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BA 152 CH1 Introduction to Human Resource

Management
Organization - consists of people with formally
assigned roles who work together to achieve the
organisations goals
Manager - person responsible for accomplishing the
organisations goals, who does so by managing the
efforts of the organisations people
Management Process - 5 basic functions
1. Planning
- establishing goals and standards
- developing rules and procedures
- developing plans and forecasting
2. Organising
- giving each subordinate a specific task
- establishing departments
- delegating authority to subordinates
- establishing channels of authority and
communication
- coordinating subordinates work
3. Staffing
- determining what type of people you should
hire
- recruiting prospective employees
- training and developing employees
- setting performance standards
- evaluating performance
- counselling employees
- compensating employees
4. Leading
- getting others to get the job done
- maintaining morale
- motivating subordinates
5. Controlling
- setting standards such as sales quotas,
quality standards, or production levels
- checking to see how actual performance
compares with these standards
- taking corrective action, as needed
Human resource management - process of
acquiring, training, appraising, and compensating
employees, and of attending to their labor relations,
health and safety, and fairness concerns
Why is human resource management important
to all managers?
1. Avoid personnel mistakes
2. Improve profits and performance - getting results
is the bottomline of managing
3. You too may spend some time as an HR
manager
4. HR for entrepreneurs - you might end up as your
own human resource manager

Authority - right to make decision, to direct the work


of others, and to give orders
1. Line authority - gives managers the right to
issue orders to other managers or employees
- creates a superior (order giver) - subordinate
(order receiver) relationship
line managers - authorised to direct the work of
subordinates and is responsible for accomplishing
the organisations tasks
2. Staff authority - gives a manager the right to
advise other manager or employees
- creates an advisory relationship
staff managers - managers who assist and advises
line managers
Line Managers Human Resource Duties
1. Placing the right person in the right job
2. Starting new employees in the organisation
(orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining cooperation and developing smooth
working relationships
6. Interpreting the companys 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 Managers Duties
1. Line function - directs the activities of the people
in his own department and in related areas
2. Coordinative function - functional authority
- ensures that line managers are implementing
the firms human resource policies and
practices
3. Staff (assist and advise) functions - assisting and
advising line managers is the heart of the human
resource managers job
innovator
role - providing up-to-date information on

current trends and new methods for better utilising


the companys employees
employee advocacy role - representing the interest
of employees within the framework of its primary
obligation to senior management
implied authority
Functional authority - authority exerted by an HR
manager as coordinator of personnel activities
* size of human resource department reflects size of
the employer
Figure 1-2 HR Organisation Chart Small Company
(p9)

New Approaches to Organising HR


1. Transactional - uses centralised call centres and
outsourcing arrangements
2. C o r p o r a t e - f o c u s e s o n a s s i s t i n g t o p
management in top level big picture issues
3. Embedded - assigns HR generalists (aka
relationship managers or HR business
partners) > localised HRM assistance
4. Centers of expertise - provide specialised
assistance in areas
T h e Tr e n d s S h a p i n g H u m a n R e s o u r c e
Management Figure 1-4 (p11)
1. Globalisation and Competition Trends
Globalisation - tendency of firms to extend their
sales, ownership, and/or manufacturing to new
markets abroad
- sales expansion, new foreign products, cut
labor costs, forming partnerships
Job offshoring - employees abroad do the jobs that
nationals formerly did
2. Indebtedness (Leverage) and Deregulation
3. Technological Trends
Facebookrecruiting - companies have a seamless
way to recruit and promote job listings from directly
within Facebook
4. Trends in the Nature of Work
a. high-tech jobs
b. service jobs
c. knowledge work and human capital - best
jobs that remain require more education and
more skills
Human capital - refers to the knowledge, education,
training, skills, and expertise of a firms workers
5. Workforce and Demographic Trends
a. generation y / millennial - high performance
and high-maintenance
b. retirees - raging workforce, not enough
younger workers to replace projected number
of baby boom era older-worker retirees
c. nontraditional workers - those who hold
multiple jobs, or who are contingent or parttime workers, or who are working in alternative
work arrangements
d. workers from abroad
6. Economic Challenges and Trends
The New Human Resource Managers
1. They focus on more strategic, big picture issues
2. They use new ways to provide transactional
services
3. They take an integrated, talent management
approach to managing human resources
Talent management - goal-oriented and integrated
process of planning, recruiting, developing,
managing, and compensating employees
4. They manage ethics

Ethics - standards someone uses to decide what his


or her conduct should be
5. They manage employee engagement
6. They measure HR performance and results
7. They use evidence-based HR management
- use of data, facts, analytics, scientific rigor,
critical evaluation, and critically evaluated
research/case studies to support human
resource management proposals, decisions,
practices, and conclusions
8. They add value
9. They have new competencies
- helping the firm and its employees gain in a
measurable way from the human resource
managers actions
The Human Resource Managers Competencies
Figure 1-7 (p21)
1. Talent Managers/Organisational Designers
- with a mastery of traditional human resource
management tasks such as acquiring,training,
and compensating employees
2. Culture and Change Stewards
- able to create human resource practices that
support the firms cultural values
3. Strategy Architects
- with the skills to help establish the companys
overall strategic plan and to put in place the
human resource practices required to support
accomplishing that plan
4. Operational Executors
- able to anticipate draft and implement the
human resource practices the company needs
to implement its strategy
5. Business Allies
- competent to apply business knowledge that
enable them to help functional and general
managers to achieve their departmental goals
6. Credible Activists
- with the leadership and other competencies
that make them both credible (respected,
admired, listened to) and active (offers a point
of view, takes a position, challenges
assumptions

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