Chapter Human Resource Management: A Strategic Function 1

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved This symbol “  ” indicates a table or figure appears at this point in the presentation. Chapter 1 Overview Human Resource Functions Who Performs the Human Resource Functions? Challenges for Human Resource Managers Human Resource Management Tomorrow Organizational Performance and the Human Resource Manager Communicating Human Resource Programs Human Resource Management and Organizational Performance

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved Human Resource Functions  Who Performs the Human Resource Functions? The Human Resource Department   Challenges for Human Resource Managers Diversity in the Work Force  Challenges and Contributions of Diversity Regulatory Changes Structural Changes to Organizations Technological and Managerial Changes within Organizations Human Resource Management Tomorrow  Organizational Performance and the Human Resource Manager Communicating Human Resource Programs Guidelines for Communicating Human Resource Programs

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved Table 1.1 Activities of the Major Human Resource Functions Human Resource Planning, Recruitment, and Selection  Conducting job analyses to establish the specific requirements of individual jobs within the organization.  Forecasting the human resource requirements the organization needs to achieve its objectives.  Developing and implementing a plan to meet these requirements.  Recruiting the human resources the organization requires to achieve its objectives.  Selecting and hiring human resources to fill specific jobs within the organization. Human Resource Development  Orienting and training employees.  Designing and implementing management and organizational development programs.  Building effective teams within the organization structure.  Designing systems for appraising the performance of individual employees.  Assisting employees in developing career plans. Compensation and Benefits  Designing and implementing compensation and benefit systems for all employees.  Ensuring that compensation and benefits are fair and consistent. Safety and Health  Designing and implementing programs to ensure employee health and safety.  Providing assistance to employees with personal problems that influence their work performance. Employee and Labor Relations  Serving as an intermediary between the organization and its union(s).  Designing discipline and grievance handling systems. Human Resource Research  Providing a human resource information base.  Designing and implementing employee communication systems.

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved Human Resource Functions  Who Performs the Human Resource Functions? The Human Resource Department   Challenges for Human Resource Managers Diversity in the Work Force  Challenges and Contributions of Diversity Regulatory Changes Structural Changes to Organizations Technological and Managerial Changes within Organizations Human Resource Management Tomorrow  Organizational Performance and the Human Resource Manager Communicating Human Resource Programs Guidelines for Communicating Human Resource Programs

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved Table 1.2 Examples of the Types of Assistance Provided by a Human Resource Department Specific ServicesAdviceCoordination Maintaining employee recordsDisciplinary mattersPerformance appraisals Handling initial phases ofEqual employmentCompensation matters employee orientationopportunity matters

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved Figure 1.1 Three Types of Assistance Provided by a Human Resource Department

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved Human Resource Functions  Who Performs the Human Resource Functions? The Human Resource Department   Challenges for Human Resource Managers Diversity in the Work Force  Challenges and Contributions of Diversity Regulatory Changes Structural Changes to Organizations Technological and Managerial Changes within Organizations Human Resource Management Tomorrow  Organizational Performance and the Human Resource Manager Communicating Human Resource Programs Guidelines for Communicating Human Resource Programs

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved Table 1.3 Civilian Labor Force, 2002 and Projected to 2012, and Projected Entrants, Stayers and Leavers, Group* 2002EntrantsLeaversStayers 2012 Total144.9%40.5% 23.1% 121.8% 162.3% Men Women White, non-Hispanic Men Women Black, non-Hispanic Men Women Hispanic origin Men Women Asian and other, non-Hispanic Men Women *All figures are in millions. Source: Mitra Toossi, “Labor Force Projections to 2012: The Graying of the U.S. Workforce,” Monthly Labor Review, February 2004, p. 53.

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved Human Resource Functions  Who Performs the Human Resource Functions? The Human Resource Department   Challenges for Human Resource Managers Diversity in the Work Force  Challenges and Contributions of Diversity Regulatory Changes Structural Changes to Organizations Technological and Managerial Changes within Organizations Human Resource Management Tomorrow  Organizational Performance and the Human Resource Manager Communicating Human Resource Programs Guidelines for Communicating Human Resource Programs

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved Human Resource Functions  Who Performs the Human Resource Functions? The Human Resource Department   Challenges for Human Resource Managers Diversity in the Work Force  Challenges and Contributions of Diversity Regulatory Changes Structural Changes to Organizations Technological and Managerial Changes within Organizations Human Resource Management Tomorrow  Organizational Performance and the Human Resource Manager Communicating Human Resource Programs Guidelines for Communicating Human Resource Programs

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved Human Resource Functions  Who Performs the Human Resource Functions? The Human Resource Department   Challenges for Human Resource Managers Diversity in the Work Force  Challenges and Contributions of Diversity Regulatory Changes Structural Changes to Organizations Technological and Managerial Changes within Organizations Human Resource Management Tomorrow  Organizational Performance and the Human Resource Manager Communicating Human Resource Programs Guidelines for Communicating Human Resource Programs

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved Human Resource Functions  Who Performs the Human Resource Functions? The Human Resource Department   Challenges for Human Resource Managers Diversity in the Work Force  Challenges and Contributions of Diversity Regulatory Changes Structural Changes to Organizations Technological and Managerial Changes within Organizations Human Resource Management Tomorrow  Organizational Performance and the Human Resource Manager Communicating Human Resource Programs Guidelines for Communicating Human Resource Programs

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved Human Resource Functions  Who Performs the Human Resource Functions? The Human Resource Department   Challenges for Human Resource Managers Diversity in the Work Force  Challenges and Contributions of Diversity Regulatory Changes Structural Changes to Organizations Technological and Managerial Changes within Organizations Human Resource Management Tomorrow  Organizational Performance and the Human Resource Manager Communicating Human Resource Programs Guidelines for Communicating Human Resource Programs

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved Figure 1.2 Questions for Understanding the Organization’s Business Strategy  What are the goals of the organization over the next year, 3 years, 5 years, and 10 years?  How would you describe the organization’s core business?  How does your organization compare with competitors in market share and customer service?  Will the company be growing via merger and acquisition or from internal growth?  Will growth be local, national, or global?  Will growth be from expansion of current businesses or from an expansion in scope?  Instead of growth, will there be downsizing and if so, why?  What are the organization’s revenue objectives over the short and long terms? Source: Daphne Woolf, “The Long Road to the Executive Boardroom,” Canadian HR Reporter, June 17, 2002, p Reprinted by permission.

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved Human Resource Functions  Who Performs the Human Resource Functions? The Human Resource Department   Challenges for Human Resource Managers Diversity in the Work Force  Challenges and Contributions of Diversity Regulatory Changes Structural Changes to Organizations Technological and Managerial Changes within Organizations Human Resource Management Tomorrow  Organizational Performance and the Human Resource Manager Communicating Human Resource Programs Guidelines for Communicating Human Resource Programs

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved Human Resource Functions  Who Performs the Human Resource Functions? The Human Resource Department   Challenges for Human Resource Managers Diversity in the Work Force  Challenges and Contributions of Diversity Regulatory Changes Structural Changes to Organizations Technological and Managerial Changes within Organizations Human Resource Management Tomorrow  Organizational Performance and the Human Resource Manager Communicating Human Resource Programs Guidelines for Communicating Human Resource Programs

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