OS%20352%201/10/08

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OS 3521/10/08

• I. Welcome and introductions
• II. Course requirements syllabus
• III. Introduction to human resource management

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Human Resource Management Definition

• The policies, practices, and systems that
  influence employees behavior, attitudes, and
  performance.

Terms for human resource management Personnel Pe
ople Human capital Human relations Others?
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Strategic Human Resource Management

• People management that contributes to
  organizational effectiveness.

Within Firms
and increasingly
Across Firms
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Who Is Responsible for Managing Human Resources?

• A partnership of
• top management
• human resource professionals
• managers
• employees
• consultants
• HR specialty firms

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Dimensions of HR Structures(The Ways in Which
Firms will Manage HR Differently)

• Internal v. External Responsibility for HRM
  (proportions and content)
• HR v. Management Responsibility for HRM
  (proportions and content)
• Degree of Centralization
• (i.e., highly centralized ? headquarters
  controls HR decisions highly decentralized ?
  business unit head controls HR decisions
• Degree of Formalization (i.e., rules and
  procedures)
• Strategic Importance of HRM
• Staffing of HR Department with HR Experts v.
  Management rotations

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Managing through

• Culture
• Shared understanding of firm goals and values
  drives performance
• Works where there are no specified procedures
• Ensures performance occurs without supervision

• Procedures
• Driven by legal compliance, bureaucratic needs
  and tendencies
• Ensure consistency in processes and fair
  treatment of ees
• Ensures basic standards are met

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Managing through

• Credibility
• Trust
• Expertise
• Dynamism

• Authority
• Hierarchical level
• Job title
• Resources

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Goals of HRM

• Attract, retain, and motivate ees
• Direct employee efforts toward goals of
  organization
• Assist in the development of the strategic
  direction of the organization
• Provide the organization a source of competitive
  advantage
• Help ensure legal compliance

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Stakeholders of Human Resource Management

• THE ORGANIZATION
• Productivity
• Profits
• Survival
• Adaptability
• Competitive advantage

• SHAREHOLDERS/INVESTORS
• Shareholder return
• Return on sales
• Return on assets
• Return on investments

• CUSTOMERS
• Quality service
• Quality products
• Speed and responsiveness
• Low cost
• Innovation

• EMPLOYEES
• Fair treatment
• Satisfaction/morale
• Empowerment
• Employability
• Safety and health
• Flexibility

• SOCIETY
• Legal compliance
• Social responsibility
• Ethical management practices
• Concern for the environment

Any others?

• STRATEGIC PARTNERS
• Suppliers joint venture partners
• Unions
• Customers

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HRMs History

• Welfare
• Administration
• Employee relations
• Functional expertise
• Business partner / player

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Activities in Human Resource Management

• HR strategy formulation
• Managing organizational and HR changes and
  culture
• Recruitment and selection (staffing)
• Training and development
• Performance appraisal
• Compensation and benefits
• Employee relations
• Labor/management relations

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HRM in Large v. Small Firms

• Large
• Designated HR professional or HR department
• Formal HR policies HR manual job descriptions

• Small
• HR duties combined with other administrative
  functions (e.g., accounting) or performed by line
  mgrs.
• Less formal HR policies, less likely to have HR
  manual, job descriptions

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Terms You Should Know

• Human resource management
• Attraction
• Retention

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You Should be Able To

• Understand some of the history behind the human
  resource management field.
• Know the activities associated with HRM (e.g.,
  compensation)
• Identify the primary goals of HRM.
• Recommend who should be involved in HRM.
• Identify the stakeholders of HRM.
• Understand how HRM in small firms differs from
  HRM in large firms.

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Next time

• Please return!
• Read Jetblue materials.