimensions
TheThe HardHardaspects related to the businessaspects related to the business--focused and calculativefocused and calculativeaspects of managing aspects of managing headcountsheadcounts as a rational way like any otheras a rational way like any otherfactor of production. The hard dimension finds its impetus andfactor of production. The hard dimension finds its impetus andlegitimating in a marketlegitimating in a market--responsive mode of action. It also reflects theresponsive mode of action. It also reflects thebusiness strategy focus often found in HRM accounts.business strategy focus often found in HRM accounts.
TheThe SoftSoft face of HRM traces its roots to the humanface of HRM traces its roots to the human--relations schoolrelations schooland emphasizes communication, training and development,and emphasizes communication, training and development,motivation, culture, value, and involvement. It presages and echoesmotivation, culture, value, and involvement. It presages and echoesthethe resourceresource--based model of the firm and suggest that competitivebased model of the firm and suggest that competitive
advantage can be gained by avoiding shortadvantage can be gained by avoiding short--term costterm cost--cutting in favorcutting in favorof longof long--term flow of building and sustaining capability andterm flow of building and sustaining capability andcommitment.commitment.
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Human Resource Management atHuman Resource Management at
WorkWork
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Acquisition
Training
Appraisal
CompensatingLabor Relations
Health and
Safety
Fairness
Human
Resource
Management
(HRM)
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Personnel Aspects of a ManagersPersonnel Aspects of a Managers
JobJobyy Conducting job analysesConducting job analyses
yy Planning labor needs and recruiting job candidatesPlanning labor needs and recruiting job candidates
yy Selecting job candidatesSelecting job candidates
yy Orienting and training new employeesOrienting and training new employees
yy Managing wages and salariesManaging wages and salaries
yy Providing incentives and benefitsProviding incentives and benefits
yy Appraising performanceAppraising performance
yy CommunicatingCommunicating
yy Training and developing managersTraining and developing managers
yy Building employee commitmentBuilding employee commitment
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DIFFERENCES BETWEEN TRADITIONAL AND NEWDIFFERENCES BETWEEN TRADITIONAL AND NEW
HRMHRM
FactorsFactors Traditional HRTraditional HR New HRM Concept
Responsibility of HRResponsibility of HR Staff specialistsStaff specialists Line managers
FocusFocus Employee relationsEmployee relations Partnership with internal and
external customers and
stakeholders
Role of HRRole of HR Transactional, change followerTransactional, change follower
and respondentsand respondents
Transformational, change
leader and initiator
InitiativesInitiatives Slow reactive, fragmentedSlow reactive, fragmented Fast, proactive, integrated
Time HorizonsTime Horizons Short termShort term Short, median and long as
necessary
ControlControl BureaucraticBureaucratic-- rules, policies,rules, policies,
proceduresprocedures
Organic- flexible, whatever is
needed to succeed
Job DesignJob Design Tight division of labor,Tight division of labor,
independence, specializationindependence, specialization
Broad, flexible, cross-training
Key InvestmentKey Investment Capital, ProductsCapital, Products People, knowledge
AccountabilityAccountability Cost centreCost centre Investment centre
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Personnel MistakesPersonnel Mistakes
yy Hire the wrong person for the jobHire the wrong person for the job
yy Experience high turnoverExperience high turnover
yy Have your people not doing their bestHave your people not doing their best
yy Waste time with useless interviewsWaste time with useless interviews
yy Have your company in court because of discriminatory actionsHave your company in court because of discriminatory actions
yy Have some employees think their salaries are unfair andHave some employees think their salaries are unfair andinequitable relative to others in the organizationinequitable relative to others in the organization
yy Allow a lack of training to undermine your departmentsAllow a lack of training to undermine your departmentseffectivenesseffectiveness
yy Commit any unfair labor practicesCommit any unfair labor practices
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Basic HRConceptsBasic HRConcepts
The bottom line of managing:The bottom line of managing:Getting resultsGetting results
HR creates value by engaging inHR creates value by engaging in
activities that produce theactivities that produce theemployee behaviors that theemployee behaviors that the
company needs to achieve itscompany needs to achieve itsstrategic goals.strategic goals.
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LivingLiving
OrganizationOrganization
HR ConceptHR Concept
(Dynamic)(Dynamic)
AdaptabilityAdaptability
& Flexibility& Flexibility
ProductivityProductivity
PerformanceManagementCompetency
- Quality of work-life- Work-life Balance- Healthy Organization
Development(TD/CD/OD)
(SHRM)(SHRM)
(HRD)(HRD)
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Line and StaffAspects of HRMLine and StaffAspects of HRM
Line managerLine manager
A manager who is authorized to direct the work ofA manager who is authorized to direct the work ofsubordinates and is responsible for accomplishingsubordinates and is responsible for accomplishingthe organizations tasks.the organizations tasks.
Staff managerStaff manager
A manager who assists and advises line managers.A manager who assists and advises line managers.
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Line Managers HRM ResponsibilitiesLine Managers HRM Responsibilities
1.1. Placing the right person on the right jobPlacing the right person on the right job
2.2. Starting new employees in the organization (orientation)Starting new employees in the organization (orientation)
3.3. Training employees for jobs that are new to themTraining employees for jobs that are new to them
4.4. Improving the job performance of each personImproving the job performance of each person
5.5. Gaining creative cooperation and developing smooth workingGaining creative cooperation and developing smooth workingrelationshipsrelationships
6.6. Interpreting the firms policies and proceduresInterpreting the firms policies and procedures
7.7. Controlling labor costsControlling labor costs
8.8. Developing the abilities of each personDeveloping the abilities of each person
9.9. Creating and maintaining department moraleCreating and maintaining department morale
10.10. Protecting employees health and physical conditionProtecting employees health and physical condition
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Human Resource Managers DutiesHuman Resource Managers Duties
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Functions of
HR Managers
Line FunctionLine Authority
ImpliedAuthority
Staff FunctionsStaff Authority
Innovator
Employee Advocacy
Coordinative
FunctionFunctional Authority
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Human Resource SpecialtiesHuman Resource Specialties
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Recruiters
EEO
Coordinators
Labor Relations
Specialists
Training
SpecialistsJob Analysts
Compensation
Managers
Human
Resource
Specialties
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FIGUREFIGURE 1111HR Organization Chart for a Large OrganizationHR Organization Chart for a Large Organization
10/17/2010 134MBA Fall 2010 KsMSource: www.hr.wayne.edu/orgcharts.php.Accessed May 6, 2007.
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FIGUREFIGURE 1122 HR Organizational Chart (Small Company)HR Organizational Chart (Small Company)
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FIGUREFIGURE 1133 Employment and RecruitingEmployment and RecruitingWho Handles It?Who Handles It?
(Percentage ofAll Employers)(Percentage ofAll Employers)
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Source: HRMAGAZINE, BNA/Society for Human Resource Management, 2002.
Reproducedwith permission via Copyright Clearance Center.
Note: Length of bars represents prevalence of activity among all surveyed employers.
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The Changing Environment ofThe Changing Environment of
Human Resource ManagementHuman Resource Management
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Globalization Trends
Technological Trends
Trends in the Nature of Work
Workforce Demographic Trends
Changes and Trends
in Human Resource
Management
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FIGUREFIGURE 1144 Employment migration: Projected Loss ofEmployment migration: Projected Loss ofJobsJobs and Wagesand Wages
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Source: Michael Schroeder, States Fight Exodus of Jobs, Wall Street Journal, June 3, 2003,
p.84.Reproducedwith permission of Dow Jones & Co. Inc. via Copyright Clearance Center.
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The Changing Role ofThe Changing Role of
Human Resource ManagementHuman Resource Management
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New
Responsibilities
for HR Managers
Measuring theHRM
Teams Performance
Managing with the
HR Scorecard
Process
Creating High-
Performance Work
Systems
Strategic Human
Resource
Management
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TABLETABLE 1111 Technological Applications for HRTechnological Applications for HR
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Application Service Providers (ASPs) and technology outsourcing
Web portals
PCs and high-speed access
Streaming desktop video
The mobile Web and wireless net access
E-procurement
Internet- and network-monitoring software
Bluetooth
Electronic signatures
Electronic bill presentment and payment
Data warehouses and computerized analytical programs
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HighHigh--Performance Work SystemPerformance Work System
PracticesPractices
yy Employment securityEmployment security
yy Selective hiringSelective hiring
yy Extensive trainingExtensive training
yy SelfSelf--managed teams/decentralized decision makingmanaged teams/decentralized decision makingyy Reduced status distinctionsReduced status distinctions
yy Information sharingInformation sharing
yy Contingent (payContingent (pay--forfor--performance) rewardsperformance) rewards
yy Transformational leadershipTransformational leadership
yy Measurement of management practicesMeasurement of management practices
yy Emphasis on highEmphasis on high--quality workquality work
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Benefits of a HighBenefits of a High--PerformancePerformance
Work System (HPWS)Work System (HPWS) Generate more job applicantsGenerate more job applicants
Screen candidates more effectivelyScreen candidates more effectively
Provide more and better trainingProvide more and better training
Link pay more explicitly to performanceLink pay more explicitly to performance
Provide a safer work environmentProvide a safer work environment
Produce more qualified applicants per positionProduce more qualified applicants per position
Hiring based on validated selection testsHiring based on validated selection tests
Provide more hours of training for new employeesProvide more hours of training for new employees
Conduct more performance appraisalsConduct more performance appraisals
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FIGUREFIGURE 1155 Five Sample HR MetricsFive Sample HR Metrics
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HR Metric* How to Calculate It
Absence rate#
ofdays absent in month 100Average# ofemployees during month # ofworkdays
Cost per hire Advertising + agency fees + employee referrals + travel cost of
applicants and staff + relocation costs + recruiter pay and benefits
Number of hires
HR expense
factor
HRexpense
Total operating expense
Time to fill Total days elapsed to fill job requisitions
Number hired
Turnover rate Number of separations during month 100
Averagenumber ofemployees during month
Sources:Robert Grossman, Measuring Up, HR Magazine, January 2000, pp. 2935; Peter V.Le Blanc, Paul Mulvey, and Jude T.Rich, Improving theReturn onHuman Capital: New Metrics,
Compensation and Benefits Review, January/February 2000, pp. 1320; Thomas E. Murphy and Sourushe Zandvakili, Data and Metrics-Driven Approach to HumanResource Practices: Using
Customers, Employees, and Financial Metrics, Human Resource Management39, no. 1 (Spring 2000), pp. 93105; [HR Planning, Commerce Clearing House Incorporated, July 17, 1996;]
SHRM/BNA 2000 Cost Per Hire and Staffing Metrics Survey;www.shrm.org. See also, SHRM Research 2006 Strategic HRManagement Survey Report, Society forHumanResource Management..
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Measuring HRs ContributionMeasuring HRs Contribution
The HR ScorecardThe HR Scorecard Shows the quantitative standards,Shows the quantitative standards,
or metrics the firm uses toor metrics the firm uses tomeasure HR activities.measure HR activities.
Measures the employee behaviorsMeasures the employee behaviorsresulting from these activities.resulting from these activities.
Measures the strategically relevantMeasures the strategically relevantorganizational outcomes of thoseorganizational outcomes of thoseemployee behaviors.employee behaviors.
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The Human Resource ManagersThe Human Resource Managers
P
roficienciesP
roficiencies New ProficienciesNew Proficiencies
HR proficienciesHR proficiencies
Business proficienciesBusiness proficiencies
Leadership proficienciesLeadership proficiencies
Learning proficienciesLearning proficiencies
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FIGUREFIGURE 1166 Effects CFOs Believe Human Capital Has on Business OutcomesEffects CFOs Believe Human Capital Has on Business Outcomes
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Source: StevenH. Bates, Business Partners, HR Magazine, September 2003, p. 49.Reproduced
with permission of the Society forHumanResource Management via Copyright Clearance Center.
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HRCertificationHRCertification
HR is becoming more professionalized.HR is becoming more professionalized. Society for Human Resource ManagementSociety for Human Resource Management
(SHRM)(SHRM)
SHRMs Human Resource CertificationSHRMs Human Resource CertificationInstitute (HRCI)Institute (HRCI)
SPHR (senior professional in HR)SPHR (senior professional in HR)certificatecertificate
PHR (professional in HR)PHR (professional in HR)
certificatecertificate
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FIGUREFIGURE 1177
20042004 SHRMSHRM
LearningLearning
SystemSystem
ModuleModuleDescriptionsDescriptions
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The Human Resource ManagersThe Human Resource Managers
Proficiencies (contd)Proficiencies (contd)
Managing within the LawManaging within the Law
Equal employment lawsEqual employment laws
Occupational safety and health lawsOccupational safety and health laws
Labor lawsLabor laws
Managing EthicsManaging Ethics
Ethical lapsesEthical lapses
SarbanesSarbanes--Oxley inOxley in 20032003
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An integrated approach to people resourcing
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HR strategy: the integration of HR activities to
manage performance
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HRM in the twenty-first century?
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KE Y T E R M SKE Y T E R M SKE Y T E R M SKE Y T E R M S
management processmanagement processhuman resource managementhuman resource management
(HRM)(HRM)
authorityauthority
line managerline manager
staff managerstaff manager
line authorityline authority
staff authoritystaff authority
implied authorityimplied authority
functional controlfunctional control
employee advocacyemployee advocacy
globalizationglobalizationhuman capitalhuman capital
strategystrategy
strategic planstrategic plan
metricsmetrics
HR ScorecardHR Scorecard
outsourcingoutsourcing
ethicsethics
strategic human resource managementstrategic human resource management
highhigh--performance work systemperformance work system
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