/" width="695" height="1066" useMap="#Map">
Introduction
to Business MGT 211
VU
Lesson
14
HUMANRESOURCE
MANAGEMENT
Thegoal of
human resourcemanagement
(HRM) is to attract,develop,
and maintain an
effectiveworkforce.
Planning forhuman resources
involvesanalyzing jobs,
forecastingsupply
anddemand
for the numberand
types of workersnecessary in
the organization,and
matching
supplywith
demand for
workers.Recruiting is the
process of attracting qualified
people to
applyfor
open jobs. Humanresource
managers canrecruit either
internally(from within
the
organization)
or externally (from
outsidethe organization).
Organizationsuse a variety
of
methods--includingapplications,
tests, andinterviews--to
select employeesfrom the
pool of
applicants.
Onceworkers
have been hired,performance
appraisals,
whichtypically
incorporateeither
ranking or ratingtechniques,
help managersdecide who
needs trainingand
whoshould
be promoted. Wagesand
salaries, incentives,and
benefit packages mayall
be
part
of a company's compensation
program,playing a critical
role in attracting
andretaining
qualifiedpersonnel.
In
recruiting, hiring,
compensating,and managing
workers,managers must comply
with a
variety
of federal laws.
Equalemployment opportunity
legislationforbids
discriminationbased
on
factors that do not relate
to legitimate job
requirements.The concept of
comparableworth
holdsthat
different jobsrequiring
equal levels of training and
skill mustpay the
same. And the
OccupationalHealth
and SafetyAdministration
establishes guidelinesfor
ensuring a safe
workingenvironment.
Human resourcemanagers must
also dealwith
othercontemporary
legalissues
including employment-at-will,AIDS
and sexualharassment.
Keychanges
that affect theworkplace
today includeworkforce
diversity, themanagement
of
knowledgeworkers,
and the growinguse of
contingent employees. Many firms
are striving to
createworkforces
that reflect theincreasing
diversity of thepopulation,
but not allfirms
have
beenequally
successful in, or eager to
implement, diversityprograms.
Recruiting,retaining,
andmanaging
knowledge workers--employeeswhose
value is based on whatthey
know
ratherthan
on their experience--is a particular
challenge fortechnology-related
firmswho
depend
on them. Hiring
contingentworkers--temporary or
part-timeemployees--is a
growing
trendthat
offers managers
moreflexibility, but
alsocreates a new set of
management issues.
A
labor union is a group of
employees working together to
achieve shared
job-relatedgoals,
such
as higher pay,
shorterworking hours, more
jobsecurity, or improved
benefits. For
unionizedemployees,
the foundation of labor-management
relations is
collectivebargaining,
theprocess
by which unionleaders and
managersnegotiate terms of
employmentfor those
workersrepresented
by unions. Bothlabor and
management have a range of
tactics thatthey
canuse
against each other if
negotiations fail.
1.
THE FOUNDATIONS OF
HUMANRESOURCE
MANAGEMENT
Theability
to attract andretain
talented andmotivated
employees oftenmarks
the
differencebetween
success and failure in
today's competitive
businessenvironment.
HumanResource
Management--set of
organizationalactivities directed at
attracting,
developing,and
maintaining an
effectiveworkforce.
a.
TheStrategic
Importance of HRM
i.
Human resources are
criticalfor effective
organizationalfunctioning.
ii.The
effectiveness of the HR function
has a substantialimpact on a
firm's
bottom-lineperformance.
iii.The
chief human
resourceexecutive of most
largebusinesses is a
vice
presidentdirectly
accountable to theCEO, and
many firmsdevelop
strategic
HR plans that are
integratedwith other
strategicplanning
activities.
77
/" width="695" height="1066" useMap="#Map">
Introduction
to Business MGT 211
VU
HumanResource
Planning
iv.JobAnalysis--systematicanalysis
of jobs in an organization.
1.
JobDescription--systematicevaluation
of the duties,working
conditions,tools,
materials, andequipment
related to the
performance
of a job.
2.
JobSpecification--description
of the skills, abilities,
andother
credentialsrequired
by a job.
v.
Forecasting HR
Demand and Supply
1.
Forecasting the supply of
labor is two tasks:
a.
Forecastinginternal
supply--the
numberand type of
employeeswho
will be in the firm at some
future date.
b.
Forecastingexternal
supply--the
numberand type of
peoplewho
will be available forhiring
from thelabor
market
at large. Large
organizationsuse
extremely
sophisticatedmodels
to forecast
staffinglevels.
2.
ReplacementChart--listing
of each managerial
position,who
occupiesit,
how long thatperson
will likely stay in the
job, and
who
is qualified as a
replacement.Replacement charts
areused
at
higher levels of
theorganization to
plandevelopmental
experiencesfor
people identified as potential
successors to
criticalmanagerial
jobs.
3.
SkillsInventories
(or EmployeeInformation
System)--
computerizedsystem
containing information on each
employee's
education,skills,
work experiences,and
careeraspirations.
vi.Matching HR
Supply and Demand--Aftercomparing
futuredemand
andinternal
supply, managerscan make
plans to
managepredicted
shortfalls
or overstaffing. If the
organizationneeds to hire,
theexternal
labor-supplyforecast
helps managers planhow to
recruit.
78