Functions of hr (2)

McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All Rights Reserved.
fundamentals of
Human Resource Management 4th
edition
by R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright
CHAPTER 1
Managing Human Resources

1-2
What Do I Need to Know? (1 of 2)
1. Define human resource management and
explain how HRM contributes to an
organization’s performance.
2. Identify the responsibilities of human
resource departments.
3. Summarize the types of skills needed for
human resource management.

1-3
What Do I Need to Know? (2 of 2)
4. Explain the role of supervisors in human
resource management.
5. Discuss ethical issues in human resource
management.
6. Describe typical careers in human resource
management.

1-4
What is Human Resource Management
and why is it important?
• HR is the process of acquiring training,
appraising, and compensating employees
whilst attending to their labour relations,
health and safety and fairness concerns.
• Management process
– The five basic functions of planning, organizing,
staffing, leading, and controlling.
© 2005 Prentice Hall Inc. All 1–4

1-5
Human Resource Management (HRM)
• The policies, practices,
and systems that
influence employees’:
– behavior
– attitudes
– performance

1-6
Figure 1.1:
Human Resource Management Practices

1-7
At companies with effective HRM:
• Employees and customers tend to be more
satisfied.
• The companies tend to:
– be more innovative
– have greater productivity
– develop a more favorable reputation in the
community

1-8
Human Capital
• Human Capital – an
organization’s
employees described in
terms of their:
– training
– experience
– judgment
– intelligence
– relationships
– insight
• The concept of “human
resource management”
implies that employees
are resources of the
employer.

1-9
Figure 1.2:
Impact of Human Resource Management

1-10
HRM and Sustainable Competitive Advantage
• An organization can succeed if it has
sustainable competitive advantage.
• Human resources have the necessary qualities
to help give organizations this advantage:
– Human resources are valuable.
– Human resources with needed skills and and
knowledge are sometimes rare.
– Human resources cannot be imitated.
– Human resources have no good substitutes.

1-11
• At Southwest Airlines,
the company’s focus is
on keeping employees
loyal, motivated,
trained, and
compensated. In turn,
there is a low turnover
rate and a high rate of
customer satisfaction.

1-12
High-Performance Work System
• An organization in which technology,
organizational structure, people, and
processes all work together to give an
organization an advantage in the
competitive environment.

1-13McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.© 2005 Prentice Hall Inc. All 1–
HR Department Organizational Chart (Large Company)
Figure 1–1
Source: Adapted from BNA Bulletin to Management, June 29, 2000.

1-14McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.© 2005 Prentice Hall Inc. All 1–
HR Organizational Chart (Small Company)
Figure 1–2

1-15© 2005 Prentice Hall Inc. All 1–
Functions of the HR Manager
• A line function
– The HR manager directs the activities of the
people in his or her own department and in
related service areas (like the plant cafeteria).
• A coordinative function
– HR managers also coordinate personnel activities,
a duty often referred to as functional control.
• Staff (assist and advise) functions
– Assisting and advising line managers is the heart
of the HR manager’s job.

HR and Authority
• Authority
– The right to make decisions, direct others’ work, and give
orders.
• Implied authority
– The authority exerted by an HR manager by virtue of
others’ knowledge that he or she has access to top
management.
• Line authority
– The authority exerted by an HR manager by directing the
activities of the people in his or her own department and
in service areas.

1-17
Table 1.1:
Responsibilities of HR Departments

1-18
Analyzing and Designing Jobs
Job Analysis
• The process of getting
detailed information
about jobs.
Job Design
• The process of defining
the way work will be
performed and the
tasks that a given job
requires.

1-19
Recruiting and Hiring Employees
Recruitment
• The process through
which the organization
seeks applicants for
potential employment.
Selection
• The process by which
the organization
attempts to identify
applicants with the
necessary knowledge,
skills, abilities, and other
characteristics that will
help the organization
achieve its goals.

1-20
Table 1.2: Top Qualities Employers Seek in
Job Candidates

1-21
Training and Developing Employees
Training
• A planned effort to
enable employees to
learn job-related
knowledge, skills, and
behavior.
Development
• The acquisition of
knowledge, skills, and
behaviors that improve
an employee’s ability to
meet changes in job
requirements and in
customer demands.

1-22
Managing Performance
• Performance Management – The process of
ensuring that employees’ activities and
outputs match the organization’s goals.
• The human resource department may be
responsible for developing or obtaining
questionnaires and other devices for
measuring performance.

1-23
Planning and Administering Pay
and Benefits
Planning Pay & Benefits
• How much to offer in salary
and wages.
• How much to offer in
bonuses, commissions, and
other performance-related
pay.
• Which benefits to offer and
how much of the cost will
be shared by employees.
Administering Pay & Benefits
• Systems for keeping track of
employees’ earnings and
benefits are needed.
• Employees need
information about their
benefits plan.
• Extensive record keeping
and reporting is needed.

1-24
Maintaining Positive Employee Relations
• Preparing and distributing:
– employee handbooks and policies
– company publications and newsletters
• Dealing with and responding to communications
from employees:
– questions about benefits and company policy
– questions regarding possible discrimination, safety
hazards, possible harassment
• Collective bargaining and contract administration.

1-25
Establishing and Administering
Personnel Policies
• Organizations depend on their HR department
to help establish and communicate policies
related to:
– hiring
– discipline
– promotions
– benefits
• All aspects of HRM require careful and
discreet record keeping.

1-26
Ensuring Compliance with Labor Laws
• Government requirements include:
– filing reports and displaying posters
– avoiding unlawful behavior
• Managers depend on HR professionals to help
them keep track of these requirements.
• Lawsuits that will continue to influence HRM
practices concern job security.

1-27
• One reason W.L. Gore &
Associates is repeatedly
named one of the 100 Best
Companies to Work for in
America is their unusual
corporate culture where all
employees are known as
associates and bosses are
not found.

1-28
Supporting the Organization’s Strategy
• Human resource planning – identifying the
numbers and types of employees the
organization will require to meet its objectives.
• The organization may turn to its HR department
for help in managing the change process.
• Skilled HR professionals can apply knowledge of
human behavior, along with performance
management tools, to help the organization
manage change constructively.

1-29
• Evidence-based HR– Collecting and using data
to show that human resource practices have a
positive influence on the company’s bottom line
or key stakeholders.

1-30
Corporate Social
Responsibility
• A company’s commitment
to meeting the needs of its
stakeholders.
Stakeholders
• The parties with an interest
in the company’s success
(typically, shareholders, the
community, customers, and
employees).

1-31
Figure 1.3: Skills of HRM Professionals

Personnel Mistakes
• Hire the wrong person for the job
• Experience high turnover
• Have your people not doing their best
• Waste time with useless interviews
• Have your company in court because of discriminatory actions
• Have your company cited by OSHA for unsafe practices
• Have some employees think their salaries are unfair and inequitable
relative to others in the organization
• Allow a lack of training to undermine your department’s effectiveness
• Commit any unfair labor practices

1-33
Figure 1.4:
Supervisors’ Involvement in HRM

1-34
Ethics in Human Resource Management
• Ethics – the fundamental principles of right
and wrong.
• Ethical behavior is behavior that is consistent
with those principles.
• Many ethical issues in the workplace involve
human resource management.

1-36
Ethical companies act according to four
principles:
1. In their relationships with customers, vendors,
and clients, ethical companies emphasize
mutual benefits.
2. Employees assume responsibility for the
actions of the company.
3. The company has a sense of purpose or vision
that employees value and use in their day-to-
day work.
4. They emphasize fairness.

1-37
Standards for Identifying Ethical Human
Resource Management Practices
1. HRM practices must result in the greatest
good for the largest number of people.
2. Employment practices must respect basic
human rights of privacy, due process,
consent, and free speech.
3. Managers must treat employees and
customers equitably and fairly.

1-38
Figure 1.6:
Median Salaries for HRM Positions

1-39
Test Your Knowledge
• Which HR functions are primarily concerned
with 1) ensuring employees are capable of
doing their current job , 2) ensuring that
employees are satisfied with their rewards.
A. 1) Development; 2) Employee Relations
B. 1) Training; 2) Legal Compliance
C. 1) Selection; 2) Pay & Benefits
D. 1) Training; 2) Pay & Benefits

1-40
Summary
• Human resource management (HRM) consists
of an organization’s “people practices”
– the policies, practices, and systems that influence
employees’ behavior, attitudes, and performance.
• HRM influences who works for the
organization and how those people work.
• HR departments have responsibility for a
variety of functions related to acquiring and
managing employees.

1-41
Summary (continued)
• HR management requires substantial human
relations skills, including skill in:
– communicating
– negotiating
– team development
• HR professionals also need:
– To understand the language of business
– To be a credible with line managers and
executives
– To be strategic partners

1-42
Summary (continued)
• Non-HR managers must be familiar with the
basics of HRM and their own role with regard
to managing human resources.
– Supervisors typically have responsibilities related
to all the HR functions.
• HR professionals should make decisions
consistent with sound ethical principles.

1-43
Summary (continued)
• The decisions of HR professionals should:
– Result in the greatest good for the largest number
of people.
– Respect basic rights of privacy, due process,
consent, and free speech.
– Treat employees and customers equitably and
fairly.
• Careers in HR management may involve
specialized work in fields such as recruiting,
training, or compensation

A Changing HR Environment
• Globalization
• Technological Advances
• Exporting Jobs
• The Nature of Work
• Workforce Demographics

1-45
The Changing Environment Of
HR Management
• HR’s changing role:
“ Personnel departments”
– Took over hiring and firing from supervisors, payroll,
and benefit plans administration.
– In the 1930s added “protecting the firm in its
interaction with unions” responsibilities (labor
relations).
– Assumed organizational responsibilities for equal
employment and affirmative action.

HR and Technology
• Benefits of technological applications for HR
– Intranet-based employee portals through which
employees can self-service HR transactions.
– The availability of centralized call centers staffed with HR
specialists.
– Increased efficiency of HR operations.
– The development of data warehouses of HR-related
information.
– The ability to outsource HR activities to specialist service
providers.

Functions of hr (2)

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