HUMAN RESOURCE

MANAGEMENT:
AN OVERVIEW
 HRM in Action: Why Take Those
Courses?
• Shamira Jones, a management major at State
University, was being advised by her college
advisor, Lonnie Barrios, and she was confused.
Professor Barrios had just told her that several
courses, including Staffing, Collective Bargaining,
and Compensation, would be beneficial to her in
her major. Shamira said, “But I am a management
major. I want to move up the ladder in
management. The electives you mentioned are HR
courses. I don’t need them.” How do you believe
Lonnie should respond?
 Recommendation
• It is true that courses such as Staffing, Collective
Bargaining, and Compensation are traditional HR courses.
Today, line managers must also know about traditional
HR topics. They are performing many of the tasks that HR
professionals have done in the past. And, who can argue
that all managers should know about such topics as human
resource planning, recruitment, and selection? Certainly,
they should know how the compensation employees are
paid is determined. If the firm is nonunion, managers need
to know how to keep the union out. If unionized, they
need to know how to deal with the union. Yes, Shamira,
all managers need to know about these HR topics.
•
 WHAT IS HUMAN RESOURCE
MANAGEMENT?
• Human resource (HR) management
refers to the practices and policies you need
to carry out the personnel aspects of your
management job, specifically, acquiring,
training, appraising, rewarding, and
providing a safe and fair environment for
your company’s employees
 HUMAN RESOURCE
MANAGEMENT
• Conducting job analyses
• Planning labor needs and recruiting job
candidates
• Selecting job candidates
• Orienting and training new employees
• Managing wages and salaries
 Contd.
• Providing incentives and benefits
• Appraising performance
• Training and developing
• Building employee commitment
 Why Is HR Management Important to All
Managers?
Personnel mistakes you don’t want to make -

• Hiring the wrong • Having your company

person for the job taken to court because
• Experiencing high of your discriminatory
turnover actions
• Finding employees not • Having your company
doing their best cited under federal
occupational safety
laws for unsafe
practices
Human Resource Management Functions

Staffing

Employee Human
& Labor Resource
HUMAN RESOURCE
Relations Development
MANAGEMENT
FUNCTIONS

Safety & Compensation

Health & Benefits
 Staffing

 Job Analysis
 Human Resource Planning
(HRP)
 Recruitment
 Selection
 Staffing (Continued)
 Staffing - Process through which an
organization ensures that it always has
the proper number of employees with
the appropriate skills in the right jobs at
the right time to achieve the
organization’s objectives
 Job analysis - Systematic process of
determining the skills, duties, and
knowledge required for performing jobs
in an organization
 Staffing (Continued)

 Human resource planning - Process of

systematically reviewing human resource
requirements to ensure that the required
numbers of employees, with the required
skills, are available when needed.
 Recruitment - Process of attracting
qualified individuals and encouraging
them to apply for work with the
organization
 Staffing (Continued)

 Selection - Process through which the

organization chooses, from a group of
applicants, the individual best suited for
the company and the position
Human Resource Development
 Training
 Development
 Career Planning
 Career Development
 Performance Appraisal
 Human Resource Development
(Continued
 Training - Designed to provide the
knowledge and skills needed for a
particular job.
 Development - Involves learning
that goes beyond today's job. It
has a more long-term focus
 Human Resource Development
(Continued)
 Career planning - An ongoing process
whereby an individual sets career goals and
identifies the means to achieve them
 Career development - A formal approach
used by the organization to ensure that
people with the proper qualifications and
experiences are available when needed
 Performance appraisal - Employees and
teams are evaluated to determine how well
they are performing their assigned tasks
Compensation & Benefits

Pay - Money that a person

receives for performing a job
Benefits - Financial rewards in
addition to base pay
Nonfinancial Rewards
 The Job
 The Environment
 Safety and Health
 Safety - Involves protecting
employees from injuries caused by
work-related accidents
 Health - Refers to the employees'
freedom from illness and their
general physical and mental
well-being
Interrelationships of HRM
Functions
 All HRM
functions are
interrelated
 Each function
affects other
areas
HR RESTRUCTURING
TRENDS
 Who Performs Human
Resource Management Tasks?

 Human Resource Managers

 Shared Service Centers
 Outsourcing Firms
 Line Managers
 Human Resource Manager
 Acts in advisory or staff capacity
 Serves an increasing number of
employees
 Shares responsibility with line
managers and HR professionals
 Coordinates HR activities to help
achieve organizational goals
 Shared Service Centers
(SSCS)
Takes routine,
transaction-based
activities that are
dispersed and
consolidates them.

Example:Recruitment
, payroll.
Shared Service Centers (SSCS)
Performing HR Tasks

Fewer HR Personnel
Needed

HR Managers Assume
aImproves QualityRole
More Strategic
Outsourcing Firms
Transfers
responsibility to
an external
provider
Example: Training,
Security Services
 Outsourcing

Reduces:
• Cost
• Transaction Time

Improves Quality
 Line Versus Staff Managers
• Line managers are • Staff managers
authorized to direct the assist and advise line
work of subordinates managers in
• in charge of accomplishing these
accomplishing the goals
organization’s basic • HR managers are
goals generally staff
managers
Line Managers Performing
HR Tasks

• Involved with Human Resources

• Used more to deliver HR services
• Reduces size of HR department
 Line Managers’ H R
Responsibilities
• Placing the right person in the right job
• Starting new employees in the organization
• Training employees for jobs that are new to them
• Interpreting the company’s policies and
procedures
• Controlling labor costs
• Protecting employees’ health and physical
conditions
 HR as a Strategic Partner
 HR is a legitimate
business unit
 Highly strategic in
nature
 Critical to achieving
corporate objectives
 HR as a Strategic Partner
(Continued)
 Determine workforce capabilities
 HR managers must forge strategic
partnerships
 HR executives must understand the
total organization
Technology's Impact on HR

Rapid Skills
Technological Change
Changes 3 or 4
Impact Times During
HR Careers
 HUMAN RESOURCE
EXECUTIVES, GENERALISTS
AND SPECIALISTS
 Characteristics of an HR
Executive
 Performs One or More HR Functions

 A Top-Level Manager

 Reports Directly to the Corporation's

CEO
 Characteristics of an HR
Generalist
 Often an Executive

 Performs Tasks in Various HR

Related Areas
 Involved in Several or all of the
Five HRM Functions
 Characteristics of an HR
Specialist

 May be an HR Executive, Manager,

or Non-Manager
 Typically Concerned with Only One
of the Five Functional Areas
 HR Executives, Generalists &
Specialists

VP
VP
INDUSTRIAL
HUMAN RESOURCES
RELATIONS
*1 & *2
*1 & *3

MANAGER, MANAGER,
MANAGER,
COMPENSATION TRAINING &
EMPLOYMENT
& BENEFITS DEVELOPMENT
*3
*3 *3

BENEFITS *1--Executive
*1--Executive
ANALYST
*3
*2--Generalist
*2--Generalist
*3--Specialist
*3--Specialist
THE HUMAN RESOURCE
FUNCTION IN
ORGANIZATIONS OF
VARIOUS SIZES
 HR in Small Businesses
 Seldom Have a Formal HR Unit

 Other Managers Handle HR

Functions

 Focuses on Hiring & Retaining

Capable Employees
The Human Resource Function
in a Small Business

M a n a g e r/
O w ner

S a le s O p e r a t io n s F in a n c e
 HR in a Medium-Sized Firm

 Little specialization

 HR Manager is essentially the

entire department
The Human Resource Function
in a Medium-Sized Business

P re sid e n t
S a le s O p e ra tio n s F in a n ce H u m a n R e so u rc e
M anager M anager M anager M anager
 Traditional Human Resource
Functions in a Large-Sized
Firm
 Separate sections are often created
 Placed under an HR Manager
 Each HR function may have a
supervisor & staff
 HR Manager works closely with top
management in formulating policy
 The Human Resource Functions in a
Large Firm
P r e s id e n t
M a r k e t in g O p e r a t io n s F in a n c e HR
M anager M anager M anager M anager

M anager M anager
T r a in in g a n d C o m p e n s a tio n &
D e v e lo p m e n t B e n e fit s
M anager M anager
Labor S t a ffin g
R e la t io n s
M anager
S a fe ty &
H e a lt h
 Example of a New and Evolving HR
Organization for Large Firms

P re s id e n t a n d C E O

H u m a n R e s o u rc e M a n a g e r S a fe ty a n d H e a lth M a n a g e r

T ra in in g a n d D e v e lo p m e n t C o m p e n s a tio n B e n e fits
O u ts o u rc e d
S h a re d S e rv ic e C e n te r
 Ethics and HR
Management
A
discipline dealing
with what is:

good & bad right & wrong

moral duty & obligation