The document outlines the contents of a human resource management course organized into six parts: 1) HR management in perspective, 2) meeting HR requirements, 3) developing HR effectiveness, 4) implementing compensation and security, 5) enhancing employee relations, and 6) international HR management and audits. It also provides an overview of the goals and responsibilities of human resource management departments in organizations and how they help achieve organizational objectives through policies, procedures, budgets, and information systems that support HR functions like staffing, training, compensation, and labor relations.

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

6. Core
Competencies
• 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
vs.
Human Resource Management
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

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 ResourcesFoundations of Human Resources
ManagementManagement
SCIENTIFIC MANAGEMENT HUMAN RELATIONS BEHAVIORAL SCIENCE
Provides a basis for: Focuses attention upon:
Is an extension of human
relations that:
• Determining the best work
methods in order to:
- individual differences
among employees
- interpersonal relations at
work
- informal group behavior
- employee attitudes and
opinions
- leadership techniques
- communication practices
- involves an inter-
disciplinary approach
- views the organization
as a dynamic system
- is concerned with the
total organizational
climate
- is oriented toward both
economic and humanistic
objectives
- retains concern for
employee participation,
group behavior, and
interpersonal relations
- improve efficiency
- place right employee in
the right job
- teach employees the
right methods
• Establishing time
standards in order to:
- appraise performance
- eliminate unsatisfactory
performance
- reward superior
performance

13. 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
Current Focus
COMPETITIVE
CHALLENGES
HUMAN
RESOURCES
MANAGEMENT
EMPLOYEE
CONCERNS

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

15. Competencies of HRCompetencies of HR
ProfessionalsProfessionals
BUSINESS
CAPABILITIES
MANAGING
CHANGE
PROCESSES
HUMAN
RESOURCES
Financial,
Strategic,
Technological
Diagnosis,
Influence,
Contracting,
Intervention,
Problem
Solving,
Relationships,
Communication
Staffing,
Development,
Appraisal,
Rewards,
Organizational
Planning
Communication

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

17. Professional
Associations

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

21. 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.
Code of Ethics

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

23. • NCR Shared Values
• Walmart Value Statement
• J&J Credo
• Marathon Statement of Principles
Corporate
Mission
Statements

24. Objectives
Where 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
Audit results against
organizational goals
Review of
procedures
Review of
policies
Modification
if needed
Modification
if needed
Possible
action for
adjustment
needed
Org. goals
Results
achieved
Procedures
(steps) for
taking
actions
Policies
(guidelines)
governing
action
Actions to
achieve
goals
Org. goals
to be
achieved

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 theWhat are the Talent/Abilities of the
Workforce?Workforce?

32. Human Resources
Information 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. Organization of Human Resources
Department
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
Human
Resources
Planning
Division
Forecasting
Personnel
Inventories
Planning
Models
Resource
Information
Career Paths
Safety
Division
Safety
Campaigns
Engineering
Inspections
Education
Accident
Investigation
Records
Awards
Medical
Division
Examinations
First Aid
Medical
Facilities
Health Program
Treatment and
Services
Personnel Research
Division
Records and Reports
Statistical Analysis
Manuals
Systems and Procedures
Policies
Personnel Audits
Opinion surveys
Employee
Benefits
Division
Pensions
Profit
Sharing
Savings
Insurance
Cafeteria
Publications
Recreation
Counseling
Parking
Miscellaneous
Equal
Opportunity
Employer
Affirmative
Action Planning
Records
Discrimination
Complaints
Counseling and
Liaison
Human Resources Manager

39. Qualifications for a Career in HRM
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

40. Qualifications for a Career in HRM
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
SHRM: HR Jobs
SHRM: HR News Online
Occupational Outlook Handbook

41. HR
Objectives
HR
Procedures
HR
Policies
HR
Budgets
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
Line Authority
(Production Manager)
Staff Authority
(HR Manager)
Derived from:
Superior through
delegation
Directives, regulations,
assignments, etc.
Knowledge, information
and expertise in
functional area
Includes right to:
Exercise discretion
Give orders and direction
Take disciplinary action
Coordinate and control
performance of a function
Provide consultation
and service in functional
areas
Exercised over:
Subordinates in line of
authority (Chain of
Command)
Other members of the
organization in the
performance of a
particular function

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

45. HRM AS A COMPETITIVE
BUSINESS 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
PROFESSION
What are the “Competitive
Challenges?”
• Globalization
• Technology
• Change
• Human Capital
• Market Forces
• Worldwide Demographics
• Workforce Partnerships

47. GLOBILIZATION
IMPACT
Differences/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

51. IMPACT OF
CHANGE
• No Status Quo
• Always on Cutting Edge
• Staff Talents Must Adjust
• Very High People Resistance
• Creates
Stress/Pressure/Adoption

52. IMPACT ON HUMAN CAPITAL
(Not just Financial Capital)
• Competition Through People
• Balance Sheet Item?
• People Investment
– High Rewards for Performance
– Use Talents Wisely
– Enhance Talents
– Organize Skill Sets

53. Impact on
Global Competitive
Marketplaces
• Talent is Global
• Quality Products are Essential
• Business Process Management
creates Competitiveness
• Cost constantly Removed
• Speed to Market is Essential

54. IMPACT
FROM ENHANCING
GLOBAL COST CONTROL
• Creates Downsizing
• Creates Mergers/Acquisitions
• Creates Reorganization for
Efficiency
• Forces Outsourcing
• Encourages Temporary
Workforce
– Temporary Workers
– Contract Employees/Leasing

55. GLOBAL DEMOGRAPHIC
CHANGES
• Diversity
• Age Distribution
• Gender Distribution
• Rising Levels of Education
• Employee Rights – Legal
• Employee Privacy
• Attitudes Toward Work
• Balancing Life Goals with Work Goods

56. Hot Links to HRM
Articles:
HRM Trends
Alternative Work Schedules
Free Agents