Human Resource Management

1. HumanResource Management

2. Contents in Brief • Part One: HR Resources Management in Perspective • Development of HR Management: Challenges • EEO and Affirmative Action: The Environment • Part Two: Meeting HR Requirements • Job Requirements • HR Planning and Recruitment • Selection

3. Contents in Brief • Part Three: Developing Effectiveness in HR • Training • Career Development • Appraising and Improving Performance • Part Four: Implementing Compensation and Security • Managing Compensation • Incentive Compensation • Employee Benefits • Safety and Health

4. Contents in Brief • Part Five: Enhancing Employee Relations • Employee Rights and Discipline • Labor Relations • Collective Bargaining and Contract Administration • Part Six: International HR Management and HR Audits • International HR Management • Creating High Performance Systems

5. Job Decision Organization Staffing Successful Organization Motivating People Evaluating Talent Why are you studying HRM? HRM CAREER ASPIRANT NEED AS A MANAGER OF PEOPLE UNDERSTAND PEOPLE WORK RELATIONSHIPS LEARN THE CONTENT UNDER WHICH PEOPLE PERFORM

6. CoreCompetencies • Integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers.

7. Human Resource Management Human Resource Management: Contribute to Organizational Goals Personnel: Record Keeping Management Oriented

8. PERSONNEL MANAGEMENT Coordinates functions of the personnel program Involves a functional approach Emphasizes behavior and interpersonal relations Success judged by results achieved through functions of the personnel program HUMAN RESOURCES MANAGEMENT Coordinates personnel management with organization planning Involves a system approach Emphasizes environments and issues Success judged by contributions to cost reductions and profit growth or service objectives Personnel Managementvs.Human Resource Management

9. Early Development(Pre-1920’s) • Factory System: Industrial Revolution • Mass Production • Scientific Management • Efficiency • Workers Pressed – Labor Union Strife

11. Later Developments(Post-1920’s) • The Human Relations Movement • Emergency Relations Movement • Government Regulations • Technology Revolution

12. Foundations of Human Resources Management

13. HUMAN RESOURCES MANAGEMENT COMPETITIVE CHALLENGES EMPLOYEE CONCERNS Current Focus Overall Framework for HR • Globalization • Technology • Managing change • Intellectual capital • Market response • Cost containment • Planning • Staffing • Job Design • Training • Appraisal • Compensation • Diversity • Age distribution • Gender issues • Education levels • Employee rights • Privacy issues • Work Attitudes • Work and family

14. Functional Specialization Still Essential to Achieve Organizational Goods • Staffing/Planning • Broader Job Design • Recruitment • Selection • Training Staff • Development • Performance Management • Compensation Management/Incentive • Labor Relations/Global Teamwork

15. Competencies of HR Professionals

16. Professionalization of Human Resource Management • Code of Ethics • Literature and Research • Body of Knowledge/University Level Courses Development of Professional Organizations

17. ProfessionalAssociations

20. Professional Characteristics ofHuman Resources Management • Experimentation and research is encouraged. • Organized body of information and knowledge has been accumulated. • The exchange of information is promoted through professional meetings and publications. • Adherence to an established code of ethics is prescribed. • University curriculums for developing practitioners have been created. • A program for accrediting practitioners has been established.

21. Code of Ethics As a member of the Society for Human Resource Management, I pledge myself to: Maintain the highest standards of professional and personal conduct. Strive for personal growth in the field of human resource management. Support the society’s goals and objectives for developing the human resource management profession. Encourage my employer to make the fair and equitable treatment of all employees a primary concern Strive to make my employer profitable both in monetary terms and through the support and encouragement of effective employment practices. Instill in the employees and the public a sense of confidence about the conduct and intentions of my employer. Maintain loyalty to my employer and pursue its objectives in ways that are consistent with the public interest. Uphold all laws and regulations relating to my employer’s activities. Refrain from using my official positions, either regular or volunteer, to secure special privilege, gain or benefit for myself. Maintain the confidentiality of privileged information. Improve public understanding of the role of human resource management.

22. Human Resource Management • Goals/Mission Statements/Visions • Policies • Procedures/Practice I.U. Human Resources

23. CorporateMissionStatements • NCR Shared Values • Walmart Value Statement • J&J Credo • Marathon Statement of Principles

24. ObjectivesWhere are we going? • Essential for Planning Purpose • Rapid Decisions • Consistent Decisions/Reliable • Control of Process • Feedback and Re-evaluation

25. Policies • Need • Formulation by Management and Workforce Teams • Written in clear terms; No misunderstandings • Communication/Dissemination – How? IU Staff Policy Manual

26. Sample HR Policy Statement Subject: Overtime Hours and Pay Purpose: To ensure equitable payment of overtime compensation to eligible employees in accordance with all applicable provisions of federal and state law. Guidelines: • The company’s workweek runs from Monday through Sunday, with normal operating hours scheduled from 8 a.m. Monday through 5 p.m. Friday. The normal daily work schedule for employees consists of an eight-hour day within a 24-hour period. The normal weekly schedule consists of a 40-hour week. Employees are entitled to a daily one-hour unpaid lunch period, and to two 15-minute paid break periods each day.

27. Sample HR Policy Statement CONTINUED . . . • Business demands or production deadlines occasionally may require some employees to work overtime, which means more than eight hours in a 24-hour day or more than 40 hours in a week. Supervisors will try to inform employees well in advance of any overtime requirement. Employees may not work more than their scheduled daily or weekly hours without written authorization from their supervisor. In assigning overtime, supervisors will seek to distribute extra hours equitably among employees who have the required skills and abilities to perform the necessary work. • All employees considered “nonexempt” under the Fair Labor Standards Act will be paid at the rate of time and one-half (1 1/2 times their regular rate of pay) for all hours worked in excess of 40 in one week. Scheduled holidays, vacation days, and time off for jury duty will be considered hours worked for purposes of calculating overtime. Unscheduled absences or time off for sickness, emergencies, or other personal reasons will not be considered hours worked for overtime purposes.

28. Sample HR Policy Statement CONTINUED . . . • Nonexempt employees who work on company-recognized holidays will be paid their regular rate for the extra hours worked, in addition to their regular holiday pay. However, no “pyramiding” of paid holiday work time, treating it as hours worked for weekly overtime computation purposes is allowed. • Employees considered “exempt” under the Fair Labor Standards Act will be compensated for abnormal amounts of extra time worked. Exempt employees will be paid their straight-time rate for all extra authorized hours worked in excess of 46 in a week. • Compensatory time off is not available to any employee--exempt or nonexempt--for work in excess of regularly scheduled hours. • Nonexempt employees must record their daily work hours either on time clocks in their department or time cards supplied by their supervisor. Occasional minor differences--five minutes or less--between a nonexempt worker’s scheduled time and recorded work-time will be ignored. Exempt employees must complete and turn in to their supervisor a weekly report indicating how many hours they spent on exempt work an how many, if any, on nonexempt work. • Employees who falsify their own or another worker’s time record will be subject to severe penalties, up to and including dismissal.

29. Procedures • Implement Policies • Chronological Steps • Periodic Review • Modify as Needed IU Staff Handbook for Professional Staff

30. Human Resources Management:Goals, Policies, and Procedures Org. goals to be achieved Actions to achieve goals Policies (guidelines) governing action Procedures (steps) for taking actions Results achieved Org. goals Possible action for adjustment needed Modification if needed Modification if needed Review of policies Review of procedures Audit results against organizational goals

31. Human Resource Management Information System • Accurate Data • Computer Requirement • Inventories of Talents (KSAs) • Knowledge • Skills • Abilities • KSA: Education and Work Experience What are the Talent/Abilities of the Workforce?

32. Human ResourcesInformation Systems (HRIS) • Computerized system that provides current and accurate data for purposes of control and decision making.

37. Human Resource Management Budget • Support for Managers • Maintain Policies and Communication Vehicles • Financial Plan/HR Budgets • HRIS • Processes and Flows • Surveys and Studies • Support Staff

38. Human Resources Manager Human Resources Planning Division Forecasting Personnel Inventories Planning Models Resource Information Career Paths Employment Division Recruitment Interviewing Testing Placement Orientation Reassignments Terminations Records Employee Development Division Training Program Operators Supervisors Apprentices Training Instructors Facilities Materials Compensation Division Job Analysis Job Evaluation Work Standards Wage Surveys Employee Classification Labor Relations Division Collective Bargaining Legal Grievance Suggestion Plans Bargaining Associations Employee Benefits Division Pensions Profit Sharing Savings Insurance Cafeteria Publications Recreation Counseling Parking Miscellaneous Personnel Research Division Records and Reports Statistical Analysis Manuals Systems and Procedures Policies Personnel Audits Opinion surveys Safety Division Safety Campaigns Engineering Inspections Education Accident Investigation Records Awards Medical Division Examinations First Aid Medical Facilities Health Program Treatment and Services Equal Opportunity Employer Affirmative Action Planning Records Discrimination Complaints Counseling and Liaison Organization of Human Resources Department

39. Academic Training Courses General education (behavioral sciences, English, communications, psychology, mathematics, and business courses including accounting, marketing, and others) Human resources management Supervision Labor relations Organizational behavior Personnel and organizational psychology Sociology Law Electronic data processing Statistics Economics Industrial engineering Extracurricular Activities Professional organizations Publications staffs Student Personnel Association Leadership roles in organizations Qualifications for a Career in HRM

40. Personal Qualifications Integrity Determination Competency Dependability Fair-mindedness Good mental health A sense of humor Ability to tolerate frustration A flexible approach to problems Ability to communicate effectively Patience Objectivity towards others Cooperative and understanding attitude Ability to listen effectively Human Relations skills Desirable Employment Experiences Experience at the operating level Experience in positions of leadership Qualifications for a Career in HRM SHRM: HR Jobs SHRM: HR News Online Occupational Outlook Handbook

41. HR Objectives HR Budgets HR Policies HR Procedures Organizational Objectives Processes of Mgmt Planning Organizing Staffing Directing Controlling HR Functions Performed Job Analysis Recruitment Selection Development Performance Appraisal Compensation Labor Relations

42. Responsibilities of Human Resource Department • In-house Consultant • Structure of Department • Jobs in Human Resources Management

43. Line vs. Staff Authority

44. Human Capital • The knowledge, skills, and abilities of individuals that have economic value to an organization.

45. HRM AS A COMPETITIVEBUSINESS MODEL The Competition Edge: Comes from HR • Value of Talent • Rare Talent (hire, train, motivate best) • Not Easy to Duplicate (Teams/Individuals) • Organized Workforce

46. COMPETITIVE CHALLENGES CHANGE PROFESSIONWhat are the “Competitive Challenges?” • Globalization • Technology • Change • Human Capital • Market Forces • Worldwide Demographics • Workforce Partnerships

47. GLOBILIZATION IMPACTDifferences/Issues • Geographies • Cultures • Laws • Business Practices • Rewards

48. TECHNOLOGY IMPACT • Labor vs. Knowledge • Education Levels • Systems • HRIS - ERP • Database - E-Commerce • Websites for Info “Changes the Enterprise Work Processes”

49. HRM WEBSITES • Cornell School of Industrial & Labor Relations • Society of HRM • TCM Training & Development • U.S. Dept. of Labor • BPO Home Page