Chapter 2 Fundamentals of HRM

CHAPTER 2 FUNDAMENTALS OF HRM CHAPTER OVERVIEW This chapter opens with a state-of-HRM recap from a hypothetical VP of Human Resource Management. Current HR themes, including work/life balance, electronic applicant tracking, productivity, employee monitoring, team-based work, changing skill requirements, on-line interactive training, change management, diversity, government legislation, and ethics are mentioned. The executive mentions future HRM issues, including minimum wage changes, globalization, smoking, obesity, blogging and spirituality. The importance of human resources to all organizations is stressed, and the fact that human resource management is an integral part of the broader practice of management is explained. The increasingly important role and professional status of HRM in organizations is presented, and an overview given of the four HRM functions -staffing, training and development, motivation and maintenance. A discussion of external influences includes a brief history of management thought. Typical organizational structures and work roles for HRM departments representing each of the four functions are summarized, as well as trends toward more generalist positions and shared services. Final sections discuss the nature of HRM in an entrepreneurial enterprise, issues relevant to HRM in a global village, and HRMs role in corporate ethics. Additional Features of This Chapter: Exhibits include: 2-1: A diagram of HRMs major activities 2-2: Relevant laws affecting HRM practices 2-3: Major training & development activities 2-4: Sample HRM organizational chart with salary information Did You Know sections review the functions of management and discuss overseas labor costs. There is an Ethical Issues in HRM discussion about purposely distorting information. At the end of the chapter there is a team exercise regarding making layoff decisions which requires students to discuss implications and reach a consensus of who to lay off. ADDITIONAL LECTURE OR ACTIVITY SUGGESTIONS Introductory Bingo: Each box in a Bingo grid format can represent a personal attribute or experience relevant to HR (e.g., wants to work with people, is a business major, speaks a foreign language). Students mingle with each other, putting an
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individuals name in a box if the student matches the description. Each name can only be used once. The first student to get six names across, down, or diagonally is the winner of the Bingo game. This is a great ice-breaker. Box descriptions can be used as the basis for an introductory discussion; e.g., you can discuss the nature of HR work, the education required, the relevance of foreign languages, etc. This is an excellent time to talk about HR career paths and the relevance of different majors. The profession of HR has many career paths, and HR practitioners come from a variety of academic and work backgrounds. In most introductory HR classes you will have individuals from a variety of majors who often do not fully understand the similarities, differences, and ways that different academic areas complement each other. Consider assigning this as a brief interview of a local HR professional or member of their employers HR organization. If your school has a chapter of the Society for Human Resource Management (SHRM) this is a good time to introduce students to the benefits of a professional association. If you do not have a chapter, perhaps there may be a local chapter which welcomes students at its meetings or which will provide a speaker who can give an overview of HR activities in the area. Make sure students investigate student memberships, which usually have discounted membership fees. CHAPTER OUTLINE AND LECTURE SUGGESTIONS I. Introduction A. Why is HRM Important to an Organization? 1. The role of human resource managers has changed. HRM jobs today require a new level of sophistication. a. Federal and state employment legislation has placed new requirements on employers. b. Jobs have become more technical and skilled. c. Traditional job boundaries have become blurred with the advent of such things a\s project teams and telecommuting. d. Global competition has increased demands for productivity.
2.

The Strategic Nature of HRM a. HRM must be a strategic business partner and represent employees. b. HRM must be forward-thinking, support the business strategy, and assist the organization in maintaining competitive advantage. c. HRM must also be concerned with the total cost of its function and for determining value added to the organization. HRM Certification a. Colleges and universities offer HR programs. b. The Society for Human Resource Management and Human Resource Certification Institute offer professional certification.
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4. HRM is the part of the organization concerned with the people dimension. a. HRM is both a staff, or support, function that assists line employees, and a function of every managers job. b. HRM consists of four basic functions: staffing (getting people); training and development (preparing people); motivation (stimulating them); and maintenance (keeping them).
B.

How External Influences Effect HRM 1. HRM activities are affected by what happens outside the organization. 2. Four general areas of external influence: a. The dynamic, strategic environment within which HR operates includes globalization, technology, work force diversity, changing skill requirements, continuous improvement, work process engineering, decentralized work sites, teams, employee involvement, and ethics. b. Governmental legislation effecting HRM practices. See Exhibit 2-2 for a listing of laws which are covered in more detail in a later chapter. c. Labor unions. Unions are certified third-party representatives that negotiate contracts with management spelling out terms and conditions of employment and how they are to be administered. d. Management thought. Management principles, such as those from scientific management or based on the Hawthorne studies, influence the practice of HRM. More recently, continuous improvement programs, employee participation, teams and work process reengineering have had a significant influence on HRM activities. Staffing Function 1. Goal: To locate competent employees and bring them into the organization. 2. Employment planning ensures that staffing will contribute to the organizations mission and strategy. 3. Job analysis is used to determine the specific skills, knowledge and abilities (KSAs) needed to be successful in a particular job and to define the essential functions of the job. 4. Recruitment is the process of attracting a pool of qualified applicants that is representative of all groups in the labor market. 5. Selection refers to the process of assessing who will be successful on the job and the communication of information to assist job candidates in their decision to accept an offer. Training and Development Function 1. Goal: To have competent, adapted employees who possess up-to-date KSAs needed to perform their jobs successfully. 2. Orientation and socialization help employees to adapt and become 100percent performers. 3. Employee training, employee development, organization development and career development ensure that employees and organizations are fully productive. See Exhibit 2-3.
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E.

Motivation Function 1. Goal: To have the competent and adapted employees with up-to-date KSAs performing jobs successfully while exerting high energy levels. 2. Motivation is a multifaceted process that involves understanding complex human behavior to influence employees so that they will exert high energy levels. 3. Managing motivation includes job design, access to productivity-enhancing resources, management and worker relationships, setting performance standards, and establishing effective compensation and benefits programs. Maintenance Function 1. Goal: To have the competent and adapted employees with up-to-date KSAs performing jobs successfully while exerting high energy levels and who are now willing to maintain their commitment and loyalty to the company. 2. Employees are more likely to be productive, committed and loyal if you provide a safe and healthy work environment and care for their well-being. 3. Effective communications programs provide for 2-way communication to ensure that employees are well informed and that their voices are heard. Translating HRM Functions Into Practice (Exhibit 2-4) 1. Employment specialists coordinate the staffing function and help line management by advertising vacancies, doing initial screening, interviewing, making job offers based on management input, and completing paperwork related to hiring. 2. Training and Development specialists help employees maximize their potential, serve as internal change agents to the organization, and provide counseling and career development. 3. Compensation and Benefits staffs establish objective and equitable pay systems and design cost-effective benefits packages that help attract and retain high-quality employees. Benefits administrators also help employees effectively utilize their benefits, such as by providing information on retirement planning. 4. Employee Relations activities are concerned with ensuring effective communications among organizational members. ER professionals focus on communications, fair application of policies and procedures, data documentation and coordination of activities and services that enhance employee commitment and loyalty. a. What is the Purpose and Elements of HRM Communications? Keep employees informed of what is happening and knowledgeable of policies and procedures. Convey that the organization values employees. Build trust and openness, and reinforce company goals. Elements that are present in successful communications programs include: Top management commitment and effective information that flows downward, upward, and laterally.
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F.

G.

Chapter 2 Fundamentals of HRM

Effective upward communication to ensure that top management receives the information it needs. Determining what to communicate using the what-if, so-what approach. Allowing for feedback should include built-in methods to obtain feedback from employees regarding the effectiveness of communications. Information sources can come from HRM as well as supervisors trained by HRM, handbooks and manuals. b. Employee relations should not be confused with labor relations, which refers to HRM in a unionized environment. c. Review Purposefully Distorting Information for a discussion of the ethical issues faced by HRM professionals. H. Does HRM Really Matter? 1. Research has shown that a fully functioning HR department does make a difference, including organization finances and shareholder value. 2. Organizations that spend money to have quality HR programs perform better than those who dont. 3. Practices that are part of superior HR services include rewarding productive work, creating a flexible work-friendly environment, properly recruiting and retaining quality workers, and effective communications. Keep in mind that HRM managers should ensure their specific services link to the organizations strategy.
II. A.

Conclusion: The Changing Nature of HRM There is a movement away from centralization of functional areas toward more self-contained business units which may have their own HR generalist with responsibilities in all HR areas. 1. A closely aligned trend is for the use of shared services, which means that specialized HR services, like compensation and benefits, are handled by staff in a centralized location. 2. In some organizations, HRM is outsourced to firms such as staffing agencies, training consultants and financial managers. HRM in an Entrepreneurial Enterprise 1. General managers may perform HRM functions, HRM activities may be outsourced, or a single generalist may handle all the HRM functions. 2. Benefits of an entrepreneurial business environment include freedom from many government regulations, an absence of bureaucracy, and an opportunity to share in the success of the business. HRM in a Global Village 1. HRM functions are more complex when employees are located around the world. Consideration must be given to such things as foreign language training, relocation and orientation processes, diverse cultural values, etc.
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2. HRM also involves considering the needs of employees families when they are sent overseas. D. HR and Corporate Ethics 1. HRMs role is to ensure that ethics exist in an organization and are adhered to. a. Employee awareness of ethics policies b. Training employees and leaders 2. The Sarbanes-Oxley Act passed in 2002, establishes procedures for public companies regarding how they handle and report their financial status. a. Establishes penalties for noncompliance. b. Provides protection for employees who report executive wrongdoing. c. Requires that companies have mechanisms in place where complaints can be received and investigated. DEMONSTRATING COMPREHENSION: Questions for Review 1. Contrast management, personnel, and human resources management. Management is the process of efficiently achieving the objectives of the organization with and through people. Personnel and human resources management are sub-disciplines of management. While both terms are often used interchangeably, personnel has a "softer" connotation as a representative of the people, while human resources management represents the people but also has a strategic focus to support the business strategy of the company. 2. Explain the purpose of HRM in an organization. Human resource management is the people component of management. As a staff function, HR helps line managers with staffing (getting people); training and development (preparing people); motivation (stimulating them to put forth their greatest effort); and maintenance (keeping good employees). 3. What activities are involved in the staffing function of HRM? Staffing includes strategic human resource planning to determine what the human resource needs are to fulfill the organizations mission; job analysis, to specify the essential knowledge, skills and abilities needed by employees; recruitment, to attract qualified individuals; and selection, to choose successful employees from an applicant pool. 4. Explain the goals of the training and development function of HRM. Training and Development ensures that employees can continue to meet the demands placed upon them by the organization. Included are orientation and socialization, to help new employees adapt; specific training in job-related skills;
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employee development, to prepare employees for the future; organization development, to facilitate changes which entire organizations are experiencing, and career development, to help individuals grow and meet their own needs while they are supporting the organization. 5. Describe the primary goals of the motivation function of HRM. A primary goal of motivation is to provide an environment that influences employees to exert high energy levels for those behaviors which are important to the strategic goals of the organization. Human resource specialists can help motivate employees by providing assistance in the areas of job design, setting performance standards, and establishing effective compensation and benefits programs. Additionally, HR specialists can train managers in motivational techniques and help line managers diagnose motivational problems. 6. In what ways can HRM meet its goal of the maintenance function? HRM must ensure that the working environment is safe and provide employees services, such as employee assistance programs, to deal with personal situations. They must also ensure open and effective lines of communication. 7. What role does HRM play in the strategic direction of an organization? HRM has responsibility for the people component of an organization. If HRM is successful in this area, the organization may gain a competitive edge through its employees. 8. How does HRM affect all managers? HRM looks to managers to be an integral part of conveying information to and from employees. The decentralization of management functions puts responsibility on individual managers to be more knowledgeable about company HR policies and practices, and employee rights. LINKING CONCEPTS TO PRACTICE: Discussion Questions 1. Motivation is the primary responsibility of line managers. HRMs role in motivating organizational employees is limited to providing programs that equip line managers with means of motivating their employees. Do you agree or disagree with the statement? Explain your position. Agree. It is the responsibility of line managers to know what motivates each of their employees. HRM is too far removed to be able to do this. Disagree. HRM is responsible for job design, properly defining job requirements, matching applicants to those requirements, and training new
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employees, as well as assisting line managers with motivational techniques. 2. You have been offered two positions in HRM. One is a generalist position in a smaller business, and one is a recruiting position in a large corporation. Which one of the two jobs do you believe will give you more opportunities to be involved in a variety of HRM activities? Defend your answer. Generalist position in a smaller business: Many HRM functions must be performed in all businesses regardless of their size. In a smaller business, HRM personnel must wear many hats and become knowledgeable about all aspects of HRM. Recruiting position in a large corporation: Taking this position will provide the opportunity for further career development. Large corporations usually offer more training and development programs. Additionally, a large corporation is subject to all the HR laws and may well practice HRM on a global scale. 3. Globalization has led us to the realization that workers are interchangeable between countries so long as language issues are resolved. Do you agree or disagree with this statement? Explain your position. Agree. Money is what motivates workers no matter what country they are in. Workers will adapt to any environment if the pay is right. Disagree. In terms of motivation, skill expectations, salary and benefit expectations, how managers will treat them, what they want to do with spare time, how vacations should be allocated, there is wide variation from country to country. Although we all have common physical needs, and an interpreter can provide help with language barriers, the issues are much greater, especially if the goal is an empowered work force. If the workers are recognized as beings with potential for extraordinary contribution, then the differences must be recognized and nurtured. 4. Employers only need to provide employees with enough information so they can effectively and efficiently get their jobs done. Beyond that, employees dont have a need to know. Do you agree or disagree with the statement? Defend your answer. Agree. Information that is speculative or incendiary should be kept from employees. An example might be preliminary discussions that top management is having about the future of the business, or discussions about proposed personnel policy changes that may or may not be implemented. Disagree. If information affects the lives of the workers, they have a right to be informed. In an open, trusting environment workers will respect privacy issues and understand that some news is for information only purposes.
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CASE APPLICATION 2-A: NINE-TO-FIVE NO MORE CASE SUMMARY TechTargets CEO, Greg Strakosch, believes in autonomy. The company hires the best in the industry and gives employees freedom to do their jobs based on their own best judgment. This approach has risks, however. Employees have tremendous responsibilities and are terminated if they dont reach their goals. This culture of autonomy has been successful for TechTarget, which is reflected in its consistent revenue growth. 1. What is your reaction to the attendance plan implemented at TechTarget? Do you believe it is too simplistic? Defend your position. The plan appears to work for TechTarget if you consider the revenue growth. Freedom and autonomy are clearly part of the organizations culture. HRM activities appear to support this approach to management. For example, according to the article the company hires people who function well without structure and take responsibility for their deliverables,.
2.

Do you believe that such an employee policy as described in the case can succeed in other companies? Why or why not? Autonomy is part of the culture at TechTarget. Some organizations have cultures more focused on direction and high involvement with managers. The high-tech industry is also widely-known for its creative, less structured environments. This approach might work in other organizations, but not all organizations. For some companies, attendance at a certain time is crucial because customers expect employees to be available.

3.

What special Human Resource Management conditions must exist for such a plan to work? Explain. How do you believe these conditions relate to employee motivation? The company must have staffing practices that ensure people who will succeed in this environment are hired. Training and development activities need to include information about how attendance works, employee accountability, and the impact of not meeting ones goals. Employee relations will likely need to help the organization resolve conflicts that will surface around different employees time management practices, as well as ensure policies are enforced fairly. Communication is a key success factor in this environment. In terms of motivation, if TechTarget is hiring people motivated to work with autonomy, then the approach will help ensure people are exerting high energy levels. Many employees who prefer not to be managed closely would not
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maximize their effort in micromanaged environments. CASE APPLICATION 2-B: TEAM FUN! CASE SUMMARY Kenny and Norton have bitten the bullet and hired a Director of Human Resources. Tony, the HR Director, has implemented a number of new ideas intended to improve the HR function and to keep open lines of communication for and with employees. 1. Which of the functional HR processes can be identified in Tonys area? The following functions can be found in Tonys area: Staffing hiring and all associated paperwork Training and development Motivation stimulating people to do their best Maintenance involves communication programs and coordination of activities and services aimed at keeping people 2. Identify the environmental influences important to TEAM FUN!. Environmental influences include governmental legislation, globalization, technology, workforce diversity, labor unions, and the trend toward decentralized work sites. 3. How do its HR functional areas line up with the overall HR process? The four functional processes outlined in Question 1 correlate with the four functional areas of employment, training and development, compensation and benefits, and employee relations. 4. Does Tony need to do anything else to set up a strategic HR function? Tony must be sure that as he develops HR policies and practices, he aligns them with the strategic goals of the business. The HRM department needs to be a full partner in maintaining a competitive advantage. WORKING WITH A TEAM: Making a Layoff Decision OVERVIEW Using information about five employees, students, working in small groups, must decide which two employees will be permanently laid off. Each group should then present its recommendations to the entire class. Note that directions are
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also in the text. SUGGESTIONS/VARIATIONS This is an excellent opportunity to demonstrate to the students how HRM decisions often have to take into consideration more than one aspect of HR. You might refer students to exhibit 2-2 and ask them to list the legislation they think needs to be considered in making a decision. To incorporate ethics, consider asking the students if any of them experienced conflict with their personal values during the decision-making process.

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