HRM-CHAPTER-1.pptx BSBA FM,MM,HRM,BE,AGRIBUSINESS

HRM CHAPTER 1

1. Human resource management Chapter 1 – Introduction

2. 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 in an organization usually done by a manager. ORGANIZATIONS 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.

3. The management process PLANNING ORGANIZING STAFFING CONTROLLING LEADING

4. THE MANAGEMENT PROCESS PLANNING - This involves determining what needs to be done when it should be done, who will do it and how much it should cost. Planning also includes developing strategies for achieving goals that meet the needs of stakeholders (e.g., customers). ORGANIZING - Organizing requires grouping people into teams according to their skills or knowledge so they can work together effectively. Organizing ensures that employees have the right resources available when they need them.

5. THE MANAGEMENT PROCESS STAFFING – It is the process of hiring eligible candidates in the organization or company for specific positions. In management, the meaning of staffing is an operation of recruiting the employees by evaluating their skills, knowledge and then offering them specific job roles accordingly. LEADING - This step is about motivating people/workers to perform better at their tasks (e.g., encouraging workers through incentives such as bonus schemes). CONTROLLING - This step deals with measuring performance against corporate standards or targets set at earlier stages.

6. HUMAN RESOURCE MANAGEMENT PROCESSES HUMAN RESOURCE MANAGEMENT ACQUISITION TRAINING APPRAISAL COMPENSATION LABOR RELATION HEALTH AND SAFETY FAIRNESS

7. Human resource management processes ACQUISITION - the approach of finding and attracting the right talent to apply for open positions at the right cost. Companies can fill a vacant position by hiring applicants through mutual channels, existing employees based on performance, expertise, and ability. TRAINING - the process of acquiring knowledge, skills, and attitude that helps improve employees’ job performance and enables future career growth.  APRRAISAL - the regular review of an employee's job performance and overall contribution to a company.

8. Human resource management processes COMPENSATION - refers to any payment given by an employer to an employee during their period of employment. In return, the employee will provide their time, labor, and skills. It can be in the form of a salary, wage, benefits, bonuses, paid leave, pension funds, and stock options, and more. LABOR RELATIONS - the process between employers and employees, management and unions in order to make decisions in organizations. HEALTH AND SAFETY – it is the process of maintaining a healthy and safe workplace FAIRNESS - refers to the equal and impartial treatment of others by supervisors and co-workers regardless of age, race, gender, national origin, disability, religious beliefs, or sexual orientation.

9. PERSONNEL ASPECTS OF AN HR-MANAGER’S JOB CONDUCTING JOB ANALYSES PLANNING LABOR NEEDS AND RECRUITING 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

10. COMMON PERSONNEL MISTAKES HIRE THE WRONG PERSON FOR THE JOB EXPERIENCE HIGH TURN-OVER HAVE PEOPLE NOT DOING THEIR BEST WASTE TIME WITH USELESS INTERVIEWS HAVE YOUR FIRM IN COURT BECAUSE OF DISCRIMINATORY ACTIONS HAVE YOUR FIRM CITED BY OSHA FOR UNSAFE PRACTICES HAVE YOUR FIRM CITED BY OSHA FOR 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 PRACTIVES

11. BASIC HR CONCEPTS The BOTTOM LINE of Managing: GETTING RESULTS HR creates value by engaging in activities that produce the employee behaviors that the organization needs to achieve its strategic goals Looking ahead: Using evidence-based HRM to measure the value of HR activities in achieving those goals

12. BASIC HR CONCEPTS Hiring the right people for the right jobs and motivating, appraising, and developing them will likely get the results you are seeking Remember that success comes through people

13. 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 Tasks that directly advances an organization in its core work STAFF MANAGER Assists and advises line managers Has functional authority to coordinate personnel activities and enforce organization policies Supports the organization with specialized advisory and support functions

14. LINE MANAGER’S HRM RESPONSIBILITIES PLACING THE RIGHT PERSON ON THE RIGHT JOB STARTING NEW EMPLOYEES IN THE ORGANIZATION (ORIENTATION) TRAINING EMPLOYEES FOR JOBS THAT ARE NEW TO THEM IMPROVING THE JOB PERFORMANCE OF EACH PERSON GAINING CREATIVE COOPERATION AND DEVELOP SMOOTH WORKING RELATIONSHIPS INTERPRETING THE FIRM’S POLICIES AND PROCEDURES CONTROLLING LABOR COSTS DEVELOPING THE ABILITIES OF EACH PERSON CREATING AND MAINTAINING DEPARTMENT MORAL PROTECTING EMPLOYEES’ HEALTH AND PHYSICAL CONDITION

15. HUMAN RESOURCE MANAGERS’ DUTIES FUNCTIONS OF HR MANAGERS LINE FUNCTION Line Authority Implied Authority COORDINATIVE FUNCTION Functional Authority STAFF FUNCTION Staff Authority Innovator/Advocacy

16. Sample HR Organizational Chart for Large Companies Sample HR Organizational Chart for Small Companies

17. Human resource specialties HUMAN RESOURCE SPECIALTIES RECRUITER COMPESATION MANAGER COMPESATION MANAGER EEO COORDINATOR LABOR RELATION SPECIALIST TRAINING SPECIALIST

18. MEETING TODAY’S HRM CHALLENGES Focus more of the “big picture” (strategic issues) Find new ways to provide transactional services Acquire broader business knowledge and new HRM proficiencies THE NEW HUMAN RESOURCE MANAGERS

19. Some technological applications to support hr Technology HR USE Application service providers (ASPSs) and technology outsourcing ASPs provide software application, for instance, for processing employment applications. The ASPs host and manage the services for the employer from their own remote computers Web portals Employers use these, for instance, to enable employees to sign up for and manage their own benefits packages and to update their personal information Streaming desktop video Used, for instance, to facilitate distance learning and training or to provide corporate information to employees quickly and inexpensively Internet and network-monitoring software Used to track employees’ Internet and e-mail activities or to monitor their performance

20. Some technological applications to support hr Technology HR USE Electric signatures Legally valid e-signatures that employers use to more expeditiously obtain signatures for applications and record keeping Electronic bill presentment and payment Used, for instance, to eliminate paper checks and to facilitate payments to employees and suppliers Data warehouses and computerized analytical programs Help HR managers monitor their HR systems. For example, they make it easier to assess things like cost per hire, and to compare current employees’ skills with the firm’s projected strategic needs

21. 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 working environment Linking pay to performance