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Human Resource Management - Indiana University

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Human Resource Management - Indiana University Powered By Docstoc
					  Human
 Resource
Management
               Contents in Brief
• Part One: HR Resources
  Management in Perspective
  – Development of HR Management:
    Challenges
  – EEO and Affirmative Action: The
    Environment
• Part Two: Meeting HR
  Requirements
  – Job Requirements
  – HR Planning and Recruitment
  – Selection
               Contents in Brief
• Part Three: Developing
  Effectiveness in HR
  – Training
  – Career Development
  – Appraising and Improving Performance
• Part Four: Implementing
  Compensation and Security
  – Managing Compensation
  – Incentive Compensation
  – Employee Benefits
  – Safety and Health
               Contents in Brief
• Part Five: Enhancing Employee
  Relations
  – Employee Rights and Discipline
  – Labor Relations
  – Collective Bargaining and Contract
    Administration
• Part Six: International HR
  Management and HR Audits
  – International HR Management
  – Creating High Performance Systems
Why are you studying HRM?
              HRM CAREER ASPIRANT
           NEED AS A MANAGER OF PEOPLE



             Job
                             Organization
           Decision

                                             Successful
Staffing
                                            Organization

           Motivating         Evaluating
            People              Talent




       UNDERSTAND PEOPLE WORK RELATIONSHIPS
LEARN THE CONTENT UNDER WHICH PEOPLE PERFORM
                      Core
              Competencies
• Integrated knowledge sets
  within an organization that
  distinguish it from its
  competitors and deliver value
  to customers.
Human Resource Management

   Human Resource Management:
   Contribute to Organizational
   Goals

   Personnel: Record Keeping



   Management Oriented
            Personnel Management
                             vs.
       Human Resource Management
PERSONNEL MANAGEMENT         HUMAN RESOURCES
                               MANAGEMENT
• Coordinates functions of   • Coordinates personnel
  the personnel program        management with
• Involves a functional        organization planning
  approach                   • Involves a system
• Emphasizes behavior          approach
  and interpersonal          • Emphasizes
  relations                    environments and issues
• Success judged by          • Success judged by
  results achieved             contributions to cost
  through functions of the     reductions and profit
  personnel program            growth or service
                               objectives
        Early Development
           (Pre-1920’s)
•   Factory System: Industrial Revolution
•   Mass Production
•   Scientific Management
•   Efficiency
•   Workers Pressed – Labor Union Strife
       Later Developments
          (Post-1920’s)
•   The Human Relations Movement
•   Emergency Relations Movement
•   Government Regulations
•   Technology Revolution
        Foundations of Human Resources
                 Management
 SCIENTIFIC MANAGEMENT             HUMAN RELATIONS             BEHAVIORAL SCIENCE

                                                              Is an extension of human
Provides a basis for:          Focuses attention upon:        relations that:
• Determining the best work      - individual differences       - involves an inter-
 methods in order to:              among employees                disciplinary approach
  - improve efficiency           - interpersonal relations at   - views the organization
  - place right employee in        work                            as a dynamic system
    the right job                - informal group behavior      - is concerned with the
  - teach employees the          - employee attitudes and         total organizational
    right methods                  opinions                       climate
                                 - leadership techniques        - is oriented toward both
                                 - communication practices        economic and humanistic
• Establishing time
                                                                  objectives
  standards in order to:
                                                                - retains concern for
  - appraise performance                                          employee participation,
  - eliminate unsatisfactory                                      group behavior, and
    performance                                                   interpersonal relations
  - reward superior
    performance
Overall Framework for HR
                          Current Focus



                               HUMAN
   COMPETITIVE               RESOURCES         EMPLOYEE
   CHALLENGES               MANAGEMENT         CONCERNS
 • Globalization            • Planning       • Diversity
 • Technology               • Staffing       • Age distribution
 • Managing change          • Job Design     • Gender issues
 • Intellectual capital     • Training       • Education levels
 • Market response          • Appraisal      • Employee rights
 • Cost containment         • Compensation   • Privacy issues
                                             • Work Attitudes
                                             • Work and family
Functional Specialization
            Still Essential to
      Achieve Organizational Goods

•   Staffing/Planning
•   Broader Job Design
•   Recruitment
•   Selection
•   Training Staff
•   Development
•   Performance Management
•   Compensation Management/Incentive
•   Labor Relations/Global Teamwork
     Competencies of HR
       Professionals
                   MANAGING
  BUSINESS          CHANGE           HUMAN
CAPABILITIES      PROCESSES       RESOURCES
  Financial,       Diagnosis,       Staffing,
  Strategic,       Influence,    Development,
Technological     Contracting,     Appraisal,
                 Intervention,     Rewards,
                    Problem     Organizational
                    Solving,       Planning
                 Relationships, Communication
                Communication
   Professionalization of
     Human Resource
       Management
Development of Professional Organizations



 1. Code of Ethics
 2. Literature and Research
 3. Body of Knowledge/University
    Level Courses
Professional
Associations
     Professional Characteristics of
     Human Resources Management
1.    Experimentation and research is encouraged.
2.    Organized body of information and knowledge has
      been accumulated.
3.    The exchange of information is promoted through
      professional meetings and publications.
4.    Adherence to an established code of ethics is
      prescribed.
5.    University curriculums for developing practitioners
      have been created.
6.    A program for accrediting practitioners has been
      established.
                                  Code of Ethics
As a member of the Society for Human Resource Management, I
pledge myself to:
Maintain the highest standards of professional and personal conduct.
Strive for personal growth in the field of human resource management.
Support the society’s goals and objectives for developing the human
resource management profession.
Encourage my employer to make the fair and equitable treatment of all
employees a primary concern
Strive to make my employer profitable both in monetary terms and through
the support and encouragement of effective employment practices.
Instill in the employees and the public a sense of confidence about the
conduct and intentions of my employer.
Maintain loyalty to my employer and pursue its objectives in ways that are
consistent with the public interest.
Uphold all laws and regulations relating to my employer’s activities.
Refrain from using my official positions, either regular or volunteer, to
secure special privilege, gain or benefit for myself.
Maintain the confidentiality of privileged information.
Improve public understanding of the role of human resource management.
Human Resource Management

• Goals/Mission Statements/Visions
• Policies
• Procedures/Practice



                 I.U. Human Resources
          Corporate
           Mission
         Statements


•   NCR Shared Values
•   Walmart Value Statement
•   J&J Credo
•   Marathon Statement of
    Principles
        Objectives
    Where are we going?


•   Essential for Planning Purpose
•   Rapid Decisions
•   Consistent Decisions/Reliable
•   Control of Process
•   Feedback and Re-evaluation
       Policies
• Need
• Formulation by Management and
  Workforce Teams
• Written in clear terms; No
  misunderstandings
• Communication/Dissemination –
  How?


         IU Staff Policy Manual
              Sample HR Policy Statement
Subject:
    Overtime Hours and Pay
Purpose:
    To ensure equitable payment of overtime compensation to eligible
    employees in accordance with all applicable provisions of federal and
    state law.
Guidelines:
•   The company’s workweek runs from Monday through Sunday, with
    normal operating hours scheduled from 8 a.m. Monday through 5 p.m.
    Friday. The normal daily work schedule for employees consists of an
    eight-hour day within a 24-hour period. The normal weekly schedule
    consists of a 40-hour week. Employees are entitled to a daily one-hour
    unpaid lunch period, and to two 15-minute paid break periods each day.
           Sample HR Policy Statement
CONTINUED . . .
•   Business demands or production deadlines occasionally may require
    some employees to work overtime, which means more than eight hours
    in a 24-hour day or more than 40 hours in a week. Supervisors will try
    to inform employees well in advance of any overtime requirement.
    Employees may not work more than their scheduled daily or weekly
    hours without written authorization from their supervisor. In assigning
    overtime, supervisors will seek to distribute extra hours equitably among
    employees who have the required skills and abilities to perform the
    necessary work.
•   All employees considered “nonexempt” under the Fair Labor Standards
    Act will be paid at the rate of time and one-half (1 1/2 times their
    regular rate of pay) for all hours worked in excess of 40 in one week.
    Scheduled holidays, vacation days, and time off for jury duty will be
    considered hours worked for purposes of calculating overtime.
    Unscheduled absences or time off for sickness, emergencies, or other
    personal reasons will not be considered hours worked for overtime
    purposes.
            Sample HR Policy Statement
CONTINUED . . .
•   Nonexempt employees who work on company-recognized holidays will
    be paid their regular rate for the extra hours worked, in addition to their
    regular holiday pay. However, no “pyramiding” of paid holiday work
    time, treating it as hours worked for weekly overtime computation
    purposes is allowed.
•   Employees considered “exempt” under the Fair Labor Standards Act will
    be compensated for abnormal amounts of extra time worked. Exempt
    employees will be paid their straight-time rate for all extra authorized
    hours worked in excess of 46 in a week.
•   Compensatory time off is not available to any employee--exempt or
    nonexempt--for work in excess of regularly scheduled hours.
•   Nonexempt employees must record their daily work hours either on time
    clocks in their department or time cards supplied by their supervisor.
    Occasional minor differences--five minutes or less--between a
    nonexempt worker’s scheduled time and recorded work-time will be
    ignored. Exempt employees must complete and turn in to their
    supervisor a weekly report indicating how many hours they spent on
    exempt work an how many, if any, on nonexempt work.
•   Employees who falsify their own or another worker’s time record will be
    subject to severe penalties, up to and including dismissal.
               Procedures

•   Implement Policies
•   Chronological Steps
•   Periodic Review
•   Modify as Needed

          IU Staff Handbook for Professional Staff
      Human Resources Management:
      Goals, Policies, and Procedures


                             Policies     Procedures
Org. goals   Actions to
                           (guidelines)   (steps) for    Results
  to be       achieve                                                Org. goals
                            governing       taking      achieved
achieved       goals
                              action        actions


              Possible
              action for   Modification Modification
             adjustment     if needed    if needed
               needed


                            Review of      Review of
                             policies     procedures

                                                         Audit results against
                                                         organizational goals
 Human Resource Management
     Information System
What are the Talent/Abilities of the
           Workforce?
• Accurate Data
• Computer Requirement
• Inventories of Talents (KSAs)
  – Knowledge
  – Skills
  – Abilities
• KSA: Education and Work Experience
   Human Resources
Information Systems
              (HRIS)
• Computerized system that
  provides current and accurate
  data for purposes of control
  and decision making.
    Human Resource
   Management Budget
• Support for Managers
• Maintain Policies and Communication
  Vehicles
• Financial Plan/HR Budgets
• HRIS
• Processes and Flows
• Surveys and Studies
• Support Staff
Organization of Human Resources Department

                          Human Resources Manager
                                                                                     Human
 Employment        Employee              Compensation            Labor
                  Development                                   Relations          Resources
  Division                                 Division
                    Division                                    Division            Planning
 Recruitment                              Job Analysis                              Division
 Interviewing     Training Program                             Collective           Forecasting
                     Operators            Job Evaluation
 Testing             Supervisors          Work Standards         Bargaining        Personnel
 Placement           Apprentices          Wage Surveys         Legal               Inventories
 Orientation                              Employee             Grievance           Planning
 Reassignments    Training                 Classification      Suggestion            Models
 Terminations       Instructors                                  Plans
 Records                                                       Bargaining          Resource
                    Facilities
                    Materials                                   Associations       Information
                                                                                     Career Paths



                                                              Employee
     Safety          Medical         Personnel Research        Benefits
                                          Division                                 Equal
    Division         Division                                  Division          Opportunity
 Safety                               Records and Reports                         Employer
                   Examinations        Statistical Analysis   Pensions
  Campaigns        First Aid                                  Profit
  Engineering                                Manuals
                   Medical           Systems and Procedures     Sharing        Affirmative
  Inspections         Facilities                              Savings           Action Planning
  Education                                  Policies
                   Health Program       Personnel Audits      Insurance        Records
                   Treatment and         Opinion surveys      Cafeteria        Discrimination
 Accident              Services                               Publications       Complaints
  Investigation                                               Recreation       Counseling and
  Records                                                     Counseling         Liaison
  Awards                                                      Parking
                                                              Miscellaneous
  Qualifications for a Career in HRM
Academic Training Courses              Extracurricular
• General education (behavioral        Activities
  sciences, English, communications,
  psychology, mathematics, and         • Professional
  business courses including             organizations
  accounting, marketing, and others)   • Publications staffs
• Human resources management           • Student Personnel
• Supervision                            Association
• Labor relations                      • Leadership roles
• Organizational behavior                in organizations
• Personnel and organizational
  psychology
• Sociology
• Law
• Electronic data processing
• Statistics
• Economics
• Industrial engineering
   Qualifications for a Career in HRM
Personal Qualifications              Desirable
• Integrity                          Employment
• Determination                      Experiences
• Competency                         • Experience at the
• Dependability                        operating level
• Fair-mindedness                    • Experience in positions
• Good mental health                   of leadership
• A sense of humor
• Ability to tolerate frustration
• A flexible approach to problems
• Ability to communicate effectively
• Patience
• Objectivity towards others
• Cooperative and understanding
  attitude                                        SHRM: HR Jobs
• Ability to listen effectively           SHRM: HR News Online
• Human Relations skills          Occupational Outlook Handbook
      Organizational Objectives
                     HR
                  Objectives



               Processes of Mgmt
                    Planning
                   Organizing
                    Staffing
                    Directing
  HR               Controlling          HR
Budgets                               Policies
             HR Functions Performed
                  Job Analysis
                  Recruitment
                    Selection
                  Development
                  Performance
                    Appraisal
                 Compensation
                 Labor Relations



                     HR
                  Procedures
Responsibilities of Human
  Resource Department
• In-house Consultant
• Structure of Department
• Jobs in Human Resources
  Management
                  Line vs. Staff Authority


                         Line Authority             Staff Authority
                     (Production Manager)           (HR Manager)
                   Superior through
                   delegation                   Knowledge, information
   Derived from:                                and expertise in
                   Directives, regulations,    functional area
                   assignments, etc.
                                                Coordinate and control
                   Exercise discretion         performance of a function
Includes right to: Give orders and direction   Provide consultation
                   Take disciplinary action    and service in functional
                                                areas
                                                Other members of the
                 Subordinates in line of
                                                organization in the
 Exercised over: authority (Chain of
                                                performance of a
                 Command)
                                                particular function
    Human Capital

• The knowledge, skills,
  and abilities of
  individuals that have
  economic value to an
  organization.
HRM AS A COMPETITIVE
     BUSINESS MODEL
        The Competition Edge:
              Comes from HR
• Value of Talent
• Rare Talent (hire, train,
  motivate best)
• Not Easy to Duplicate
  (Teams/Individuals)
• Organized Workforce
   COMPETITIVE
CHALLENGES CHANGE
   PROFESSION
 What are the “Competitive
       Challenges?”

 •   Globalization
 •   Technology
 •   Change
 •   Human Capital
 •   Market Forces
 •   Worldwide Demographics
 •   Workforce Partnerships
 GLOBILIZATION
    IMPACT
Differences/Issues
  •   Geographies
  •   Cultures
  •   Laws
  •   Business Practices
  •   Rewards
  TECHNOLOGY IMPACT
• Labor vs. Knowledge
• Education Levels
• Systems
   – HRIS           - ERP
   – Database       - E-Commerce
• Websites for Info


  “Changes the Enterprise Work Processes”
HRM WEBSITES
   • Cornell School of
     Industrial & Labor
     Relations

   • Society of HRM

   • TCM Training &
     Development

   • U.S. Dept. of Labor

   • BPO Home Page
            IMPACT OF
             CHANGE
•   No Status Quo
•   Always on Cutting Edge
•   Staff Talents Must Adjust
•   Very High People Resistance
•   Creates
    Stress/Pressure/Adoption
 IMPACT ON HUMAN CAPITAL
    (Not just Financial Capital)
• Competition Through People
• Balance Sheet Item?
• People Investment
  – High Rewards for Performance
  – Use Talents Wisely
  – Enhance Talents
  – Organize Skill Sets
                Impact on
        Global Competitive
             Marketplaces


• Talent is Global
• Quality Products are Essential
• Business Process Management
  creates Competitiveness
• Cost constantly Removed
• Speed to Market is Essential
             IMPACT
    FROM ENHANCING
GLOBAL COST CONTROL
• Creates Downsizing
• Creates Mergers/Acquisitions
• Creates Reorganization for
  Efficiency
• Forces Outsourcing
• Encourages Temporary
  Workforce
  – Temporary Workers
  – Contract Employees/Leasing
GLOBAL DEMOGRAPHIC
     CHANGES

•   Diversity
•   Age Distribution
•   Gender Distribution
•   Rising Levels of Education
•   Employee Rights – Legal
•   Employee Privacy
•   Attitudes Toward Work
•   Balancing Life Goals with Work Goods
Hot Links to HRM Articles:


         HRM Trends

  Alternative Work Schedules

         Free Agents

				
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posted:5/29/2012
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