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UNIT 11

UNIT 11. Human Resource Management. Learning Objectives. 1.To know the basic functions of HR. 2. To know what qualifications are for HR. 3. To study what are the organizational culture affect HR. HRM.

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UNIT 11

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  1. UNIT 11 Human Resource Management

  2. Learning Objectives • 1.To know the basic functions of HR. • 2. To know what qualifications are for HR. • 3. To study what are the organizational culture affect HR.

  3. HRM The HRM process consists of planning, attracting, developing, and retaining the human resources (employees) of an organization.

  4. Functions of HR HR Planning strategic HR planning; job design Retaining employees compensation; maintenance; labor relations; separation Attracting employees recruiting; selecting Developing employees training & development; performance appraisal 4

  5. HR Planning Planning for the future personnel needs of an organization, taking into account both internal activities and factors in the external environment 5

  6. HR Planning Job Design usually done prior to recruitment the process of describing the work that needs to be done by an employee and specifying the requirements needed in fulfilling the job 6

  7. Attracting Employees Selection the mutual process whereby the organization decides to make a job offer and the candidate decides whether or not to accept it. 7

  8. Steps in selection Job Offer Physical Exam In-depth Interview Background Investigation Testing Initial Interview Job Application 8

  9. Developing Employees Orientation a program designed to help employees fit smoothly into an organization 9

  10. Developing Employees Training a process designed to maintain or improve current employee performance Development a process designed to develop skills and attitudes necessary for future work 10

  11. Developing Employees Performance Appraisal process of providing feedback to subordinates regarding their performance on the job. Informal versus Formal 11

  12. Developing Employees A formalized appraisal process is used for: rating work performance identifying those deserving raises or promotions identifying those in need of further training 12

  13. Retaining Employees Compensation the adequate and equitable remuneration of personnel for their contribution in the achievement of organization objectives. 13

  14. Retaining Employees Labor relations entails recognizing the validity of unions, negotiating for the collective bargaining agreement, and being able to handle strikes and other forms of mass action. 14

  15. Retaining Employees Maintenance the process of providing the following services to employees: career counseling safety & health programs Also involves the minimization of absenteeism and tardiness 15

  16. Retaining Employees Separation the process of re-integrating employees to society; entails the following: employees should be terminated for a just cause a retirement plan must be provided for old employees as an aid when they leave the company. 16

  17. Qualifications are for HR • HR Generalist • A person with responsibility for performing a variety of HR activities. • HR Specialist • A person with in-depth knowledge and expertise in a limited area of HR.

  18. HR Specialists Source: HR Department Benchmarks and Analysis 2004 (Washington, DC: Bureau of National Affairs, 2004), 119. To purchase this publication and find out more about other BNA HR solutions visit http://hrcenter.bna.com or call 800-372-1033. Used with permission. Figure 1–8

  19. HR Certification The Human Resource Certification Institute offers three types of professional certifications for HR generalists. Figure 1–9

  20. GPHR Certification • Global Professional in Human Resources (GPHR) certification subject areas: • Strategic international HR management • Organizational effectiveness and employee development • Global staffing • International assignment management • Global compensation and benefits • International employee relations and regulations

  21. Other HR Certifications • Certified Compensation Professional (CCP), sponsored by the World at Work Association • Certified Employee Benefits Specialist (CEBS), sponsored by the International Foundation of Employee Benefits Plans • Certified Benefits Professional (CBP), sponsored by the WorldatWork Association • Certified Performance Technologist (CPT), co- sponsored by the American Society for Training & Development and the International Society for Performance Improvement • Certified Safety Professional (CSP), sponsored by the Board of Certified Safety Professionals • Occupational Health and Safety Technologist (OHST), given by the American Board of Industrial Hygiene and the Board of Certified Safety Professionals • Certified Professional Outsourcing, provided by New York University and the Human Resource Outsourcing Association

  22. Organizational Culture • Organizational culture • shared set of beliefs, expectations, values, and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals

  23. Sources of an Organization’s Culture

  24. Characteristics of Organizational Members • Ultimate source of organizational culture is the people that make up the organization • Members become similar over time which may hinder their ability to adapt and respond to changes in the environment

  25. Organizational Ethics • Organizational Ethics • moral values, beliefs, and rules that establish the appropriate way for an organization and its members to deal with each other and people outside the organization

  26. Employment Relationship • Human resource policies: • Can influence how hard employees will work to achieve the organization’s goals, • How attached they will be to it • Whether or not they will buy into its values and norms

  27. Organizational Structure • In a centralized organization: • people have little autonomy • norms that focus on being cautious, obeying authority, and respecting traditions emerge • predictability and stability are desired goals

  28. Organizational Structure • In a flat, decentralized structure: • people have more freedom to choose and control their own activities • norms that focus on being creative and courageous and taking risks appear • gives rise to a culture in which innovation and flexibility are desired goals.

  29. Strong, Adaptive Cultures Versus Weak, Inert Cultures • Adaptive cultures • values and norms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective

  30. Strong, Adaptive Cultures Versus Weak, Inert Cultures • Inert cultures • Those that lead to values and norms that fail to motivate or inspire employees • Lead to stagnation and often failure over time

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