Human Resource Management
The policies, practices, and systems that influence employees' behavior, attitude, and performance. Involves "people practices
Benefits of HRM
1. Companies tend to be more innovative 2. Companies tend to have greater productivity 3. Companies develop a more favorable reputation in the community.
Skills needed for HRM
-Being very well respected that you can influence the positions taken by managers. -understanding organizations culture. -knows the ways that people join the organization and move to different positions within it. -Requires awareness of business trends an
Role of supervisor
Help define jobs, forecast HR needs, provide training, interview candidates, appraise performance, recommend pay increases and promotions, communicate policies, motivate with support from pay, benefits and other rewards.
Typical careers in HRM
Director of HR, health and safety manager, HR manager, Senior compensation analyst, HRIS specialist, Campus recruiter, intermediate-level training specialist, entry-level benefits administrator
Internal Labor Force
an organization's workers (its employees, people who have contracts to work at the organization)
External Labor Force
Individuals who are actively seeking employment. The number and kinds of people in external labor market determine kinds of HR available to an organization.
Key trends:
1. An aging workforce (generation differences) 2. A diverse workforce 3. Skill deficiencies of the workforce
Aging workforce
-generation differences: each generation has different skills and different kinds of knowledge and ways of doing things.
Diverse workforce
-greater diversity of the U.S. challenges employers to create HRM practices that ensure they fully utilize the talents, skills, and values of all employees. Also HRM systems need to be free of bias
Skill deficiencies in workforce
-there is a gap between needed and available skills which has decreased companies ability to compete. Sometimes there is a lack to upgrade technology, recognize work, and empower employees
High-performance work systems
are organizations that have the best possible fit between their social system and technical system
Knowledge Workers
employees whose contribution to the organizition is specialized knowledge of customers, processes, and profession
Employee empowerment
giving employees responsibility and authority to make decisions regarding all aspects of project development or customer service
Employee engagement
full involvement in one's work and commitment to one's job and company
Teamwork
assignment of work to groups of employees with various skills who interact to assemble a product or provide a service
Employment relationship is changing
employees are now looking for flexible work schedules, comfortable working conditions, greater autonomy, opportunities for training and development, and performance-related financial incentives.
Flexibility
Key for survival in fast-changing environment. Need to be able to change as fast as customer needs and economic conditions change
Work flow design
process of analyzing tasks necessary for production of a product or service
Position
set of job duties performed by a particular person. Basing these decisions on work flow design can lead to better results than the more traditional practice of looking at jobs
Job
Set of related duties
Job analysis
the process of getting detailed information about jobs
Job description
a list of the tasks, duties, and responsibilities that a particular job entails
Job specifications
looks at the qualities or requirements the person performing the job must possess
Job design
the process of defining how work will be performed and what tasks will be required in a given job
Job redesign
a similar process that involves an existing job design
Design for efficiency (approach to job design)
reduces work complexity, allows almost anyone to be trained quickly and easily perform the job, used for highly specialized and repetitive jobs
Design for motivation (approach to job design)
make a job more motivating by using the characteristics model: Skill variety, task identity, task significant, autonomy, feedback
Job enlargement (design for motivation)
broadening types of tasks performed in a job
Job extension
enlarging jobs by combining several relatively simple jobs to form a job with a wider range of tasks
Job rotation
enlarging job by moving employees among several different jobs
Job enrichment (design for motivation)
empowering workers by adding more decision-making authority to jobs
Flextime (design for motivation)
a scheduling policy in which full0time employees may choose starting and ending times within guidelines specified by the organization
Job sharing (design for motivation)
a work option in which two part-time employees carry out the tasks associated with a single job. This allows an organization to attract or retain valued employees who want more time to attend school or take care of other matters
Telework (design for motivation)
broad term for doing one's work away from a centrally located office
Design for safety and health (approach to job design)
use of safe work practices
Ergonomics
the study of interface between individuals' physiology and characteristics of physical work environment