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Chapter 1

The document is a comprehensive overview of Human Resource Management, covering various aspects such as the legal environment, global influences, and decision-making processes. It includes detailed chapters on recruitment, workforce management, compensation, and performance appraisal. The content is structured to provide insights for both future HR managers and general managers, with practical case studies and ethical considerations throughout.

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7 views52 pages

Chapter 1

The document is a comprehensive overview of Human Resource Management, covering various aspects such as the legal environment, global influences, and decision-making processes. It includes detailed chapters on recruitment, workforce management, compensation, and performance appraisal. The content is structured to provide insights for both future HR managers and general managers, with practical case studies and ethical considerations throughout.

Uploaded by

s.felipa
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF or read online on Scribd
IcUch Inter-Continental University of the Caribbean cORISES HUMAN RESOURCE MANAGEMENT irl eemg t. Martinus Buildi “eb $599.9 766-4300. For Adrienne, Jessica, and Reece the woaner who neat the mast to me (AD) For Matt, who makes my daughter smile (RWG) eve ble: Gaon Honan state Sprang Et: Use fase Senior Maret Manager: Nc ne ‘Sena Dende Fe: one Davkewicr Proj Hor Shey heron ‘Arta Deg Mg abr {Cover De Mang Ane Kata Sonor Phat itr ener Meyer Dare ‘Scr Capotion Buyer: Chuck Baton New Til Projet Manger: aes Lonergan Marketing Aste: Kten Es Maley trial sit Anthony DA, Cover inege-© Dig Visioneer Photo credits penn pge 53, xcept for pages 1,37, 113,297,324, and 46 Copright ©2086 Houghton Min Compan A igh reseed ek maybe produced o tannin ay frm ox byany mets, rani ncog Peeping ana reg a yeas ‘ore researc mt he pre wren peso of Howon Sin Company ues ch capying exter fl copyright des ‘agus Cole: Pemisons Moughon Min Company 2% Beak Set eon MA amet Printed inthe USA. vary of Congres Coat Number: 200782795. Sule Eo (af orig) — Isa iso7eoaicmsins ISBN fo-016 90190 aa Copy— an 970618580 ISBN i-oaie-e390-7 345678 9-CRK-11 10.09 08 o7 Brief Contents ‘An Overview ef Human Resource Management 1 1 TheNtureof Haman Resource Management 2 2 TheLegal Bavirenment 3¢ 3 TheGlobl Envioament 69 44 TheCompaiiveEnvironment 103 PART TWO. Dedsion Making in Human Resource Management 143 Pant THR Fant Four Aopendic “append? '5 Information frMaking Human Resource Dectons 144 6 Organizational form and Siruture 175 7 Recruitment and Section 207 TEE Managing theExisting Workforce 253, {8 Managing the Dee Wokdore 254 19 Compensation mid Benes 281 10. Ferfomance Agra and Career Management 316 11 Managing Labo: Relations 358 42 Sf Heth, Vel-Being and Secuiy 388 JR Enhancing Performance 421 12 Motvtionat Work 22 14 Peformance Emancement Tchniqus 4 aman Retour Information Systems 489 tn and Research in Human Resource Management 496 ‘About the Autos fae 3 Fone An Overview of Human Resource Management 1 we}_TheNature of Human Resource Management_2 “contemporary Human Resource Management Perspectives 5 Evolutionof the Human Resource Function 10 ‘Onpns ofthe ran esuree netion 10 Porm Magee 13 Human eurce Manageent Tay Human sree Managment nthe Becton Age M4 ‘Goals of Human Resource Management 15 ‘ocatng Opmisonl Compattveness 16 Eenncing Prodeciviyand Quality 16 ‘Complying ih Lal od Social OMiptions 17 inl Groth an Deoprent 17 ‘The Setting for Human Resource Management 19 Ta Remree Management oa Sta ers Lie Function 19 ‘Thetlamn Resouce Deparment i Salle Vers arp “rgeistans 20 ‘rnetlomen Reouce Managemen! Sytem 22 Human fasourceManagers 24 ‘Proksonsls and Homan Resource Management 24 vere Hlaman Resource Mangement 25 Human Resource Functions andthe Organization of This Book 26 CChaptSummary 29 KeyPeinteforFuture HRManagers 30, KKeyelntsfor Future Gunerl Managers 30 Review and Discusion Questions 30 ‘onng Cassese suasoneopie 21 Buichig Management Skils 32 thc Dilemmas in Management 32 HRintemat terse 33 LMRinhe 21tCentury:AShorogentheWork Force 7 f PointCounterpoint: Ousourcng 9 fe TheLightersideo! HR TT Hep Britaying ePrice 18 Chanter® _TheegalEneeonment 24 TheLegal Context of Human Resource Management 36, The Retry Environ of Hanan RsoreeManapencn 36 ai Arno Ll Rulon 37 Equal Employment Opportunity 38 Discrimination bd Eq Employment Oppateisy 38 Proved Clss inthe Worker Arma Aco ad Reese Dciminaion 44 Sowa! Harmen Work 46 the Ege Employment Opportunity Legion Ak Enforcing Eq ployment Opportunity 53 ‘Other Areas of Human Resource Regulation 56 ‘el especies on Compensston and Beets 5? gil specter on Lar Heaton 5? Employee Softy and eth 38 Drenthe Weegee 59 Man Clsingsand Employ Rigs 60 Prise erat Wook 0. ihe Homan Resource Management 61 vatating Legal Compliance 61 Chapter Summary 6 Ke Pointstor Petre HR Managers 64 Key Points for Fture General Managers 65 Review and Discussion Questions "65 lsingCaseenteid nd Sexual arssment 66 ‘uuing HR emagement Sls 67 tical Dilemmas in WR Management 67 Hiinternet xerclse 68 © TheLighterSideof HR_37 1 HRinthe 2st Century Tends nthe Amat ction bore 47 1 Poh Counterpoint Privacy or Saunt? 62 (Chapter The Global Environment _ 69 ‘The Growth of Intemational Business 71 ‘lobellsues in international Human Resource Management 73 ‘aterational Human Resource Management Slay 78 UUnderaanding the Cater Enitonment 76 Understanding the Plea and Leal Exrironment 0 ‘The Human Resource Function in Internationa Business 83. Geral Homan Resource eet ateoational Bsnes 84 ‘Specie Human Resour lamer in Intationalasnes #2 Domesic sus in international Human Resource Management 88 Lal Reraingand Slecson lees 88 Leal Taining eves 39 Teel Compenston Ise: 89 omen . Managing international Transfers and Asignments 91 Cranes Exits 9 Chapter Summary 98 Key Pointstor Feature HR Managers $9 ey Points for ature General Manages 99 Review and Discusion Questions 100 ‘Conny Cavemen Resourcerondininations Magers 100 Building HRMacagement Skis 107 Ethic! blemmasin HR Management 102 1 PointiCounterpolne Wages ond ondasinForign Pons 79 1 ttega Brief Chid Labor and ntematbnal Bune 82 1 Wtaround the Globe:ToocoWantsOnyteBest 90 “TheCompattve Enviroment _103 ante "The Competkive Evironment for Human Resource Management 105 ‘Astate Penge» 108 ‘Thetmiseee of Onpnipationsl Pupeand Mision 10 The tnuene ofthe Top Management Team 117 Corporate, Business and Functional Strtegis 113 ‘apart Seneca oman Reouce Management 114 oss Sagara Human Resoure Management 117 Fancanal Steir nd Hunan Rerce Management 119 Human Resource Strategy Formulation 119 The mpctofCrannation Design 122 ‘Thetis Corporate Clue 3 ‘FrelmpctafUnintaton and Cove Baring 12 Human Resource Strategy Implementation 125 Evaluating the Human Resource Function in Organizations 127 Chapter Summary 129 KeyPointsforFetareHR Managers 120 KKeyPoints for Future General Managis 130, Review and Decusion Questions 30 {hosing Casetome Depts Changing Competive Landscape 131 HRManagement kills 132 ‘HRlnteret Exercise 133 1 PointlCounterpoin Bet PraccesorCaningeney Approach? 107 The ightersideof HR 113 Wk Around the Gabe! slending he Mutintona Mix 121 me PART TWO” Decision Making in Human Resource Management 143 ‘chapter tformation for Making Human Resource Deisons ‘Maman Resource Planning as Source of Information 147 vetting the Sippy Horan este lator foe rend kas Foreign Taam Reouny 181 StategyasaSource of Information 152 InplstoneofaCromthSsigy 4 Ipcaionsofs Soin Staley 185 Inpaions of Robtn Sty 188 Economic Conditions asaSoureof information 156 ‘Unemployment Rate 156 ae Wage Rate 157 Haman Caplin 158 ‘Job Analysis 2 Source of information 158. ‘TheJob Analysis Process 161 Determining formation esis 161 Determining Method fr Otsining Information 162 Determining Who Wi Cll Information 162 Job Analysis Methods 163 Calling fob Abi Data 163 Sci fb Aaya Techniques” 164 nb Descpinsund Job Speciation: 168 Moiing Cmpetences athe En of theTob” 168 a ite nf Analy 170 Chapter Summary 171 Key Points tor uture HR Managers 172 ‘ey Points fr Future Ganeral Managers 172 Review and Discusion Questions 172 ‘losing Case: Doing the Dirty Work 173 ding HR Management Skils 174 tical Dilemmas nA Management 174 ‘RloternetBeerse 174 1 HR Around the Globe: ntenational Relations 01 150 1 HR inthe 21st Century sy Come sy Go 183 ‘Chogter6 Organizational Form and Structure _175 avteré Organisational FormandStruetwe 175 Fighting the Organization 178 “Temporary Solutions for increased Demand formployees 178 “Temporary Workers 179, Bnplore Laing 180 Part-Time Wore 180 eating wn cing nd ter Sats aps Tegal ner nals 1 Teimination 188 Mansging vty Toone 18 Progr Dac 189 Enplomen 0 Wil 191 Employee Retention 198 erage Vnesry Tarnvee 1 Mole of hefner Process 198 Theat fap Gossiatcen 197 The Hed fob Danson 199 Messing ond Mantring Jb Stsacton 201 Neca Sratgs 202 aluating the Rghtsiing Process 203, Chapter Summary 203 KeyPointsfor Future HR Managers 204 Ney Points for Future General Managers 204 Review and Discussion Questions 205 {hosing Caseetaining the Best Employes 205 ‘Building HRMonagement kis» 206 Ethical Dilemmas in HR Management | 206 Hilnternet Exercise 208 1 HR Around the Globe:Exprting obs? 186 B PointiCounterpointEpoye terion 195 f hnin the tat Century Aentaimasen Enilent 200 Chapter? _Recrutmentand Selection _207 Panning [Link] Selection 209 SourcesforRecruts 211 Tater Recrilog 211, Metods for lteralRcring, 212 ner erating 213 ‘Methds or xtra Recruting 214 BestoncRetiag 216 Inert A Mited Model 217, aliicJob Previews 218 ‘Sepia Seletion 220 ase Slcton rer 221 Popular Selection Techniques 224 “aplstione a Bairound Checks 225 ployment Tes 225 MtkGimladons 230 snl tterions 230 ‘er Sesion eters 232 ‘ha Selection Decision 234 sine nator: 244 Seto Enon 2M Legalssuesin Selection 236 ‘Evaluating Recruiting nd Selection Activites 236 Chapter Summary 238 Key Points for Future HR Managers 239 Key Points for Future General Managers 229 Review and Discussion Questions "240 ‘losing Case ring High sk Emplojes Con ay OM orBusress 240. ‘ullaing HR Managemen Ske 242 thea Olemmasin HR Management 242 Hitntemet trrcne 242, 2 HR inthe 2128 Century: Inerahips Go Virtuo Fs Sok Woy to Save 219 1 PoitiCounteroint Selecting orFvers Sil 223 YART THREE Managing the Existing Workforce 253, Chapter’ Managing the Diverse Workforce 254 “The Nature of Workforce Diversity 256 ‘The Mening of Workforee Dest 256 “Tendsin Waki Doesy 238 Dersty Managemen Versus Equal Employment Opportunity 259, ‘Sires Among Peoples Work" 258 Dieces Among People at Werk 259 etal Treatment Versus Equitable Tresiment 259 Dimensions of Diversity. 261 ‘Ape Disrbtons 261 Ceaser 261 Bhscty 262 Disbiity 256 Othe Dimensons of Diesiy 265, “Thelmpa:t of Diversity on Organizations 266, ives st Social Change” 266 Divastyand Competitive 266 Divesityand Confit 268 ‘Thedostom Line on Dversty 269 Contents ‘Managing Dversky in Organizations 270 Trlekhat St or DielingwthPvesty 270 ‘Onna Step Destin ih Dhiy 27 ‘The Muttiura Organization 275, ‘chapter Semmary 277 key Pointsfor Future HR Managers 278 Key Points forFuture General Managers. 278 Review ad Discussion Questions 278 Coting Cave: The an ty 279 Building HE Management Skil 279 Ethical Dismenasin HR Mangement 280 ‘Rioters Exercise "280 1 WAround the Globe: To Ute Overy? 268 1 Poit/Cousterpoint shold Our Soci Move rom {he Malng PtP? 273 2 HitLega fiefs The Mets of Overy Traning? 274 fits 28 (Ghapie'9 Compensation Developing 2 Compensation Strategy 283 le Purpose Cmpensiion 284 Wigs Vu Slries "286 Steg Options for Compton 287 Daten Compensation Strategy 290 Determiningthat to Pay 291 Tob Brolin Methods 29 Prrfor Snowe Skil Based Pay 295 Wage and Salary Administration 297 ParSeceey 297 PayConpresion 258 Basi Considerationsin Benefits Programs 298 "The Coot of Benefits Program 299, ‘anpons of Benefits Programs 299, Mandated Benefits 300 ‘Unemployment surance 300 SecalSeurty 302 Workers Campensition 302 [Nonmandated Gonefts 303 TanuraneeCoveage 303 Private Fon Plane» 303 PudTine OF 304 Other Brees 305 Cafe Spe Benes Plans 308 Legal leuesinCompensationand Benefits 309 Evaluating Compensation and Benefits Programs. 310, ‘ChapterSummary 311 KeyPointsfor Future HR Managers 312 ey Points for Future General Managers 312 Review and Discussion Questions 313 ‘losing Case: Morin ty the Hou et Gene Motors and Wal Mart 342 Bulding Ht Management Skis 314 Ethical Dilemmas in HR Banagement 314 internat Exercise 313, 1 Rin the 21st Century Negoriing Sloeson tbe Web 285. inthe 215tCentury: imum Wage Miinun Wages? 290 1 Point/Counterpoint: Whar shou Bethe Baxi forConpenation? "296 1 ThelighterSideot HR 297 ‘chapter 0_ Performance Appralea and Career Managem Why Organizations Conduct Performance Appraisals 318 ‘The portance of Peformance Apa! SHR Gatco eronmance Appr 319, ‘Te Performance ApprasalProcess 321 The ale the Organon 521 ‘Theol a the Rater 323 ‘Thefeleaf the Rate 323 Who Perms the Performance April? 324 Whar Gets ated? 327 Woo should Re Ratt 329 Methods for Appraising Performance 330 Tanking Methods Verse Rating Methods 230, Specie Rating Metods 32 Which pem eB? 336 General lve in Performance Appraisal 337, ‘Cotetal Peformance 337 Deficiencies in Appa Methods 337 Fellow-up to Appraisals 339 Evaluating the Performance Appraisal Process 340 Logallsuesin Performance Appraisal 340 The Hatureof Careers 341 ‘TheNensingof Carer | 341 ‘Tradional Carer Stages 342 New View Care Suge 30 lsuecFeig Oke Woes and th Deciiono Rete 344 ‘uman Resource Management and Career Management 345. ‘Organinatonal and Indi Pespectveron Caters 38 ‘helimportanc of Caer Panning 347 ‘The ComequencasofCarer Panning 38 Career Development sues and Challenges 349 “Carer Couneing Programs 349 inl Corer and Were Famy les 350, valuating Carer Management Activites 251 Chapter Summary 352 ey Pointsfor Future HR Managers 353 Key Pointsfor Future General Managers 353 Review and Dicurson Questions 354 ‘losing Cases Acted Performance Reviews Mayprove Retention 354 Bulling HR Management Skits 355 tice Blemmarin HR ianagement | 356 internet Exercise 387 19 ThetighterSideof HR 528 1 PoitICounteroint 360 DegieFeabock 328 B Hitepal Bret deniving oFemsWosr employes 331 (chapter) ‘The oleof Labor Unions in Organizations 360, Misorcl Devdopmentef Unions 360 Lapa Context af Unions 362 Umea Srctns 365 “rendsinUnionzation 366 Trenein Union Membership 367 Trends in Union Management Reltions 38 "hed in BaginingPepectives 370 ‘The Unionization Process 371 ‘Why Employer Unione 371 Sepsin Unniation 372 Deseifeation Unions 373 ‘The Collective Bargaining Process 373 Peoring or allen aroising 374 Seng Prameter or Calle Being, 374 Negotiating Labor Agreements 374 "The Netto recess 375 nvr ecive Neotaion 376 Rechinglnpaser 37 ‘Administering Labor Agreements 379 Labor Unionsin the Twenty-First Century 380 “RepcementSoucesofLabor 360 Unions snd he Betonie ge 38) Chapter Summary 383 Key Pots tor Future HRManagers 383 Ney Points tor Fature General Managers 304 Review and Olcssion Questions 384 {hsingCareining the BalebutLosng he War? 304 ling HRManogemant Skis 386 thea Dilermarin HR Management| 386 Rlnternet Erercise 387 1 Polt/Counterpoint:AreLobr Unions SilNeesan? 368 1S Hin the 21tContry:Emergng Tends inUnorizaton 368 Coma il Additional esvesin Motivation 481 Towne Motion 4 ‘chapterSummary 443 KeyPointsforFuture HRManagers 488 Key olnstor Future General Managers 406 Review and lscusion Questions 444 Closing Care: otatinal Sos 445 Bulding HRManagement Skits 446 Ethical Dilemmas in HRManagement 446 internet Exercse 487 fs Hin the Ist Century: TenobleChoiee 427 1 polntCounterpointRenfocerant Versus fre il 432 Chapter 14 Performance Enhancement Techies 448 ‘Enhancing Performance at Diferent Levels 451 "Fisingand Devdopment 4ST Tob edegn 5 AterateWork Arrangements 457 Abert Work eked 458 ‘Nternate Work Str 460 tncantvesand Peformancesased Rewards 462 Thuis fncentve Pay Pans 463. “eamand Group Incentive Pins 465 Performance ManagementandFeedback 468 ‘rfomanc Management ehnigoss 468 DroMES 472 xalating Performance hancement Programs 473 Chapter Summary 474 KeyPolntstorFutore HR Managers 475 Key ols or Future General Managers 475 Review and Olcusion Questions 476 Closing CatesEnancingPromance at HP 476 Dullding HRManagement SKS 477 amin the 2st Century: Creating Humane Work Scecies 460 1 TheLightrSide of HR 454 rolwenunterpein For Urarinidvlincenves 66 a Chavter 12 Safety. Health WelLBeingandsSecuty 388 Employee Safty andHeatth 390 Coon Workplace Haars an Tveas 390 ‘Onpintonsand OSHA. 390 {Conoling Asidetat Work | 394 {Conalingecipatonl Dees 395 ‘he Phyl Emdronment 395 ows of Work 395 ‘Moinn, Tempest Fc and Space Dein 396 Heath-andStrese-Management Programs 398 ‘Cast Set Wark 38 Daten in How One Experiences Stss 40! Consequence of Seat Work 402 ‘Watncs Pops Oreietions 406 DIDS inthe Worle #06 Securtylsues 406 CChapterSummary 409 KeyPointsfor Future HRManagers 409 eyPointstor Future General Managers, 410 Review and Dicusion Questions 410 Cloning Case: Sas Comesto Georgi Pucic 410 Building HR Management Skis 417 Ethical Dilemmasin HR Management 412 FimintenetErrcze | #12 inthe 2st Century: Sung he Perfect Work Envronment 387 TE Hfinthe 21stCentury: To Much ecology? 40% 5 PoinlCounterpolne ot Enough Stes? 408 ee = FaRTFOUR Enhancing Performance 421 chapter Motivation at Work _422 [Basic Modatof Peformance 425 Motiationand Needs 425 Process Theories of Motivation 428 Seinfreme Theory 428 Exgectancy Theory 4 Exuity Theory 6 ‘Raine Model of Motion 436 ‘other importantTheores 438 ‘Goa Theory 32 >i omen Appendsc1 Human Resource formation ystems 409 wate Human Resource Information Systems (HRISS? 490 The Neuf ifotion Tacelopy 190 Tha Resource fermion ens, “2 Potential Uses of HISS 491 TR Eurctone 492 Record Kespng td Heport Genin 492 Issues and Concerns inthe Use of HRISE 493 opal 93 Bile 484 condusions 495, ‘Appendix? Dataand Research in Human Resource Management 496 Determining Causal Relationships 497 Common ti Research sues, 498 Srp an Sampling 499 Menurerent ses” 500 Sata tues” 500 ‘otherTechnica isuesinHR Research 502 "Wty Generation 503 Uilty Anais 308 Endnotes 506 Glossary 524 Nameindex 535 Organization andProductIndex 541 Swjectinder 543 eo al ood mic lossy Chars N-tstey Sin Hat State ‘Weve vas Googe Wesnon Unter Uniesiy Uae Shon Rees yl Sle [Link]'icey Newtek aniiy The Rung State Crall Univsiy Fea esa Unmesiy Gerolyn Wiley Wo Tw AM Rebs A. Thacker Tae Unity of Toner Uns Ohio Uniasiy nChentowee ‘ws CS Motenine Calle ‘Weslo want o Hank the pofonss a Houghton Mifin espe Ut Is Cougs len, osnne Baewic and Shelley Dicken whoa vations tines € ‘Shdgdt threatened, supported nd bnowbest us to gt the book fished, and nak te best we end We hope you ae plese withthe final product. lly we tnt thank fly and ends for tei sugport through the ent pce These ae thefts wi had to sen to ein eas (even ent ANcent so brian) and complaints about uneasonaMe reviewer (who tr ‘Tre and thoweetrs who ep peering sto get the ook finshed (who ian" Without thet help thi Book would never have been completed. We = ‘Specly indebted to Clendn Grifin and Adsense Cae, who play the mt earns pornerclahrstors cllngis, nd best ends. I wih ll Tove eset sl appeciaton tat we deat this bok them. Angelos. Ded. RiekyW. Gait The Nature of Human Resource Management "Feng gman ‘btzuton Pret ll Goo ‘The setingforHeman Resource Management ‘Sovran Human Racor anc Organon of Tis Book Are sudyng ne chee osha 1 character contr huran ‘erource manapenentpnpeives 2 Summa te eon ofthe 1 nly net damon. 2B iia sonst or debe ebm enue man ‘he human sou rage 1 Ors hum eee nget intemsof het potesontam and tmnt word today. Uli other moj es, bower, Southwest oes oY ere ote sevemealson SMM, subst to a7 Semeiniset empezed rearation 57 hove reeoned sat sp ee borne 8 Bt as fr bogs footer ae nF bass the lowest Tight profs ond requ ly asthe fghest ev stein, producti, and ‘ster satiction in the vu Ins today. a onsen ecogeand ws one ihe meted comps ves nthe United Sates nk Innit 208. ‘One toSouhnes sc soca ate create he gentry ound tn! Tong tine eit excuve tear (C0) He alee, Iecionatelytnown a Uncle Hie Southwest employ: From th compan ea ‘St do Keefer deed to ‘ste i employers feel ke part one bp tam. Tone Ree eb oy tht m0 em bloyee would bel of nde sometimes ptchedn ‘nana ket coureer ogee conveyerbecame oo ‘rode An for yes Souwes Ras ered mon the competion an advancement oppatniies ‘nd seed employee invlverent in every esto the frmsoperaons Ase eto the anigu cite Southwest ouinely mates Fone mapa’ nn stat he best places to work “swore commited provide our Lemployeesa stable workenvronment ‘wth equl opportunity or learing «and personel growth, Creativity and lamovation are encouraged for Improving the etfectivenessof ‘Southwest Airing. Above al “Employees willbe provided the some concen respec and caring atinude within the organization that they are expectedto share external with ‘every Souhest Customer.” Frome Soutrwest ns Mion “Satementsutmestzon biol, candids nse to hove the resus cesar to perfor theo or which hyo Being Considered ut beyond techie sa, sucess ap pleats must abo damonstae he capcty To Oe ng wit ters ob eam Dyer andtobewlingtopch In wherever rane rerum prodes 2 fess, smut Ir and enjoyable work en torment eset po, good benefits, opportunites t a0: ane ado eer. Surmwestsapanach to desing wah scree a they do indeed ven then Seles prt of on Bea fase 1 ok together the best intrest ofthe com ary. Th fm hr the lw mover inthe ey and 4 wrororce commited 1 fe bhity and Sanovato. Cuting the Pesan Gul rin 1990. 1991, mere than enechird of the e's employes took 3 ‘eluran py ett ep ft ioe tft pice othe fr could emai rot able A Southwest ecprcied in 200 when be meth ony major US ne nto imate bso ‘hewahe ofthe september 1, 20, eros aac. When Keller recent reed, some obseers ‘woredthathefrm'scuure miter sofa at ida, hatha not een he eve Unde the aarp (of Coleen Barret, present and Gary Kal, EO, Crerteadesip shows vetyindcation tat tebe ‘What dost tke to wok or Southwest ines? Syettobe® ut Om A Oven Har sane Magnet mle ins lly respite the wl of pple in the sce ofits ban sf Solves nel new pln o 2 new notion yt fra ris it peratns ton jt buy Ty Nite ofthese tte con gv te Gmaattinal cmcitivearanag, ocr beau es United or Americ cea hup tierce Ha the pop lo werk fr Southwet ave no ‘caionhip with thar enplayr and prove thc wil ere and aa ve Souresthat is competitors cot ely dpa or susan Inde is the ly nn haat of then una vars thaw Southwest prt rat oer sin fru arp Southwest oe the onlin to consent eho ai a Th a termathot September andthe sore fol costin 208.4 2006 Tel of thes msn, rel, orem al organizations stv to schiee cr olay coming various rxtres into yoo ed services hat wl be ‘valet her customs. Bat any dillon resources re avable Economist “idonl thought in terms of eoncree psa raoures. in th view rgeiatione ‘raw om fancilresourecs ch at ownership investaen, els event nd bank inane ta provide capital and to cover expenses neces conduct busines, Mae reworet sch a acre equipment, rw materia, computer dice a play fn impertant rol nthe cual restion of goods and services a ar en 1 NK the fete te dary ryt Gay Ry te ‘rs CEO oti ‘ad impel pon he ‘at cope oan Id y egy Hob Kelis Thecomerione the oudeion in them uno eee Stet rats epges haf ciate fh Irland high eso ‘stifcion andthe ‘eva es ppl or Fy proving ryond presen bape |The Neo f na Rae Managment out wh weiss i rsouree. inctssngy manag are ining ‘elena ree the nt crit forgings competing sa ell dns owls free am knoe rier nth chp, and ogo the ol, but fr wis ict to ‘ot thal est (bt nol al) of his rl knoe ed to rie i the poole the rganiation There, any expert in he fd have ome fo ecognie that ne fet of rears more i ean ogizaton ace hans aman sore? static el Ra Hectvees ol he ongnivaio, De ave thing manager respon for erentng newspaper the operator managers 0 open now manana ty i Taiwan, the sane! als who manages the frgntaion’ cask sere andthe estdion who can he oor fer everyone ‘le goes home areal oman esurce And in ior be wn may cach ti tsedien tht helps dtemine the overal efectiveneae or lack of eetvenee ofthe panizaion sit sriest accomplish is pals and objectives. At Sous Aitines, Cole ret and Gary Kl, workng i eoncet withthe fms pile igh ate ints ground sal maintenance workers, and myriad ater employes comprise the Firms torn eure effective human resource management can have ial ses ofan onion. Indeed effective human reraorce managenen ‘becoming wal state concern fr mast organizations today [nth chapter we willexplore the ature of human resource management in way ‘hat providers weal fraework forte more detailed discussions in rbseguent chap tes We begin by lookingt contemporary view of human source management and theimportnt oles proces playin orgnaninal efectivenss Bet the human fe Source union ws no aaj eld in such igh ete, and so we Diy trace how human resource managenent ht evlved tite present len modern oreniations “The goals of the human resource management function are then Sentee snd cused: Next me examine ow the esponsibliesfr human resource management are ‘hored ar af and mangement fantons. The man resource depertanst in dif ‘nt linds of organization then dics. Finally, we foc on the profesional nnd career development eFhuman source manager themes, Contemporary Human Resource Management Perspectives ec agi ion ‘cients em sao Sng ae teeter" hmante— ‘rena eee 0 Oe A Oni of Hann Reson Magee SU tae ie ontex the han ours manage ruin eume Yo require edited profesional who could blanc gl sd chi ‘ase ith hence thal onan hae to survive and be potable Pte op executes in mos fra ow ae that hun rxouce mana men races and plies igaeay fle ther abit to ormulate and pene, sMatyy in any ares and thacoter sate decison ignicaty llet hes ‘man source ar wl, ice re identi or executive vie presidental satu and ia ly contubting tee f th fim secutive commit, the executive body compote of key top sanagers that kes major policy decisions and sts corporate tate Today os fms ae etn Sch sma recurs management to eet more seruatey the opisation sd Imatriyof the fanetion. Bot some argue that even this enn oud a doesnot do jusice tothe role the human resource manger pays Instead, somme ogenatone hve moved tard using more specialized terminology tht fitter orporstcalare ‘ore doy The top human source executive ot Southwest Anes, fr examples hes ‘het of Vie President for Pople, wheather ir recognizing te iporincs of hhuman sources as knowledge resources hae sated using ies ich ae Chie Knowl ‘edge Officer To kep thing simple though, we wil se he human eoure manege throughout th book tothe [90a is eto, became apparent to many Bem st they ware not abet compete effet nthe labal make. Some of hee ns went on of busines and the employes los thee job. Some were acquted by the, ote sucess rms and in the aterm nary employee of the cued fm we sen sredundant and wee let go, Sl other Sem sought mergers wih forme oF ote eompeitrs inthe hope of forming anew joint enterprise tat oul compete ucexsly Butea, in most ass, lowing soch mergers companies often di not find the sume nee for as many employer, nd many worker lo th jobs ial, those ime struggling to be competitive often concluded tht they could be more ell ‘ent wih fewer employes, and wea the beginning ofan es of downsizing, ight sicng or reengineering, Whatever it was aed, thoogh, fewer and for je were tvallbl, Note however at "no not poly i one ofthe snjr fetus of mans Semen! at Southwest Aine. ‘hc ofthese responses resulted ina profound impacton the human sesource man- sgemen: function it was fen thejob of he uman resource management deprtnent {© determine how and when layots wuld take place This isnot pleat pat fey. lonesjoh and lat af ar eins were aro with thse deirone (we wil discuss these es in more dealin Chuper 6), When ims went out of basins the human resouree management department was sul charged with making uc that apples re per 1 he Naf Ha Rea Maat 7 tions fr unanphayient weet ad hat emplyce raved de oti of sings ‘When 1 merger estion oak ple, waste he ole of he human resmrce Ianto ep inet the workfonsr and workpace altars. And so fe {ore th tt Cer tt wl be ua rere anaes ho, to Fal wil ake headin dosing projeed fate shortage a worker. Botin the at ew yas aman eure manage begin aking on «much more stati tle ougnions Intend sly managing the el prous allowing ‘me or acu, humar rexurce mae baae pat of the tem desing thc fn mere ith oF sae ought Haan resoree manages could help ei th rid uma rowers tht the eos would ned inthe te and hey euler ene tht igh andy ve hoe esr and a0 od te pine lets fir taheersor ergs A knoe Became a more ei ta for pining compete svn, human routes manager ped dein sates ostqure knowlege reauraor deve them. Tey abo developed states oe {Sig tht ny ole seed war all doped teoughout the orpsnization. "a the same ne horan resource mangges were taking on 2 mave stateic rol many organotins ep shrinking the more tdtional les payed by human Fesource manage A thee eganizations lok for new way 0 be compaive Dy NR IN THE 21ST CENTURY employers may choot to fle incentives to teach, sopeants or hey may concent on bee retention ‘of curent employees. vk can best ‘pare themste forte changety eee Inghigher education espe) ntchnicl ‘rpolsional fee Ehwoodnates you belee that technological change a go- Ingo sow down we not ging to have ‘AShortage inthe Work Force lays ve come common in th US Re ities ber onde de Mretindoccanstine “THEUS-ocs worker op es mest Oeecheaborer onde sls gap Frcs the US mces39oe =D tna omen Sinema ST ‘Mound the covers Beno byt onto stor dy, rita, bor ‘forages pong intent cea consricion. Fimorecnom Ble genson cs ema. ‘ge fs fnew he cde fe ‘Tear thee cde mb ten ore ay? teicenen of op baby oars it one eon (orth sorage ios eter loess {tem sometingr ete he wre “roped poco bo upp us omen ‘igen ates arin the 99 Toe wk studs he sed sed woe re ‘Roe wing toa oe gun re fore a iy Te poaay gars tat occured Oe he ask eats ay bens Hwa be mot pee ‘tron rr ps yen Ecc savor econo Fay he pol new tenant sucha watretoworne pet amos pied rough colegeauetes workers tomeet he demand ‘Wieloyots grein 2008, they gre mach mee apy Ferowatiles woes than or poestora. John Cha lenger C20 fan outplacement em ams ven when ‘theeconomy sly coveted and compariesarebock 9 ‘expansion mde, we may notte ean ing ofthe ‘enka fe wore The proverb A rng te aes Dose may bee bt ity na abe aoa quay. Joasp 15 aon Gorse "ton My Woe ot fot {rms nay 2208 Pau 7 ove ed ote feeb Gc hry Seer a ‘Sinemet oO Secor tab be Cha on Une ‘ect memento ee Nowemou 2 wowslgo Por opal ecient rae enna ‘ rvs Ome Aa ren Hana atc Mamet sedi cots thy lo ative with the cepa that nal he done tt econ eatin For example became common or comptes li hte cleaning snd maintenance its aad contot with anute cleaning mth Could pro the tk moreso Ts rnd hs peat nie ae os wel Tay. any age onanizatins hie ‘outside frm to handle payline ap beef deve eruitnen ad ition insome cna’ his pri, cmonly now suturing ses in Soler ama escuela within companies and more lane on onside consul mete pre the seve that wer nse provide by thoes Tha wie then Pvance of human resniee management activities i growing. the importance of Frman resource depois ray be srinking. nd the nd work pete by han esurce ages stata changing as theszeo Te human sours fame Hon string “Suturing can need be an important competitive weapon fr organizations. IF shove prey, outsourcing rer mee eftent operas as outie irs re Hired bs bevel rom tet hat thy perfor he sae tak or many companies ‘ko, cutsoureing ends to ciate jos tt tend tobe more repetious and ean be dha Above heemplyees who workon thse jobsare more ely tobe dstisied Sore which os have mend ent for the Brn (38 ape 6) But ay une tion hats outsourced cannot possibly bea sore of empaitveadaninge fr firm. “Thusitts ery important tt «fm eta ny fonction tte eter of suatege Pevanc in ian righ (ete planning) or that em lead to some advantage esas the rm scope xpet at hie ncton (eg edecton o ining). Thee fove the tsoe Formed fs tay isnot whether fo otaurce ut aber wha source and what to keep in-house Inveent tines te tend for man resource management fo become mor sate- cad more complex has cotinbed. Today, hen merges 2cqustionsor dvs FRrezoccur they ahem involve fr om ferent count For instance, ew yes yo IBM sold ts PC busines tos Chinese fm called Lenvo. ven witout Fral ‘Menger between pres the number ofan venres, expec with ms rom China “InTether emerging ecovorie growing a» api pace. Thus the chaenges of how io'immage a proper-ste workforce nr well a the changes inoled in ineraing workfoves fom different cltoes (ational a wll a corporate) wil continu to Be Important for human rroore management in the fue Tn addition, the leg impestve that at age part pe eat the importance of ‘he human resource management function re changing and becoming more complex. Init has ben termed spost-ffrmatie action word sues regarding dierent tes performance of members of diferent enic and excl groups especial in hih= Stokes situations (where jobs or entrance into academic instutons are invaled), ar tecoming snore rather tan ls complex How do we addres differences in tt sores [esol were cedeniling snd accountability are becoming ore important and ‘nen we i haves figured out ow to dal wth he divert oa society presets "urthermore follwing the events of September 11,20, and ther afermath, > ployer and employes ned to del with entely new allrges? Questions of security {im every sens th word hive benme mere inportant Rr eampl istes elated 0 owt elect train, and motivate sizpor secu personne, who ae tes ine of = fer agi terol quney Under the purview of haan resource manage Felling Hurcaes Karns and Bit, and the devastating inpct hey bad on the Gl Coast af the United States, rn ae becoming nach nore cncened about the security ftir at (ech a ployee record) a wel heir buldings and equipren, nd fw to protet thes rom natural dasers. Thos hurricanes also demonstrated how lnmportat tov evacuation plans for employes and contingency plans or how to ont Basins if» rns buldings are destroyed orice. vsoucog_ sie nef as ‘en ow hain (Chapter 1 The nat of Huan Rowure Manges ’ Point | COUNTERPOINT | eutsouring | cg wit ante rier | ursourcing rete toa organization cont ‘ves formery povided inside the oganaaton. Type, the ongenaon deter | ‘nies its core foncons and then tourer aes some casera | | human resource aces ae ounces but ore yay, yates tet re | | Serine sch eraing employees in tenets rorams een adr those ro gam are outed ‘sourcing maessont fo organizations ‘nthe other hand outsourcing cou becaue ihe pai jobs withinlge corporations wl be ‘replaced low ping jes wih vendre Craniatons wil have everett making it more for sme people sarees Employes providing outmced esc walhave Fewer ‘nem anaes ent. No new human source manager wi begining Imporant rperence tele hose managers dealing ‘instep sues whenneeray. Anat tats oatoured can nolonger be 2 source fcompettive advantage ecuse many ee eran anette the some enor wil hve te same programs Fewer rpoyes fel ommited othr ‘The needfor ut ee, permanent employes it reauced, Jos that ea wth routine ad dl ssa trated ‘om te organization Fewer employees ae woingin mri ob, whe hen budgets et gh coxe canbe ree ropping programs but no permanentempioyet wiise hao Manages inhuman sources an pad the ine eating ih ger step sun that ae bter Suited totter sais \endors who provide eres for ever csp ‘an provide hoe eres at alower cot tan the ‘igantatin prover the ences | 2. noch mastr morginten we ran cais wpcny to | | estore etn can be peformed more eft by ote vendor, andar nt sen | potent source of ompetineadartage However, an rganizaton mist recognize he | dowrsides to outsourcing so that ts notte solution tal aman resort probes is espe ily etal asi tat some new manages ae always ging experience ae te ad 1 ‘move upto tele of rate decon making when thy ar reed “eat he same ine, rgmiaons must Sd blance ete thee rent apes erty neds and hened (oh tea and pal to rca the hs sad veges ofl employees an oto engage in srcoyping ov te poly The 53S; Congres ended 2005 soi fing een the Paiva permed, ‘ting for one moth exenson insta Th et whch was pase we help the US, ‘epee infront tn wr ai a nsone “Te opinions gone tor nthe cece inngngon cite igh sh invida edo The inporancect tic huma outer manogenent eos Geos acs at Tiwamommrcfory Spt 1 One An Oni tama our Manet wil lly foe the yea hs ats, a the es and eae lca ‘Sigaitionnolving pps heen rece ce mowing rs mor deta dicen the tasks nd faction of mad canon tocerce manent ist cosh we tin Wh ee toy Thereof oman reso management legacy win the gai Paton ana oe that ine came abouts da Te pat Fe itr human rxoce mansgenen develop Evolution of The Human Resource Function fren though sins have exited fr Hrally thousands of years dhe practice of ‘management ols nly ean of pei interes pd once fr about 100 yeas ot {iu Many el busines were mal enterprises nd fas ru by is interested ‘nly in supporting theses adi proving security fo fay member The Sher nls af he pve entry wee sparked greater teres ‘sien prowth and expansion, and lage scl busines operations began te emerge hrouphout Europe andthe United Sister there busine pew and ece a ‘cessing complex, owners bgan to tp aside and tn he operation of thi ems ‘ve to filme profestons! manages Owner who remained in contol of ther insinees stil found it necnary tly om managers to oversea potion of hei op ‘rations Thi rato, n turn resulted in gente avatenessof the various ition: ‘St management that ete net for long tem ongnaionl acess" "While few ety management pioners and writers ike Robert Owen, Mat asker fete and Huge Manerbergeeopized the importance of een organizations, the ist serious stay of management practices during thecal years fete "ith cetary—wae Dated on enti anagement "Scenic maagement nr, ‘es concerned wth how to strocture ind obs to maximie eine nd pro: {nati The major proponents of scenic mangement, sch Frederic Tylor nd Frank and Lilian Gabreth ad backgrounds in eginerng and ofen ued time Shdemodon studies in which manages ured topwatchest teach workers pecsely ‘ow to perform each ek that comprise herb In ft etic managersent Was Concerned with eer motion + worker made, and thee were many example of how ‘hangesin movements rin the placement of sme pice of eguipmentled to inreased producti. "The Lighter Side of HR however ilustates an argument made by ric of cen tite management—tut sor would use the production anda enabled by ss lgement ast may f0 work even more slow. Other ee argaed that infil ‘wocets were general ved only in ers thi espacty to perform sige asks th efcienty ands productively a posse Stl sentifc management beled aug ment the concept of stem line production, division of bor, and econemies of ‘eae that gave birth 1 the Inge busines that transformed domestic and tena ‘Noaleamonistizoughou the twentieth century Origins of the Human Resource Function ‘A businesses uch as General Motors (started in 1908), Bethlehem Sel (189), Ford Motor Company (1903), Boing (1916), and he ther industrial pants lunch uring Cuper 1 The Nef Ha Rome Magnet " this ream epily and pow it ig impiety obey ud to ie mre indore wrk an. foresamp nese Ite mining cast ern B00 csp Ayn 10 909 ens pes day by 123 AL ‘he me ie, ware irae Kom ‘ee than 200 workers to several thousand sworn Fh san pate of qth aa i Ing bing repeated in erly ter bosineser acs dans finds sing joe ered to produce eve greaer "was of the products sold by the Bs THE LIGHTER SIDE OF HR. Some people ight kha he opty f woos onic Sup sto 2 Der and Cathy sae penomene Bin fey th wore ht be 9 sore come humor or ore 8 ‘etry. dag bat pola and eta coon eis ien enter on oan ibr mangement cones Tecan fom lrenampn stom noun eu fhe ery ‘epethow son ctr of seute anagaret hog at iSbrmigh ue Tar me and met sty Wear aga ‘rongenentThebreliay nt estaon ramps ave Secu meacetingetng won rican ‘hetero the re minute mark agan, ot yea perm ‘ea oe caly dap of his busnesrexplos there tase ‘om the fren, er Bessie superiaon, eal ied now workers OMe workers ‘teal asd so people wil tile suc ‘ce manager bse ote and seceain, ‘As thee busca beeante more complex snd Ice hiring needs Dearne more com etd however the ask of bring pe em Popes became too time-consuming for fretinesupervzo o a ofce manager 10 erlorm. In atom cx sdmiisvative ds {es were being ddd. For example ia 1913 Ssucelnage 0 SetmanniCats Ford was paying is unskledcmployees $234 er nin hour day Bees the pay was sw fd the work mas both amonatonogs sr rng the fren was alo experiencing = Timor rt of slot 40 percent per yee. Tha the Rem had 1 replace i average worker four times cach yet It was ing workers to new jobs wile lo iting ‘workers to replace those who gut in 1914 Henry Ford made rama efor oa act and etn higher-quality workers by bowing the fs py tos minimum oF foean eight-hour aay» This con aerated grounswel fnew Job aplcas and tlmoeotrhelmed fet line perso who were then ing new employes wile ‘oferesing the work of exiting worker "Ara eltof growth and comply, most age [Link] Ford stared tohiretheienew employes trough newly cete speiled units Ford for sample, ‘led his wit the employment department While these units wer italy crated to ire hse new employers they also began to elp mange the existing workforce, For ‘tample the emerpnc and growth of lag bor unions ie the United Auto Workers hd the passage of the fair Labor Standards Actin 1936 which exalted minim ‘oge) and the National Labor Rtions At in 1935 (hich dat wih unions pro ‘edures) made esr fr businesesto Ne one of more managers represent he ‘erent ofthe busines to organize labor and osdminister the emerging set of ls ‘snd regulon tt governed bor practices ‘Meanwhile eter development any taking plac in other pars ofthe word ro vided organizations with ome of the tol they would need to manage these employ. tment proceser more eet. For example, in England, the work of Charles Dae Popularzed the hen that individual fered from eachother in portant ways Fane, the ork of Afed Binet and Theophe Simon let the development ofthe st itligence tests, and during the course of Werld War, several major ames tied 2 wt Quen Overview of Ha Rou Marten ma lhe ak Selon fo mon ef ning ee permis Bry rtf ts pope Temtaoucdbybigay0 ‘on of Sy Seige mea ao fiw Areal or ep ap ot oo Tr pt os wrk stot pig fro This enki te coviosft eetinl froin ti ‘eon eae yee sng these es to asgn solder o obs. These stempts t tang continued in [rvtcsector afer theend of Word Wh and by 1923 Pesonnel Managemen Se ee iste wan sendy Spelingouthow to atcha person’ sls and apres wi theresutement ofthe job, Asbermprtant ingredient inthe origins ofthe human esoure fncion di thi priod isthe soled human relations es, which emerged folowing + Hawthorne nudes Between 1527 snd 193, the Weir Elec Company sponsor aanpe tacreh program atts Hawthorne plat near Chicago, Ths reseach ue by Rochsbeger and May evesled for eras the fis time dat individ sna uo behavior layed an important rle a ergnzations ad tat human beh (ae eo was something manages ely needed o understand more falh-Oneoft ‘Howton cs siggeted fo example, ht nda ated ay have ee Tiedt performance wide another suggested hat work rOup may Pe etait aed sett the ouput ofits vidal roup members Prior this work me ease reas mest no attention to ther employes as people but insted view Re he ame way they viewed x machine of «lc of eqipment—as an econor ‘toy be manoged dapsonatly and wa concen ony for resource output "Soulsed by the fining ofthe Hawthorne stad, managers began oes and inre steno on beter understanding he human character of thee employ whan Mao rc ot Dating this x, for example, Abraham Masow popular! his hierarchy of har ‘feria wrtocoet f needs ie Chapter 13 fora farther discon ofthis model. 7Ané Douglas McG Ronpuetonenatinren |) ors el known Theory X and Theory ¥ framework alo grew fom the human owtenucrtheay® | Eons movement" The bai premise ofthe human elatons ee wes that if ang fiTneorfomeesbo | Gouna hic employees more satisfied and happe they would wotkharde anc Feekow ewe ee oe ‘Sone productive. dey rexarcer and manages alke recognize ta his viewne eronatysmplte and that both stsfcion and productinity are comp phenc he tha sect and ve allected by many different actors. Nonetheless the ncres daa ohne importance of man behavior simulated ding this period heh Chuper | The Naarof Hamer Rec Mamet ‘pmiations to become even more Fcased on beter managing thir humane ‘ue These onpaniaions saw fective management of human resources asa means ily inereasing productivity and, neta, sn way of lowing the pow unin, which wa png opin poplaity Personnel Management its raul began to Bee f uring this period personnel manogement was concerned alma exlsiely with i Fiatline employes such a redaction workers sect, custodians Sct tues ble clr wortrsnskled labo, and ater operatingempoyees les soe ne a rat cei 2S onl ern ak nh sf in is oon ring Wo Wor Both the military ands major spp developed an interes inet atl ‘people wth jobs. That they wanted Yo optimne he betwen the demand an reiremens ofthe obs that peeded tobe performed and thesis and imeres of Ipspe avalible to paform them. Psychologie were conte to lp cevelop sole i tes for example to asses individual litres, ad sites move aces ‘aly: Daring the 1950s the less led daring the war wete adapted fr otf Inivate industry New and more sophisticated Iechnlgues were develope, epi in the ara of testing, and companies bean to experiment with more sophisti ‘card and incentive systems. Labor unions beeame more powerful and demanded Inoader aay of benefits fr thie mene. tn ation. government legion oe rnded and continsed toad compleaty othe ab ofthe persone! manager Sul om the fist dys ofits inception ut the 1970 personnel managernent was sotseenasa particularly inprtant orcs function not busines oraniations While other manages aecepte pesonnel ara necessary cic fr hing Rew pert lngempioyes personnel manaement wera sen pean arene cerca and /hookeeping tinction. For example pesonne ws rerponie for placing newspaper ids to ero new employes filing 0 paperwork for those erpoyes afr they were hited, td sing hat everyone wa pal on tine. ‘While other organizational units like martin, finance and operations grew in satus and importane, the pesonnel department of moe orpuzations was peer ‘elegated ohe sats of necessary enh had to be tls but that pes con ‘buted lite othe sucess ofthe rganiaton I fee were fe ca ard poy quipped and yer fen located aay fom the eta acy eno he ovanieon ‘And peronnel mangers theses were fen sereatyped a individuals who could nak ‘sucee in other finctonl areas and who wereasigned to personae cite becuse the ‘organization had nothing ds forthe to doo asp that he add was ot "deemed tobe ante for promotion tos highetranking postion, Pitegmdatanae ‘rd re! ‘ieee rilelenangs Fmt Ove Aa Crome of Han Rae: Magnet Human Resource Management Today Aamo ei the ft rl mpetfor thence W portant vo oranate aa promoting employes fly undesinnd thee ‘ontext within which they fentioned. For example, thea and orl esa ‘rope or iupproprite hing practic le the enzaton open to ius t ‘ere sentions, accompanied by large nes, judgments, tad new expen ‘Sac the 1964 Civil Right et nd lated regulation moe lyin the net chap Bt, we dsc ener in the chapter te human resource manager oe 3 compliance os he grown nto the role of rat prt. Asi cetin o ‘pn theinportance of human enue bores cri tht they do more hn ‘obey thelaws Fans are inzessingly eompeting atacand ean tebe len ‘a, ad then 0 develop strategies or cic tht leverage toe tnlented peopl nl eonpsitive edmotage At the sume time, however oman resource manager ‘hanging sponse new echnalogial innovations. anda iis tmportnt conse how the lectroni age as ace the human resource management fonction Human Resource Management in the Electronic Age Through the yar a soci and markt dynamics change, diac change in ee ‘ology als aleed how we manage hema sours Some of these changes were led othe echlogesavaiseformesnirement,ahowgh ne technologie such television, videotaping. and facsnie machines were so important forte develo tment of the human source management function Ince yar howe the po Uri othe Internet asd profound inact onthe human resource anagem Funeton anda mpet i il developing a row The wdspren cof cetonicteonslon sh internet ot ety ‘eed he basic approach to how we manage human reeuret, but tas certainly by A major effect on how many human ecouce management ems ae evr F ‘sample in Cape we dss methods fr condocting job tals Bot wealo 00 tha the new OF NET sytem may allow ny oxpanttons oobi the jb analy information they need online rom a datas Caper dace sue of recatn but one of the more popular way fr ob seers seach fo jobs by acesing or cf the may jobsearch mete ike Monstetcom)- Ares os organiza ave cameo rain that they mst post jo opening online wth hee servis in Aion using more tains methods Our examination of section echniqes {Chapter 7 alo inudes scusion of nln eng an other wayr in which he ote net has hanged how oganiations set [Link] programs xn now | ‘Purchased rom vendors and provided to employes online slowing ther ot {tae and taining programs on the own schedule, Information systems includ ‘nformation on benefits male ease for employes o check ther bene covery ‘nd change if dese. "Hae thee new aplations of echnology made han resource management x ‘x Cleat tier now for management to deer information and comemonica ‘with employes: Bt the opens of emmunicaton sb means hat employes co Chapter ‘The Nate of Han Resor Magnet wnat with manages, nd this press ew challenges to manos ke ‘hace ft rman and orang alcring up new challenges he yale i Caper 2) and ae ed to new discusons about eis ad re mys bat mor compte i there Have thes new ppliaions of eioloy ‘nde the marae nan resource more ellie Th question porta bart elite dss aldresng tt Nonethcless we wil cos the opportunities td sages presente by new technology athe Tere throughout the book, ‘Onc erway which eclogy hs feed the umn resource management uncon ness be mentioned. Aa oxgaizatons introduced he echoes for hnnufetoring:conmuniaton, snd hemn fvoures management, thy ak i “red thir nee for move spied employes. Knowledge workers inl ay “Snployees whose ja re to aque and apply knowledge, ad they conibure tthe “eqpntation by te natre af what they Knew and how wel they cn poly what hey ow Alhough knwledge workers ince more than worker who dea with com tater ecelogy (ants and lawyers, for example. te usaly considered know: ‘ge worker) the explosion of echnlogy at work hs led to huge snreas in the ‘efor workers who cnn lea and apy the management of dis technology These {inployes preset speci probleme fr recretment. eention, and eomperston as ‘lla or motvtion we wil iacst hee calenge throughout the bok Goals of Human Resource Management ‘his moder view of umn robe management ha lio mean tht these depart ment have enon increasingly important goats Understanding ue gol of human ‘resource management nt ony help ws to put human resource management athe proper perspective but soo provides + ramewok or eluating ny acts t= Fed ot by this areu™ Figure 1 tate the forbs goal of the human eooree Ianagemen function i mos orpaniations today copra roma Eo mee" sae Gane | tts For erampl ge erm ight havcone dapriment end crting nd lection, one to handle wage silat adintetion, one to handle rsinng developmen. and sill aa Yo onde bo ation, Fig 12 shows how Instruments ognized man revo fntion, The Human Resource Management System ‘he meen view of human seource manage alo «sensei hot ys very trea ate perspective requis the cor dination ef he ‘usta source management acts tn ese th they ae css wl Porat sayy. those services ne provided prunilyiterally by the hen ‘esource management department this coordination can Bey simpe As those Uv move outside he eranization, perhaps hy contacting wi ute vee "he cordination problem becomes much more complex. atin yee setae p specie mean understanding hat» deision sade nay ove at of huran ro imanagenent wat what happensincer othe area am orga on need igh Sil nawleeble woes a cary oa [Link] al safngactvies me ‘torinted oward ideting and atracting sich employees hut oes these cmp ‘join tein, performance appa, compensiion, nd peformance manager systems must all be hanged o ret the rare fhe new erp, ‘Thus, while we wil often discus various ts and fantion of human reso ‘management fom he perspective of discret, e¥ contained stints not ‘ae in poctice In ict, these tasks and Fuctons a highly intel nd oot {old in eat and systematic manner Each ofthe ros tks and funciona a andr be affected by ny ofthe athe asks and fenctions. And mot bse aman | Source fanetions ae practiced on an ongoing ad continous bs, ned ts rat ppropit to think of hus esoure trnagemen 8p ‘sytem is an interrelated st of ements Fencing = whole Auman reo ‘management sytem, then, an iterated and interiated spproneh fo ara human resources tht fly rcogizs the interdependence sano the vous ‘nd fonctions tat must be performed, This viewpoint i usted in Figure 1 ‘The basic premise ofthis perspective i that evey element ofthe human resour Chapter The Natcof ona Rewee Mamet PCH ‘The Open seem fe) Ae | traces” naagerent system ust be designed and implemented with all knowledge and csaaaaing of and integration mith the arour other element For example Poot eating pasizrwi elt ina weak pool of spplians Even fi oranizatin as ‘SB secon techniquerowisbl tl ot make much ference without eer gulifedappiaas fom which to chose A ae there wil be 3 ter eed or esiningbefore anew employee stats wort provide im or her with ‘fenecear als Suequen performance appraisal wil als be more dificult be (aetna kenge efne these employee are uly proient in their obs and tsstation wil fet how much they are pad ‘ane 3 ao ilsrates anoberueflsyatems-based perspective on Moran r= sour management Many seem ar themes composed of bysems—ssters ‘ins boner and move eves rem. By ving te overal rganizatio 85 ven human resource management then canbe conceptual 3 subsystem within {Pat more general organizational sytem As the Aue shows, buman resource seers aubysem both ect andi afecedby the othe functional abate ‘Tabathoct te erpnation, This prec eam help reinforce he en that buman ‘route management us be ppreached from the sme strategic vantage point af (Seb tc ott ews within the organization. Pare wo do so cn rest in unatic (Reel consequences poor coordination andes five pesformance. “Pe lusteif theorpniation makes a strategie decison to compete on the basis corti palit service lest certs need o use several recast 050 Teast te orlzaton wil edo rer and sbseuenl hie more quai ow nore and tw provide moe taining 0 both aew and chrent woke Snr. if {hand func of nonasization dates tat major cost cing be underaken, (Res portion tor cots ty omer the human resource. Thus, human reine manages immed to eer the se of he workforce, tempt to enegotat a Fontacts for lowe pay ate defer payment of some benefits and so forth fhe nceang lobleation of buinesr os reiorees the net view the human resoneeuanapeent function fom a ysems perspective. That, han resource ‘inane most ke lobe! peepee in managing people. Within the borders of u v1 One. An Orava Hua Renee Manger ‘hee own ant an eure managers nt consider the soil noms indivi tol epetations, dsr tat shape worker beavis Cross national assign Trumps arcaso an important consideration for any bone toy Ths {hal perspective on human reoure management nla the ne 0 under Alms sian and diferencia managing ura resouresin dren cot {nor and he oof inertia aignments and experiences inthe development human eso kien bls, “This tems appa ha lol expansions becoming increasing inte ested in way fo otlat the ifetvrs of uma rues management aii ‘elie tote frst gon raionally many experts believed hal human source management pacer cold ot bessced wih anywhere ner te ati Chat we wuld eslste th flectvena oes amp for tnstance Bal he 198 tnd {900 say ft velopment in wit ana tht made possible o dee ‘ine sty how much har eure management tvs conte 0 9 ot furs btm ine Uility analyse the atempl fo tease, in more jet {Erma impact and fl net of hun resource management rats in te Co mele sch avs rms aan! performance. The seven of gh peformar tovksyts sled a broader meri for evaluating human resource anagem cnitstond a2 el, ee now possible develop al objective meas oft impoct ado fective of aman resource management paces It rene rol ofthe hun resource management departnen, howe. © deep thes m- endo apply hem toll human resource management aces underaken ont Fi ofthe ernintion, We wil tae ois top aain in Chapter 4 eae te (Fev ta osu ‘och cif Frat, Human Resource Managers ‘who aretdays human source manager? Given the pid and dynamic changes th hve character 2d hi Bel, should come as no surprie that human resource mt hes represen dese st profesional with arty of backgrounds experienc dcarce objetives Ahura esoure execativ today needs to understand dere Specie ares suchas the gl environment the process of change management bor rlations ano forth In ain contemporary homan resource executives ‘iho posts peal management els and abit eeting conceptual diagnos! {id analy dls. Ir important hat they Fly understand the olan importar ‘tthe human soure function fo thelr oraniation® Thus, bot solid education hckgound onda foundation of experience ne necesaryprtegusts for success” “Consistent with these changes, often more ust conceptualize human source asa cetera expertise wii the organtation. Tha severone in he o ‘ation shoul ecognse human resource managers a the fs mest critical sun ‘of information about employment practi, employee behav, bor relations, ‘herflectve munagement of al ape of people at work Ths view of human out ‘management ilsrted nFgue 1, which bulls upon te ytemsvew f hum soure manapement presented ea in Fgae 13. Professionalism and Human Resource Management “Accompanying shifts and changer human resoure functions and inpertance a eae plane a pafonnem,rlced by 2 cleat apd rng ted inc and s pray undertood way of doing busines” Human resource mana reno longer garded ar evond-clas coxpoate cen. And more and motor sinnsar inca tn inhuman esoures sa normal step ona prs’ my tthe tip Senior humar fxorce ects nage ms earn sigue saris and eve tiesame sorts of quite once reserved onl for executes of operating unite Indeed, thers for hun sours ects continu ori a amps ate Huan "oure departs areal ng viewed moran oreo cot erate ie od ‘roid eerand masse anes benefits tothe orinization ‘any human source nanages today belong to the Sole fr Human Resource \anapement (SHI), the els largest profesional asaiation. SHRM pablabes ‘bolosionl jour tht enable members to stay abreast ofthe newest deveepmens Mike ld sponser workshops sad conferences, and forth. Tobe establish haan ‘anreemanogeren ar recognized profesion, SHRM has cened the Human Re. tre Certification nate (RCD, The HRCI expected to become the een “ila of cretion in nach he sme way that the sccountng profession ees the ‘ried public acoustant (CPA) exam apd rental to designate those individuals “Io have formal achieved base minimal competencies in peseribed ares “The HARI cane hat two lees of acedation. To become a Profesional in riya Resurersa manages mt have four Year of profesional experienced ast \nexamination ong the base body of human rspure knowledge (having college “gee ln en ayproptte fal such ae human resource manegerent or nds! “rEanieation pology cece the experience rqurent bast wo yeas. To be ‘Mne «Senior Pro n aman Resource Mageren an indval must pss le sae ea ade ight yas af profsondl experience The hee mom ent vo expeence must best poliyaking (senior execute) vel nan erarzaton, Careers in Human Resource Management uw does one Becomes human resource mange? Carer opportunities in an = ce management contin to gow and expand and are expeced 1 contin todo ‘One obvious nyt ene ths proeion ito eta dere in human resource man rtement (ora ine ld) and then sek entry-level employments human source 26 rat One An Onrvew of Ha Renee Manga nang Alem jb options maybe the human esc manager fran Tino humo resource specials in ger oraniation Some unica ‘fr seal adnate ges pyran human nares Maman ek bps mater fencer maser of sins lint degre wit cehueh ttt in human ere management wool Hayle toa higher lve postion tinorpnivation thon woulda Bader depo lone. ‘Another rte 1 hima reouree rsayement would e doug line mange ment As deserted eae moreso tore fms ae begining 10 rote ems "rough ic human ours neon x par thrown personal earcer deep program. Thus people whe gow workin mahi Ofna muy very wel ve ‘portent ats pol temple cet uman eure management expe is Reprleof tepath taken, bower those interested in hm resouee ma ‘Spanley o have feciaing, demanding and rewarding experience the Ilys organization compte more sect though he pw of te pple ps cy ongizaton every indy in every marketplace nthe wor tos Human Resource Functions and the Organization of This Book shouldbe dr by now tha the human resource management function ha change ‘verte yer and I comtnues to changes rap pace Arbuman source manage ‘ment wat becoming mors mportnt beac af he screasig complex legen ronment other changer inthe worl of worked to lhe prsues to manage hurt ‘resource more efetily. Changes inthe comptivelandscipe, combined with api vances technology and cormmunation, made it more important than cv © ‘ganizations to set rsources wal and to capitan om he al ale of thos resources. A the same Ue however, thete was Increasing concer ore what ‘led quality oor lsuer Whe managers were betaming scressingly con ‘ened with way to lnprove productivity and competitiveness they also began te rele tat wer importnt for workers to feel that thee jobs wera source of persone {ifction and growth, Succes organitons were those tht ould mee ef fecnents whe making work moe mesningfl and ailing ‘A noted eal, human resource ar an organization's ot important resources, ‘rng the ight people and then equipping them wit the tse and sities at ‘bani fe the qualty and quay of whatever goodror services the organi tion produces Property motated and commited employes can add imsmesurab ‘ahi an organiantot botom ne Given the eit in compestvenes ap exective In os fn began ose ht man resoarce management paces and polis i rian tee att formulate sed ipleent reg in any arenas ‘ther sri deconsgnicany ated the avs human resources a el “Thus, combinaton a istoricl orcs lel press, ad the increased need ‘in compete advantage hase to our contemporary ew human resource mat gement Figure 13 shows the major take and uncon Bat comprise human ‘urce management today. The Figure ale represents the Framework around whic this book ir onpanined. fer this overview chapter we str wih the evienment i hich te harman resource manager mst anction "Te lege envionment of human resource management, already noted, isa ver important aspect ofthe context forthe aes, Organizations that do not understand (apts Toe Nae Ha Rone Mangere! sh gl environment at alos css to encoun in ast veya pectol nan enn management and yee fanaa esl pena save ih deanna pie whe mpleytet oppo y Mego s empleo of rte eases nthe wore and Captions must to sna that eres ofthe cs he the sae hm vances nthe onation sda ay ober eniplyes Numero special pl esting ompenston,beeis abo caons, working cowtins ning, sues ame ate rt of onan ese management must alo unr oan oie yall mays Chapt 2 ponds ep eoveroge of tse veal is confontng oman eanires manaes oda. ‘onic sl dns ah coon humo sours te lb cn sn uch the argnation fnctone. Large mation ike Ford Sony. se Cincy hae mumerous international oma resource ses to manag, Ba ‘nny sar trrtare ss venturing nto sgn mart re pry domestic fms fin thts oping om sling to, andor competing wih businesesn ober int Ty al mung day asthe an spprectin the eran

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