Managing Human Resources Today

1
Managing Human Resources Today

• Ch 1

A Framework for Human Resource Management, 4th
ed. Gary Dessler
2
When you finish studying this chapter, you should
be able to

• Answer the question, What is Management and
  Human Resource Management?
• Discuss the components of the changing
  environment of human resource management.
• Describe the nature of strategic planning
• Give examples of human resource managements role
  as a strategic partner

3
Management Process

• Planning set up goal and standard, develop
  rules, procedure and plan.
• Organizing set specific task, team, department,
  communication flow and cordination with
  subordinates.
• Staffing recruit Select people, set
  performance standard, training and development,
  reward
• Leading get others to do job, morale and
  motivation of subordinates
• Control set standards including quality,
  service level, check actual outcome with plan.

4
The Process of Management
0
5
Management Perspectives Over Time(adapted)
0
The Technology-Driven Workplace
The Learning Organization
Total Quality Management
Contingency Views
Systems Theory
Management Science Perspective
Humanistic Perspective
Classical Perspective
1890 1940 1960 1980 2000 2010
6
0
Theory X Y (adapted)
Theory X
Theory Y

• People are lazy
• People lack ambition
• Dislike responsibility
• People are self-centered
• People dont like change

• People are energetic
• People want to make contributions
• People do have ambition
• People will seek responsibility

7
The Contingency Approach
0
If then, base on what come first, contingent
event, situation.. Situation theory, or
environmental theory
means that one thing depends on other things,
and for organizations to be effective, there must
be a goodness of fit between their structure
and the conditions in their external
environment. Read Who, do what, when, where,
with whom Under what situation/ circumstance /
events
8
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

refers to the design and application of formal
systems in an organization to ensure the
effective and efficient use of human talent to
accomplish organizational goals.
9
Strategic Human Resource Management
0
Company Strategy
10
Human Resource Management

• Conducting job analyses
• Planning labor needs and recruiting job
  candidates
• Selecting job candidates, hiring
• Orienting and training of new employees
• Manage job, position, placement
• Managing wages, salaries, benefit

11
Human Resource Management

• Providing incentives and benefits
• Appraising performance
• Communicating
• Training and developing
• Manage talent, competent, skill
• Building employee commitment
• Manage health, safety, security

12
What a Manager Should Know About

• Equal opportunity, ethics, and affirmative action
• Employee health and safety, and ethical treatment
• Grievance and labor relations
• Corporate Governance (CG)
• Corporate Social Responsibility (CSR)

13
Why is HR Management Important to All Managers?
Personnel mistakes you dont want to make -

• Hiring the wrong person for the job
• Experiencing high turnover
• Finding employees, who are unable unwilling (not
  doing their best)
• Having your company taken to court because of
  your discriminatory actions (un-equal, bias)

14
Why is HR Management Important to All Managers?

• Getting results is the bottom line of managing,
  and as a manager, you will have to get good
  right results through your people, from the
  helping hands of your HR, who can be
• HR Admin
• H R Management H R Development
• Strategic Partner
• Change Agent

15
Line Versus Staff Authority

• Authority is the right to make decisions, to
  direct the work of others, and to give orders
• Line managers are authorized to give orders
• Staff managers assist and advise line managers
  in accomplishing these goals

16
Five Approaches to Structural Design
17
(No Transcript)
18
(No Transcript)
19
Evolution of Organizational Structures
20
Structural Design
0

• Task Force . . . A temporary team or committee
  formed to solve a specific short-term problem.

• Team . . . Participants from several departments
  who meet to solve ongoing problems.

• Project Manager . . . A person responsible for
  coordinating the activities of several
  departments.

21
Line Managers HR Responsibilities

• Placing the right person in the right job
• Starting new employees in the organization
• Training employees for jobs that are new to them

• ???????????
• Compensation and benefits
• Recruiting
• Training development
• Job analysis

22
HRs Changing Role

• Employers want personnel to address strategic
  issues involving the competitiveness and
  performance of the firm
• ??????? ??????????????????? ??????????????????????
  ????
• ????? ?? ???? ?????????????????? ?????? ?????
  ????
• ????????????? ??????????? ???? ???????????????????

23
HRs Changing Environment

• Globalization refers to firms tendency to extend
  their sales, ownership, and/or manufacturing to
  new markets abroad

• HRs Changing Environment
• Technological Advances
• Nature of Work ASEAN work forces

24
HRs Changing Environment

• Growing emphasis on knowledge workers and human
  capital
• Managers need new HR management systems and
  skills to get employees to work more like
  committed partners
• Part time work arrangements
• Literacy training for guest workers,
• Shift to non-traditional workers
• Aging of the workforce

25
The Changing Workplace
0
? Cultural diversity employee attitudes
? Immigrants
? Many are women
? People of color
? Globalization
? Average worker is older now
26
HRs Strategic Challenges

• Provide a set of services that make sense in
  terms of the companys strategy
• A strategy is the companys plan for how it will
  balance its internal strengths and weaknesses
  with external opportunities and threats in order
  to maintain a competitive advantage

27
??????????????????????????????????????????
??????????????????????????
3. Mature
??????????
??????/???????
2. Growth
4. Decline
SWOT Analysis (Business)
???????
1. Introduction
Cost control
??????
???????
????????????????
Differentiation
?????
????????????????????
???????????????????
28
HRs Strategic Challenges

• HR must be more involved in designingnot just
  implementingcompanies strategies

29
????????????????????????????????????? HR
?????????????????????
????????
?????????????????
????????
?????
???????????????????????
???????????????????????
??????
HR Objectives
HR - SWOT
Strategy
????????
?????????
Measurement
????????? ????
Action Plan
???????
Implementation

• ?????????????? - ???

??????? ??????
Check correct action
30
Basics of Strategic Planning

• Corporate-level strategy
• Identifies the portfolio of businesses that
  comprise the company and the ways in which these
  businesses relate to each other
• Business-level/competitive strategy
• Identifies how to build and strengthen the
  businesss long-term competitive position in the
  marketplace

31
HR and Competitive Advantage

• Competitive advantage means any factors that
  allow an organization to differentiate its
  product or service from those of its competitors
  to increase market share

32
Basics of Strategic Planning

• Functional strategies
• Identify the basic courses of action that each of
  the businesss departments will pursue

33
HR as Competitive Advantage

• Distinctive competencies are obtained through
  highly developed employee skills, distinctive
  organizational cultures, management processes,
  and systems
• Strategic HRM
• The linking of HRM with strategic goals and
  objectives in order to improve business
  performance

34
0
The Changing Social Contract
The Changing Social Contract
New Contract
Old Contract
Employability, personal responsibility Partner in
business improvement Learning
Job security A cog in the machine Knowing
Employee
Employer
Continuous learning, lateral career movement,
incentive compensation Creative development
opportunities Challenging assignments Information
and resources
Traditional comben package Standard training
programs Routine jobs Limited information
35
Attracting an Effective Workforce
0
Choose Recruiting Sources Want ads Headhunters Int
ernet
Select the Candidate Application Interview Tests
Welcome New Employee
HR Planning Retirements Growth Resignations
Employee Contributions Ability Education and
experience Creativity Commitment Expertise and
knowledge
Company Needs Strategic goals Current and future
competencies Market changes Employee
turnover Corporate culture
Matching Model
Match with
Employees Needs Stage of career Personal
values Promotional aspirations Outside
interest Family concerns
Company Inducements Pay and benefits Meaningful
work Advancement Training Challenge
Match with
36
Linking Corporate and HR Strategies
37
0
Contingency Factors that Influence Organization
Structure
Strategy
Traditional Vertical Structure or New Horizontal
Structure
Environment
Company Performance
Technology
Interdependence
38
HRs Roles as a Strategic Partner

• HR management is in a good position to supply
  competitive intelligence that may be useful in
  the strategic planning process
• Motivate employees to learn and improve team
  ability to be the winner, able to fight with
  competitors

39
HRs Role in Formulating Strategy   

• HR participates by supplying information
  regarding the companys internal human strengths
  and weaknesses your strategies is
• High Performance workplace
• Build young Talent Team
• Learning Organization
• Cost Control

40
HRs Role in Executing Strategy

• Competency program
• Instituting pay-for-performance plans,
• Reducing health care costs, and
• Train by OJT, coach, mentor
• Out-placing employees

41
High Performance Work System

• Focus more on instituting human resource policies
  and practices that improve employee and
  organizational performance
• Benchmark with best in industry, service,
  manufacturing.

42
The HR Scorecard

• HR creates value by engaging in activities that
  produce the employee behaviors the company needs
  to achieve these strategic goals
• Financial income - cost
• Customer C satisfaction
• Internal Process system
• People employee satisfaction

43
HR and Technology

• Self-service
• E recruitment, E-HR
• Call centers
• Productivity improvement
• Outsourcing

44
HRIS

• HR Portals provide employees with a single
  gateway to all HR information
• SAP HR
• People soft

• Streamline the HR process and enable HR managers
  to focus more on strategic issues