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Human Resource Management Eleventh Edition


Human Resource Management Eleventh Edition SECTION 1 Nature of Human Resource Management Robert L. Mathis John H. Jackson Chapter 1 Changing Nature of Human Resource ... – PowerPoint PPT presentation

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Title: Human Resource Management Eleventh Edition

Human ResourceManagement Eleventh Edition
SECTION 1Nature ofHuman ResourceManagement
Robert L. Mathis ? John H. Jackson
Chapter 1
  • Changing Nature of Human Resource Management

PowerPoint Presentation by Dr. Zahi Yaseen
Changing Nature of Human Resource Management
  • After you have read this chapter, you should be
    able to
  • Define HR management and explain why managers and
    HR staff must work together.
  • List and define the seven categories of of HR
  • Identify three challenges facing HR today.
  • Describe the four roles of HR management.
  • Discuss why ethical issues affect HR management.

HR Management Activities
HRM Activities
  • Human resource activities support organizational
    efforts focusing on Productivity, Service, and
  • That requires changes in corporate culture,
    leadership styles, and HR policies.
  • 1- HR planning and analyses
  • 2- Equal employment opportunity
  • 3- staffing
  • 4- HR development
  • 5- Compensation and Benefits
  • 6- Health, safety, and security
  • 7- Employee and Labor relations

  • Human Resource Management
  • Is the direction of organizational systems to
    ensure effective and efficient use of human
    talent to accomplish organizational goals.
  • HR in Organization
  • Every manager in an organization is an HR
    manager, however, its unrealistic to expect all
    operation managers like sales managers, nursing
    supervisor to know about employment regulations,
    union contracts.etc.
  • Corporation of HR with operating managers
  • HR specialists design processes and systems that
    operating managers help implement.

  • Management of Human Capital in Org
  • Organization must manage four types of assets
  • 1- Physical building, land, furniture,
  • 2- Financial cash, stocks, securities..
  • 3- Intangible brand name, researches..
  • 4- Human talents employees, experience,
  • professionals, capabilities..
  • All theses assets are crucial in varying degrees.
    However, the human assets are the glue that
    holds all other assets together and guides their
    use to achieve organizational goals.

  • Management of Human Capital in Org
  • Human Capital Is the collective value of the
    capabilities, knowledge, skills,
    life-experiences, and motivation of the
    workforce. Human capital is not the people in the
    company- Its what those people bring and
    contribute in the success of that company.
  • HR as a Core competency HR should be part of
    organizational strength. Because those strengths
    are the foundation for creating a competitive
    advantage. core competency is a unique capability
    that creates high value and differentiates an
    organization from its competitors.

HR Management Challenges
  • Globalization of Business
  • Economic and technological changes
  • Workforce demographics and diversity
  • Organizational cost pressures restructuring

HR Management Challenges
  • Globalization of Business
  • - Global companies across nations. Pepsi,
    Microsoft, Hp, GE, Sony, Toyota, Nokia,
  • - Shift from investment to operate, and
    produce products and services across the boards
    and the effect of security.
  • Economic and Technological Changes
  • Shift in jobs for manufacturing and agriculture
    to service industries and telecommunications.
  • Workforce availability and quality concerns Lack
    of skilled employees.
  • Growth in contingent workforce contractors, part
  • Growth of information technology (Internet).

HR Management Challenges
  • Workforce demographics and diversity
  • More diversity of race, gender, and ethnicity.
    People from different background, women in the
    workplace, and growing of minorities.
  • Organizational cost pressures restructuring
  • Right-sizing", eliminating of layers of
    management, closing facilities, merging, and
    outplacing workers.
  • Intended results are flatter organizations,
    increases in productivity, quality, service and
    lower costs.
  • Costs are survivor mentality, loss of employee
    loyalty, and turnover of valuable employees

HR Management Roles
  • Administrative Role
  • The administrative support operations (e.g.,
    payroll and benefits work) shifted to technology
    ( internet) and outsourcing. The reasons are to
    save money, time, and to focus on strategic
  • Operational and Employee Advocate Role
  • Traditionally HR is the Champion for employee
    concerns, and respond to employees complaints and
    crises. (figure 1)
  • Strategic Role
  • - Long-term implications, ethics bookkeeping,
    and provide competitive advantage.

HRM shifts from operational to strategic
  • Traditional HR Function
  • Reactive
  • Collecting HR data
  • Responding to goals and objectives set by
  • Complying with laws, policies, and procedures
  • Administering employees benefits programs
  • Designing training programs
  • Staffing
  • Applying compensation plans
  • Emerging HR practice
  • Proactive
  • Measuring HR with metrics
  • Setting strategic HR goals and objectives
  • Developing and revising policies and procedures
  • Evaluating benefits strategically
  • Identifying training needs
  • HR planning and linking with external staffing
  • Developing compensation plans

Strategic Role for HR
  • HR becomes a strategic business partner by
  • Evaluating mergers and acquisitions for staffing
  • Conducting workforce planning from employees
    retirements to workforce expansion
  • Leading site selection efforts for new
    facilities, and for international outsourcing.
  • Applying new HR systems to reduce time and staff
  • Working with executives to develop compensating
  • Collaborative HR when group of companies from
    different industries establish HR hop to share
    information and benefit for their experiences.

HR Technology
  • Firms have developed and implemented
    information systems to simplify use of the vast
    amounts of HR data
  • Human resource management system( HRMS)
  • Is an integrated system providing information
    used by HR management in decision making.
  • Purpose of HRMS
  • 1- administrative and operational efficiency
  • 2- strategic and related to HR planning
  • ( see attached example)

Ethics and HR
  • Organizations with high ethical standards are
    more likely to meet long term strategic
    objectives and profit goals.
  • Ethics and global differences Different laws,
    politics, cultural values usually raises ethical
    issues for global employers.( what is prohibited
    here is allowed there)
  • HRs role in organizational ethics
  • HR management plays a key role as the
    keeper and voice of organizational ethics.
  • Ethical issues like misrepresenting hours and
    time worked, employee lying to managers, hiring
    and promoting the favoritism.

Ethics and HR
  • Responding to Ethical Situations
  • Guided by values and personal behavior codes
    that include
  • Does response meet all applicable laws,
    regulations, and government codes?
  • Does response comply with all organizational
    standards of ethical behavior?
  • Does response pass the test of professional
    standards for ethical behavior?

  • Staffing
  • Job analysis
  • Recruiting
  • Selecting
  • Labor Relation
  • Labor Law
  • Workers Rights
  • Unions
  • Talent Manage
  • Orientation
  • Training
  • Career planning
  • HR Development
  • Performance

HR Tree
Equal Employment Fairness Diversity
Leadership Supervisory
  • Total Rewards
  • Compensation
  • Incentives
  • Benefits
  • Risk Manage
  • Safety
  • Health
  • Security

Employee Retention
Global HRM
Employment law
Survey -Satisfaction
Exit Interviews
Job Performance
HR Planning
HR Strategic
Job satisfaction leads to Productivity and quality
How can we increase Productivity?
Competition advantage through Human capital
Job satisfaction
Individual abilities/skills
Employee Retention
The Key
How can we manage our costs?
Management support/technology Culture/ motivation
Job performance
  • HR Strategic
  • Vision/Mission,\/Goals
  • Plan for people
  • Revising Rules
  • Comply with Labor Law
  • Design Policies/procedures
  • Design jobs
  • Recruiting /Selecting
  • Employee retention

We should value Our customers and Our employees
What can we do to Survive in the Market place?
Demands for Productivity/ quality/ service
Increasing competition
  • HR Traditional View
  • -Responding to goals and objectives set by
  • Complying with laws,
  • policies, and procedures
  • Administering employees benefits programs
  • Staffing
  • Applying compensation plans

HR Tree