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Chapter 1

Chapter 1 discusses the evolving role of Human Resource Management (HRM) in a global business environment, emphasizing the need for a diverse and skilled workforce to meet organizational goals. It outlines the objectives of HRM, the competencies required for HR professionals, and the impact of corporate downsizing and contingent workforces on organizational effectiveness. Additionally, it highlights the importance of effective communication and employee involvement in managing change and improving productivity.

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2 views15 pages

Chapter 1

Chapter 1 discusses the evolving role of Human Resource Management (HRM) in a global business environment, emphasizing the need for a diverse and skilled workforce to meet organizational goals. It outlines the objectives of HRM, the competencies required for HR professionals, and the impact of corporate downsizing and contingent workforces on organizational effectiveness. Additionally, it highlights the importance of effective communication and employee involvement in managing change and improving productivity.

Uploaded by

sallyaly74
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd

Chapter 1

HRM
in a Changing Environment
Global Village
 No national boundaries in the world of business

 Human resources must ensure that the appropriate mix of

employees in terms of knowledge, skills, and cultural diversity


is available to handle global assignments.
 Knowledge of the language of the country

 Knowledge of the country’s culture


Changing Skills Requirement
 Skill deficiencies translate into significant losses for the

organization in terms of poor quality work and lower


productivity, increases in employee accidents, and customer
complaints.
The Management Process
Planning

Controlling Organizing

Leading Staffing
Human Resource Management
The function performed in organizations that facilitates

the most effective use of people (employees) to achieve


organizational and individual goals.
Achieving organizational goals can’t be done without

human resources. It’s people, not buildings, equipment, or


brand name, that make a company.
HRM and Organizational Effectiveness
 Performance  Training effectiveness

 Legal compliance  Training return on

 Employee satisfaction investment


 Absenteeism  Grievance rates

 Turnover  Accident rates


Objectives of the HRM Function (1 of 2)

 Helping the organization reach its goals

 Employing the skills and abilities of the workforce

efficiently
 Providing the organization with well-trained and well-

motivated employees
 Increasing to the fullest the employee’s job satisfaction

and self-actualization
Objectives of the HRM Function (2 of 2)

 Developing and maintaining a quality of work life that

makes employment in the organization desirable


 Communicating HRM policies to all employees

 Helping to maintain ethical policies and socially


responsible behavior
 Managing change to the mutual advantage of the

organization’s stakeholders
 Managing increased urgency and faster cycle time
Who Performs HRM Activities
In most organizations two groups perform HRM activities:
1) HR manager-specialists (staff)
2) Operating managers (line)
Competencies Needed by HR
Professionals
 Communication skills  Technology

 Problem solving  Forecasting

 Leadership  Compensation design

 Recruiting/staffing  Benefits design and

 Employment law administration


 Training and  Record keeping

 Customer Service Orientation


development
Relationship Between Strategy,
Objectives, Policies, and Rules
Strategy – The plan that
integrates major objectives
More specific
Objectives – Goals that are
specific and measurable
More specific
Policies – Guides to decision
making
More specific
Procedures/Rules – Specific
directions for decision making
Corporate Downsizing
 Downsizing = rightsizing = restructuring = retrenchment

= de-layering
 Concept behind downsizing is to create lean and mean

organizations.
 Foreign competition, mergers, and takeovers forced

organizations to trim the fat or the inefficiencies from their


ranks.
Corporate Downsizing
 HRM must ensure that proper communications occur

during downsizing.
 HRM must minimize the negative effects of rumors and

ensure that individuals are kept informed with factual data.


 HRM must prepare individuals for the change. This

requires clear and extensive communications of why the


change will occur, what is to be expected, and the effects it
will have on employees.
Contingent Workforce
 Core employees and contingent workers

 Core employees are workers who hold full time jobs in

organizations. These employees usually provide some


essential job tasks that require commitment in the
organizations.
 Contingent workers include individuals who are typically

hired for shorter periods of time. They perform specific


tasks that often require special job skills and are employed
when an organization is experiencing significant deviations
in its workflow.
Decentralized Worksites
 Work is where computer is

 HRM and decentralized worksites

 Employee involvement

Employees should do more, faster, better, and with

less.
How?

Through delegation, participative management, work

teams, goal setting, and training – employee


empowerment.

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