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What is human resource management?

‡ The effective use of people to achieve both

organizational and individual goals

‡ The effective recruitment, selection,

development, compensation, and
utilization of human resources by
organizations
Why care about HRM?

‡ Impact on you as employees

‡ Impact on you as managers

‡ Potential future roles as HR professionals

‡ Impact of HRM on organizations

HRM has increased in importance since
the 1980s. Why?
‡ Globalization

‡ Government regulation

‡ Stronger knowledge/research base

‡ Changing role for labor unions

‡ Challenge of matching worker

expectations with competitive demands
What motivates employees?

‡ Feeling ´inµ on things

‡ Good wages
‡ Good working conditions
‡ Job security
‡ Full appreciation of work that is done
‡ Tactful disciplining
‡ Employer loyalty to employees
‡ Interesting work
‡ Promotion and growth in the organization
What motivates employees?

Rank
‡ Feeling ´inµ on things 8
‡ Good wages 1
‡ Good working conditions 4
‡ Job security 2
‡ Full appreciation of work that is done 5
‡ Tactful disciplining 9
‡ Employer loyalty to employees 7
‡ Interesting work 3
‡ Promotion and growth in the organization 6
(Karl and Sutton, 1996)
( new model of HRM is needed

‡ More strategic (not strictly focused on day-

to-day operational needs)
‡ More proactive (less reactive)
‡ More of a consultant to line management
(less of a bureaucratic specialist)
‡ More of an ´employee championµ (less of
an organizational ´copµ)
Competencies needed for HRM

‡ Personal credibility

‡ Business mastery

‡ HR mastery

‡ Change mastery
(Broadbank and Ulrich, 1994)
Professional organizations in HR:

‡ Society for Human Resource Management

‡ Human Resource Certification Institute

‡ (merican Society for Training &

Development

‡ (merican Compensation (ssociation

SCOPE OF HRM
 Role of HR manager
‡ The Conscience role.
‡ The Counselor.
‡ The Mediator.
‡ The Spokesman.
‡ The Problem-solver/fire fighter role.
‡ The Change (gent.
‡ The Personnel role.
‡ The Welfare role.
‡ The clerical role.
 m
strategies for modern
corporations
‡ Employ people with the most appropriate human
resources.
‡ Create a corporate culture for individual excellence.
‡ eward the people for meeting goals.
‡
anage organisational exit for those whose resources
are obsolete.
‡ Facilitate management initiatives.
‡ Ensure that the mindset of people is receptive to change.
‡
anage cultural transitions like mergers & alliances.
‡ eplace top down interventions with company-wide
participation.
Final thought:

Non Schola
Sed Vita Discimus

(We don·t learn for school,

but for life)

Peter Drucker, ´The New Realitiesµ