Department of Business Management Human Resource Management Ing. Miloš Krejčí

2.2. Human Resource Management 1.Introduction to Human Resource Management 2.Personnel Planning and Recruiting - Job Analysis, Descriptions and Specifications 3.Employee / Employer Selection 4.Interviewing Process 5.Training and Developing Employees 6.Performance Management and Appraisal 7.Coaching, Careers and Talent Management 8.Compensation planning 9.Financial Incentives and Employee Benefits 10.Ethics, Culture, Organizational Change and Fair Treatment in HR Management 11.Equal Opportunity and Diversity, Labor Relations, Employee Safety and Health 12.Managing Human Resources in Global and SME companies Human Resource Management [NA_HRM] Ing. Miloš Krejčí

3.3. Human Resource Management Human Resource Management is NOT : salary accounting Personnel department nice room for not perspective managers Human Resource Management [NA_HRM] Ing. Miloš Krejčí

4.4. What Is Human Resource Management? The process of acquiring, training, appraising and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. Organization People with formally assigned roles who work together to achieve the organization’s goals. Manager The person responsible for accomplishing the organization’s goals, and who does so by managing the efforts of the organization’s people. Human Resource Management [NA_HRM] Ing. Miloš Krejčí

5.5. Human Resource (People) Management Human Resource Management [NA_HRM] Ing. Miloš Krejčí Planning Organizing Leading Staffing Controlling

6.6. Human Resource Management Processes Human Resource Management [NA_HRM] Ing. Miloš Krejčí Acquisition Training Appraisal CompensationLabor Relations Health and Safety Fairness Human Resource Management (HRM)

7.7. Personnel Aspects of a Manager’s Job Conducting job analyses Planning labor needs and recruiting job candidates Selecting job candidates Orienting and training new employees Managing wages and salaries Providing incentives and benefits Appraising performance Communicating Training and developing managers Building employee commitment = Builds the ORGANIZATION CAPACITY Human Resource Management [NA_HRM] Ing. Miloš Krejčí

8.8. 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 firm in court because of discriminatory actions or 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 Human Resource Management [NA_HRM] Ing. Miloš Krejčí

9.9. Human Resource Management The bottom line of managing (each manager responsibility): Getting results 1. Builds the business 2. Builds the organization capacity HR creates value by engaging in activities that produce the employee behaviors that the organization needs to achieve its strategic goals. Builds the organization capacity = Getting results by managing others = People makes a differrence Human Resource Management [NA_HRM] Ing. Miloš Krejčí

10. Line and Staff Aspects of HRM Line Manager Is authorized (has line authority) to direct the work of subordinates and is responsible for accomplishing the organization’s tasks. Staff Manager (HR) Assists and advises line managers. Has functional authority to coordinate personnel activities and enforce organization policies. Human Resource Management [NA_HRM] Ing. Miloš Krejčí

11. Line Managers’ HRM Responsibilities 1.Placing the right person on the right job 2.Starting new employees in the organization (orientation) 3.Training employees for jobs that are new to them 4.Improving the job performance of each person 5.Gaining creative cooperation and developing smooth working relationships 6.Interpreting the firm’s policies and procedures 7.Controlling labor costs 8.Developing the abilities of each person 9.Creating and maintaining department morale 10.Protecting employees’ health and physical condition Human Resource Management [NA_HRM] Ing. Miloš Krejčí

12. Human Resource Managers’ Duties Human Resource Management [NA_HRM] Ing. Miloš Krejčí Line Function Line Authority Implied Authority Staff Functions Staff Authority Innovator/Advocacy Functions of HR Managers Coordinative Function Functional Authority

13. H R role within the organization Developing Effective Organization develops and maintains the policies, systems, and processes that support people and organizational excellence People excellence is about ensuring that strategies are in place and the support is there so that people can do their job properly Organizational excellence is highly strategic area of work, responsibility for looking at the overall health of the organization, at its methods and processes to ensure maximum performance Human Resource Management [NA_HRM] Ing. Miloš Krejčí

14. H R role within the organization People Excellence Benefits Compensation Diversity Employee Data Employee Relations/Policies Health & Safety Labor Relations Recruiting Training & Development Succession Planning Human Resource Management [NA_HRM] Ing. Miloš Krejčí Organization Excellence Direction Setting Organization Assessment Work- Process Change High- Performing Organizations Organization Transition

15. Human Resource Specialties 1. Recruiters search for qualified job applicants. 2. Equal employment opportunity (EEO) coordinators examine organizational practices for potential violations; and compile and submit EEO reports. 3. Job analysts collect and examine information about jobs to prepare job descriptions. 4. Compensation managers develop compensation plans and handle the employee benefits program. 5. Training specialists plan, organize, and direct training activities. 6. Labor relations specialists advise management on all aspects of union–management relations. Human Resource Management [NA_HRM] Ing. Miloš Krejčí

16. Trends Shaping HRM Human Resource Management [NA_HRM] Ing. Miloš Krejčí Globalization and Competition Trends Technological Trends Competitive Advantage Trends in the Nature of Work Workforce and Demographic Trends Economic Challenges and Trends Trends in HR Management

17. Trends Shaping HRM Human Resource Management [NA_HRM] Ing. Miloš Krejčí

18. Trends in the Nature of Work Jobs are becoming more high tech, less-labor intensive, require more knowledge and higher skills (human capital) Human Resource Management [NA_HRM] Ing. Miloš Krejčí High-Tech Jobs Service Jobs Changes in How We Work Knowledge Work and Human Capital

19. Today’s HRM Challenges helping the line managers with functional plans assisting in execution of the plans Human Resource Management [NA_HRM] Ing. Miloš Krejčí Focus more on “big picture” (strategic) issues Find new ways to provide transactional services The New Human Resource Managers Acquire broader business knowledge and new HRM proficiencies

20. Business Vision and Mission Vision A general statement of an organization’s intended direction that evokes emotional feelings in organization members. describe in broad terms what the business should be “what we want to become” Mission Spells out who the firm is, what it does, and where it’s headed the firm’s product scope (diversity), geographic coverage, and competitive advantage “what business are we in” Human Resource Management [NA_HRM] Ing. Miloš Krejčí

21. Evidence-Based HRM use of the best-available evidence in making decisions about the human resource management practices you are focusing on Human Resource Management [NA_HRM] Ing. Miloš Krejčí Actual measurements Existing data Providing Evidence for HRM Decision Making Research studies

22. Objectives and Goals Setting S.M.A.R.T. Human Resource Management [NA_HRM] Ing. Miloš Krejčí Assign specific goals Assign measurable goals Assign challenging but doable goals Motivational Goal Setting Encourage employee participation

The MBO Process Set departmental (supporting) goals Set overall organizational goals Discuss departmental goals with subordinates Set individual goals and timetables Measure progress toward goal Management by Objectives (MBO) Human Resource Management [NA_HRM] Ing. Miloš Krejčí The supervisor and subordinate jointly set goals for the latter and periodically assess progress toward those goals. 23.

24. High-Performance Work System High-Performance Work System (HPWS) A set of human resource management policies and practices that promote organizational effectiveness. High-Performance Human Resource Policies and Practices Emphasize the use of relevant HR metrics. Set out the things that HR systems must do to become an HPWS. Foster practices that encourage employee self- management. Practice benchmarking to set goals and measure the notable performance differences required of an HPWS Human Resource Management [NA_HRM] Ing. Miloš Krejčí

25. High-Performance Work System multi-skilled work teams, empowered front-line workers, extensive training, labor-management cooperation, commitment to quality, customer satisfaction. Human Resource Management [NA_HRM] Ing. Miloš Krejčí

26. High-Performance Work Systems Increase productivity and performance by: Recruiting, screening and hiring more effectively Providing more and better training Paying higher wages Providing a safer work environment Linking pay to performance People make the difference Human Resource Management [NA_HRM] Ing. Miloš Krejčí

27. Managing Ethics Ethics Standards that someone uses to decide what his or her conduct should be HRM-related Ethical Issues Workplace safety Security of employee records Employee theft Equal opportunitite Comparable work - pay Employee privacy rights Human Resource Management [NA_HRM] Ing. Miloš Krejčí

28. Summary HR (people) management is the responsibility of every manager. The workforce is becoming increasingly diverse. Current economic challenges require that HR managers develop new and better skills to effectively and efficiently deliver and manage HR services. The intensely competitive nature of business today means human resource managers must defend their plans and contributions in measurable terms. Human Resource Management [NA_HRM] Ing. Miloš Krejčí

29. Key Terms organization manager management process human resource management (HRM) authority line authority staff authority line manager staff manager functional authority globalization human capital Human Resource Management [NA_HRM] Ing. Miloš Krejčí

30. LEARNING OUTCOMES 1.Explain what human resource management is and how it relates to the management process. 2.Show with examples why human resource management (and manager) is important to all functions in the company. 3.Illustrate the human resources responsibilities of line and staff (HR) managers. 4.Briefly discuss and illustrate each of the important trends influencing human resource management. 5.List and briefly describe important trends in human resource management. 6.Define and give an example of evidence-based human resource management. Human Resource Management [NA_HRM] Ing. Miloš Krejčí