Human Resource Management 2004.pptVIP

Human Resource Management The function performed in organizations that facilitates the most effective use of people (employees) to achieve organizational and individual goals. Human Resource Management (HRM) Activities: (1 of 2) Equal employment opportunity (EEO) compliance Job analysis Human resource planning Employee recruitment, selection, motivation, and orientation Human Resource Management (HRM) Activities: (2 of 2) Performance evaluation and compensation Training and development Labor relations Safety, health, and wellness Four descriptions of the HRM function: It is action-oriented It is people-oriented It is globally-oriented It is future-oriented Historical Foundations of HRM Strategic Importance of HRM The increased strategic importance of HRM means that: Human resource specialists must show that they contribute to the goals and mission of the firm The actions, language, and performance of the HRM function must be: Measured Precisely communicated Evaluated Key Strategic HRM Concepts That Must Be Applied: (1 of 2) Analyzing and solving problems from a profit-oriented point of view Assessing and interpreting costs or benefits of HRM issues Using planning models that include realistic, challenging, specific, and meaningful goals Key Strategic HRM Concepts That Must Be Applied: (2 of 2) Preparing reports on HRM solutions to problems encountered by the firm Training the human resources staff Emphasizing the strategic importance of HRM Emphasizing the importance of contributing to the firm’s profits HRM and Organizational Effectiveness Performance Legal compliance Employee satisfaction Absenteeism Turnover Training effectiveness Training return on investment Grievance rates Accident rates Objectives of the HRM Function (1 of 3) 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 satisfacti