PowerPoint Presentation by Charlie Cook The University of West Alabama © 2008 Thomson/South-Western All rights reserved. Henan University Professor Guifeng Ding

© 2008 Thomson/South- Western. All rights reserved. 2–2 Contents Section 1 Environment of Human Resource Management Section 2 Jobs and Labor Section 3 Training and Development Section 4 Compensation Section 5 Employee Relations

© 2008 Thomson/South- Western. All rights reserved. 2–3 Class Activities Introduction Group discussion Evaluation (Brainstorming)

© 2008 Thomson/South- Western. All rights reserved. 2–4 Key Terms Human resource management (HRM) Authority Line authority Staff authority Implied authority Line manager Staff manager Functional control Employee advocacy

© 2008 Thomson/South- Western. All rights reserved. 2–5 Key Terms Globalization Human capital Strategy Strategic human resource management Outsourcing High-performance work system Metrics HR scorecard Ethics

© 2008 Thomson/South- Western. All rights reserved. 2–6 CHAPTER 1 Changing Nature of Human Resource Management

© 2008 Thomson/South- Western. All rights reserved. 2–7 Chapter Objectives ■ Define human capital and explain its importance. ■ Identify the seven categories of HR activities. ■ Describe how the major roles of HR management are being transformed. ■ Discuss four challenges facing HR today. ■ Discuss why ethical issues affect HR management. ■ Explain the key competencies needed by HR professionals and why certification is important. After you have read this chapter, you should be able to:

Nature of Human Resource Management Human Resource (HR) Management – Designing management systems to ensure that human talent is used effectively and efficiently to accomplish organizational goals. Who Is an HR Manager? – In the course carrying out their duties, every operating manager is, in essence, an HR manager. – HR specialists design processes and systems that operating managers help implement.

Types of Organizational Assets Assets PhysicalFinancialIntangibleHuman

Human Capital in Organizations Human CapitalCore Competency The collective value of the capabilities, knowledge, skills, life experiences, and motivation of an organizational workforce. A unique capability that creates high value and differentiates an organization from its competition.

HR Management Roles Administrative Operational and Employee Advocate Strategic

Changing Roles of HR Management Note: Example percentages are based on various surveys

HR Management Activities

Categories of HR Activities 1.Strategic HR Management 2.Equal Employment Opportunity 3.Staffing 4.HR Development 5.Compensation and Benefits 6.Health, Safety, and Security 7.Employee and Labor Relations

Family-Friendly Benefit Offerings Source: Adapted from Benefits Survey Report (Alexandria, VA: Society for Human Resource Management, 2006).

Fastest Growing Jobs to 2014 Source: U.S. Bureau of Labor Statistics,

Current HR Management Challenges Human Resource Management Globalization of Business Economic and Technological Changes Organizational Cost Pressures and Restructuring Workforce Demographics and Diversity

HR Technology Human Resource Management System (HRMS) – An integrated system providing information used by HR management in decision making. – Purposes and Benefits of HRMS Administrative and operational efficiency Availability of data for HR strategic planning Automation of payroll and benefit activities EEO/affirmative action tracking Cost reductions for HR workflows

Uses of a Web-Based HRMS HRMS on the Internet Bulletin Boards Data Access Employee Self-Service Extended Linkage

Ethical Behavior and Organizational Culture Organizational Culture – The shared values and beliefs in an organization Fostering Ethical Behavior (Sarbanes-Oxley) – Have a written code of ethics and conduct standards – Provide ethical behavior training and advice – Establish confidential reporting systems for ethical misconduct – Provide whistle-blower protection – Support HR’s role as “keeper and voice” of organizational ethics

Examples of Ethical Misconduct in HR Activities

HR Management Competencies and Careers HR Competencies Strategic Contribution Business Knowledge HR Delivery HR Technology Personal Credibility

HR Management as a Career Field HR GeneralistHR Specialist A person who has responsibility for performing a variety of HR activities. A person who has in- depth knowledge and expertise in a limited area of HR.

Source: HR Department Benchmarks and Analysis 2007 (Washington, DC: Bureau of National Affairs, 2007), 131. To purchase this publication and find out more about BNA HR solutions, visit m or call Used with permission.

HR Certification The Human Resource Certification Institute offers three types of professional certifications for HR generalists. Details on these certifications are available from the Human Resources Certification Institute,