1. Human Resource Management

2. 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

3. 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

4. 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

5. Why are you studying HRM?
HRM CAREER ASPIRANT
NEED AS A MANAGER OF PEOPLE
Evaluating Talent
Motivating People
Successful
Organization
Staffing
Job
Decision
UNDERSTAND PEOPLE WORK RELATIONSHIPS
LEARN THE CONTENT UNDER WHICH PEOPLE PERFORM

6. Core Competencies
Integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers.

7. Human Resource Management
Human Resource Management: Contribute to Organizational Goals
Personnel: Record Keeping
Management Oriented

8. Personnel Management vs. Human Resource Management
Coordinates functions of the personnel program
Involves a functional approach
Emphasizes behavior and interpersonal relations
Success judged by results achieved through functions of the personnel program
HUMAN RESOURCES MANAGEMENT
Coordinates personnel management with organization planning
Involves a system approach
Emphasizes environments and issues
Success judged by contributions to cost reductions and profit growth or service objectives

9. Early Development (Pre-1920’s)
Factory System: Industrial Revolution
Mass Production
Scientific Management
Efficiency
Workers Pressed – Labor Union Strife

11. Later Developments (Post-1920’s)
The Human Relations Movement
Emergency Relations Movement
Government Regulations
Technology Revolution

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

13. Overall Framework for HR
Current Focus
COMPETITIVE CHALLENGES
HUMAN RESOURCES MANAGEMENT
EMPLOYEE CONCERNS
Globalization
Technology
Managing change
Intellectual capital
Market response
Cost containment
Planning
Staffing
Job Design
Training
Appraisal
Compensation
Diversity
Age distribution
Gender issues
Education levels
Employee rights
Privacy issues
Work Attitudes
Work and family

14. 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

15. Competencies of HR Professionals
BUSINESS CAPABILITIES
MANAGING CHANGE PROCESSES
HUMAN RESOURCES
Financial, Strategic, Technological
Diagnosis, Influence, Contracting, Intervention, Problem Solving, Relationships, Communication
Staffing, Development, Appraisal, Rewards, Organizational Planning Communication
Making changes up to here took about 3 hours. LKB

16. Professionalization of Human Resource Management
Development of Professional Organizations
Code of Ethics
Literature and Research
Body of Knowledge/University Level Courses

17. Professional Associations

20. Professional Characteristics of Human Resources Management
Experimentation and research is encouraged.
Organized body of information and knowledge has been accumulated.
The exchange of information is promoted through professional meetings and publications.
Adherence to an established code of ethics is prescribed.
University curriculums for developing practitioners have been created.
A program for accrediting practitioners has been established.

21. 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.

22. Human Resource Management
Goals/Mission Statements/Visions
Policies
Procedures/Practice
I.U. Human Resources

23. Corporate Mission Statements
NCR Shared Values
Walmart Value Statement
J&J Credo
Marathon Statement of Principles

24. Objectives Where are we going?
Essential for Planning Purpose
Rapid Decisions
Consistent Decisions/Reliable
Control of Process
Feedback and Re-evaluation

25. Policies Need Formulation by Management and Workforce Teams
Written in clear terms; No misunderstandings
Communication/Dissemination – How?
IU Staff Policy Manual

26. 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.

27. 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.

28. 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.

29. Procedures Implement Policies Chronological Steps Periodic Review
Modify as Needed
IU Staff Handbook for Professional Staff

30. Human Resources Management: Goals, Policies, and Procedures
Org. goals to be achieved
Actions to achieve goals
Policies (guidelines) governing action
Procedures (steps) for taking actions
Results achieved
Org. goals
Possible action for adjustment needed
Modification if needed
Modification if needed
Review of policies
Review of procedures
Audit results against organizational goals

31. 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

32. Human Resources Information Systems (HRIS)
Computerized system that provides current and accurate data for purposes of control and decision making.

38. 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

39. Organization of Human Resources Department
Employment
Division
Recruitment
Interviewing
Testing
Placement
Orientation
Reassignments
Terminations
Records
Employee
Development
Training Program
Operators
Supervisors
Apprentices
Training
Instructors
Facilities
Materials
Compensation
Job Analysis
Job Evaluation
Work Standards
Wage Surveys
Classification
Labor
Relations
Collective
Bargaining
Legal
Grievance
Suggestion
Plans
Associations
Human Resources Planning Division
Forecasting
Personnel
Inventories
Planning
Models
Resource
Information
Career Paths
Safety
Campaigns
Engineering
Inspections
Education
Accident
Investigation
Awards
Medical
Examinations
First Aid
Health Program
Treatment and
Services
Personnel Research
Records and Reports
Statistical Analysis
Manuals
Systems and Procedures
Policies
Personnel Audits
Opinion surveys
Employee Benefits
Pensions
Profit
Sharing
Savings
Insurance
Cafeteria
Publications
Recreation
Counseling
Parking
Miscellaneous
Equal
Opportunity
Employer
Affirmative
Action Planning
Discrimination
Complaints
Counseling and
Liaison
Human Resources Manager

40. Qualifications for a Career in HRM
Academic Training Courses
General education (behavioral sciences, English, communications, psychology, mathematics, and business courses including accounting, marketing, and others)
Human resources management
Supervision
Labor relations
Organizational behavior
Personnel and organizational psychology
Sociology
Law
Electronic data processing
Statistics
Economics
Industrial engineering
Extracurricular
Activities
Professional organizations
Publications staffs
Student Personnel Association
Leadership roles in organizations

41. Qualifications for a Career in HRM
Personal Qualifications
Integrity
Determination
Competency
Dependability
Fair-mindedness
Good mental health
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
Ability to listen effectively
Human Relations skills
Desirable
Employment
Experiences
Experience at the operating level
Experience in positions of leadership
SHRM: HR Jobs
SHRM: HR News Online
Occupational Outlook Handbook

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

43. Responsibilities of Human Resource Department
In-house Consultant
Structure of Department
Jobs in Human Resources Management

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

45. Human Capital
The knowledge, skills, and abilities of individuals that have economic value to an organization.

46. 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

47. COMPETITIVE CHALLENGES CHANGE PROFESSION What are the “Competitive Challenges?”
Globalization
Technology
Change
Human Capital
Market Forces
Worldwide Demographics
Workforce Partnerships

48. GLOBILIZATION IMPACT Differences/Issues
Geographies
Cultures
Laws
Business Practices
Rewards

49. TECHNOLOGY IMPACT Labor vs. Knowledge Education Levels Systems
HRIS - ERP
Database - E-Commerce
Websites for Info
“Changes the Enterprise Work Processes”

50. HRM WEBSITES Cornell School of Industrial & Labor Relations
Society of HRM
TCM Training & Development
U.S. Dept. of Labor
BPO Home Page

52. IMPACT OF CHANGE No Status Quo Always on Cutting Edge
Staff Talents Must Adjust
Very High People Resistance
Creates Stress/Pressure/Adoption

53. 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

54. 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

55. 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

56. 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

57. Hot Links to HRM Articles:
HRM Trends
Alternative Work Schedules
Free Agents