1. Human Resource Management (HRM) Dr. András Kun University of Debrecen – Faculty of Economics and Business Administration BA in MBA III. HRM functions; The Role of HRM 20/Sept./2010

2. Readings Textbook Chapter 3, 4 & 5.

3. From the previous lesson…

4. Managing people Relationship between aspects of people management

5. Strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives Definition of HRM

6. The overall HRM function To enable the organization to achieve its objectives… …by taking initiatives and providing guidance and support on all matters relating to its employees. Creating appropriate environment for working effectively and realizing the potential of people and the organization. Parts of this function: –HR strategies, –policies, –practices, –& the integration of those above.

7. Facilitating change HR professionals as change agents Organizational transformation Cultural change Strategic HRM It is also a stabilizing force (why it is needed?)

8. HRM in the organizational structure In-house agency: activities are cross charged Internal consultancy: the freedom of choice Business within a business: quasi- independent External consultancy

9. Organizing the HRM function Size matters (labourforce vs. revenue) –Average? (109) –From strategic head to first line managers and below –Credibility – marketing HRM (& inner marketing?)

10. Outsourcing HRM (personnel consultancies) Cost saving (fixed costs) Concentration of efforts Obtaining expertise Ad hoc basis? (question of core activities) Various service providers

11. Evaluation of HRM Quantitative measures –Organizational effectiveness & efficiency –Employee behavior: absenteeism, disputes, fluctuation, lateness –HR service levels Benchmarking User reactions, employee satisfaction HR scorecard

12. Roles of HR practitioners Service provider Guide, advisor Business partner Strategist Change agent, agent of innovation Monitores of HR applications Guardians of values

13. Competencies of HR practitioners Personal credibility Openness, ability to drive change Ability to manage culture Service delivery Ability to see the big picture (understanding business)

14. The front-line managers …are managers responsible for work groups to a higher level of management. Generally they are also first-line managers.

15. Roles of a front-line managers People management Cost management (operational costs) Providing technical expertise Operational planning: organizing work, work load & allocation Monitoring work process Quality management Dealing with clients Measuring operational performance

16. Thank you for your attention