Learning Objectives After studying this chapter, you should be able to:

1. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

2. Learning ObjectivesAfter studying this chapter, you should be able to: Describe contemporary human resource management perspectives. Trace the evolution of the human resource function in organizations. Identify and discuss the fundamental goals of human resource management. Describe the job of human resource managers from the perspectives of professionalism and careers. Discuss the setting for human resource management. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

3. Human Resources (HR) The people an organization employs to carry out various jobs, tasks, and functions in exchange for wages, salaries, and other rewards. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

4. What Is Human Resource Management (HRM) ? The comprehensive set of managerial activities and tasks concerned with developing and maintaining a qualified workforce—human resources—in ways that contribute to organizational effectiveness. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

5. Contemporary HRM Perspectives • Recognizing the importance of people as a source of competitive advantage • Hiring, rewarding, and managing people effectively within the limits of the law • Balancing legal and ethical concerns with the needs of the organization © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

6. Evolution of the Human Resource Function Scientific Management, Was concerned with how to structure jobs to maximize efficiency and productivity. The Human Relations EraEmphasized keeping workers happy, since “happy workers were productive workers.” HR Specialists The 1964 Civil Rights Act and other legal regulations made hiring and promoting employees more complex Personnel Management. Organizations grew and created personnel departments to work with employees. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

7. HRM in the Electronic Age • Electronic technology has not drastically affected how human resources are managed, but certainly is affecting on how HRM systems are delivered. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

8. Emerging HR Challenges • Financial crises • Stress in employees’ lives • Managing knowledge workers © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

9. Beyond the Book: HR Managers Advocate “No Lay-Off” • Reasons for a “No Lay-Off” Policy • Severance and re-hiring. • Accrued vacation and sick day payouts. • Pension and benefit payoffs. • Potential lawsuits. • Loss of institutional memory. • Lack of staffers when economy rebounds. • Survivors often suffer from stress. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

10. Goals of Human Resource Management © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

11. Promoting Individual Growth and Development • Education • Skills training • Career development © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

12. HR Management as aStaff Versus Line Function • Line managers • Are directly responsible for creating goods and services. • Staff managers • Are responsible for supporting line management’s efforts to achieve organizational roles and objectives. • Organizations have blurred this distinction. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

13. HRM in Smaller Organizations • Small organizations use operating managers to handle basic HR functions. • Small independent businesses generally operate in the same way as small organizations. • Very small organizations are exempt from many legal regulations. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

14. HRM in Larger Organizations • As an organization grows, a separate HR unit becomes a necessity. • At 200 to 250 employees, it establishes a self-contained HR department. • As growth continues, the HR department develops into specialized departments. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

15. The HRM Function at Texas Instruments © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

16. Human Resource Management System An integrated and interrelated approach to managing human resources that fully recognizes the interdependence among the various tasks and functions that must be performed. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

17. A Systems-Based Perspective • The HRM subsystem both affects and is affected by other organizational subsystems. • Utility Analysis • The attempt to measure, in objective terms, the impact and effectiveness of HRM practices in terms of metrics such as a firm’s financial performance. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

18. A Systems View of HRM © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

19. Beyond the Book: Managing Change in Organizations • Key elements in successfully engineering change: • Link the change through the business strategy • Create quantifiable benefits • Engage key employees and suppliers early • Integrate required behavior changes • Lead clearly and consistently • Invest to implement a sustained change • Communicate continually • Sell commitment to the change © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

20. HRM as a Center for Expertise © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

21. Careers in HR are expected to continue to grow. • How to enter the HR field: • Earn a degree—a master of science or MBA in HR. • Seek an entry level job, and become a line manager. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.