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HUMANRESOURCEMANAGEMENT:ANOVERVIEWSEMINARASSIGNMENTSCREATEADATABASEFORAPPLICANTSANDFOREMPLOYEESDEVELOPANDPRESENTANOUTLINEOFANORIENTATIONPROGRAMCREATEAPERFORMANCEAPPRAISALFORMATANDPROCESSCHAPTEROBJECTIVES1.Identifythehumanresourcemanagementfunctions.2.Explainhoworganizationsareadjustingtohumanresourcerestructuringtrends.3.Explaintheneedforhumanresourcestobeastrategicpartner.4.Describehumanresourcemanagementandthesmallbusinessmanager.CHAPTER
OBJECTIVES
(CONTINUED)5.Distinguishamongexecutives,generalists,andspecialists.6.Describethechangesthatoccurinthehumanresourcefunction.7.Explainthenatureofprofessionalizationofhumanresourcesandthedirectionithastaken.8.Defineethicsandrelateethicstohumanresourcemanagement.THEHUMANRESOURCEMANAGEMENTSYSTEMHRPlanning,Recruitment&SelectionHUMANRESOURCEMANAGEMENTFUNCTIONSEmployee&LaborRelationsSafety&HealthCompensation&BenefitsHumanResourceDevelopment
HRFUNCTIONSAREINTERRELATED
AREASOFHRAREINFLUENCEDBYGOVERNMENTACTIONS,NEWLAWS,CHANGESINSOCIETYANDCOURTDECISIONSHRDEFINEDPHILOSOPHY,POLICIES,PROCEDURESANDPRACTICESFORMANAGINGPEOPLEATWORKSUPPORTCOMPANYGOALSINCREASEJOBSATISFACTIONPRODUCTIVITY
HRDEVELOPMENT(HRD)TrainingCareerDevelopmentDevelopmentCareerPlanning
COMPENSATION&BENEFITS
PayBenefitsNonfinancialRewardsJobEnvironmentUnionization14.5%UnionMembershipIntheUnitedStates10%ofPrivateIndustrySubjecttoWorkerApprovalMembershipisLegallyProtected
StrategicRecentralizationFocusOnCostReductions
DeliveryofManyHRFunctionsShiftedtoLineManagersHRRESTRUCTURINGTRENDSHumanResourceManagersSharedServiceCentersOutsourcingFirmsLineManagersWHOPERFORMSTHEHUMANRESOURCEMANAGEMENTTASKS?WHOPERFORMSTHEHUMANRESOURCEMANAGEMENTTASKS?HUMANRESOURCEMANAGERSPERFORMINGHRTASKSActinanAdvisoryorStaffCapacityServicingMore&MoreEmployeesPrimarilyResponsibleforCoordinatingHRSharedResponsibilityBetweenLineManagers&HRProfessionals
SHAREDSERVICECENTERS(SSCs)PERFORMINGHRTASKS:
ConsolidationofRoutine,
Transaction-basedActivities
SSCsAllowHRManagerstoAssumeaMoreStrategicRoleFewerHRPersonnelNeeded
OUTSOURCING:
TRANSFERRINGHRRESPONSIBILITIESTOANEXTERNALPROVIDER
ReducesTransactionTimeReducesCostImprovesQuality
LINEMANAGERSPERFORMINGHRTASKSInvolvedWithHumanResourcesUsedMoretoDeliverHRServicesReducestheSizeoftheHRDepartment
HRASASTRATEGICPARTNERHRisaLegitimateBusinessUnitHighlyStrategicinNatureCriticaltoAchievingCorporateObjectivesMustDetermineWorkforceCapabilitiesHRManagersmustForgeStrategicPartnershipsHRExecutivesmustUnderstandtheComplexOrganizationalDesignHRASASTRATEGICPARTNERHUMANRESOURCEMANAGEMENTANDTHESMALLBUSINESSMANAGER90%ofAllU.S.BusinesseshaveFewerthan20EmployeesSmallBusinessesCreate2Outof3NewNetJobsSmallBusinessesProvide60%ofAllPrivate-sectorJobsApproximately400,000SmallBusinessesareEstablishedAnnuallyCompaniesEmployingFewerthan100WorkersAccountforOver90%ofJobGrowthHUMANRESOURCEMANAGEMENTANDTHESMALLBUSINESSMANAGERTECHNOLOGY'SIMPACTONHRRapidTechnologicalSkillsChange3or4ChangesImpactHRTimesDuringCareersHREXECUTIVES,GENERALIST&SPECIALISTVPHUMANRESOURCES*1&*2MANAGER,COMPENSATION&BENEFITS*3MANAGER,TRAINING&DEVELOPMENT*3MANAGER,EMPLOYMENT*3BENEFITSANALYST*3VPINDUSTRIALRELATIONS*1&*3*1--Executive*2--Generalist*3--SpecialistCHARACTERISTICSOFANHREXECUTIVEATop-levelManagerReportsDirectlytotheCorporation'sCEOPerformsOneorMoreHRFunctionsCHARACTERISTICSOFANHRGENERALISTOftenanExecutivePerformsTasksinVariousHRRelatedAreasInvolvedinSeveral,orAll,oftheFiveHRMFunctionsCHARACTERISTICSOFANHRSPECIALISTMaybeanHRExecutive,Manager,orNon-manager
TypicallyConcernedwithOnlyOneoftheFiveFunctionalAreas
HRINSMALLBUSINESSESSeldomHaveaFormalHRUnitOtherManagersHandleHRFunctionsFocusesonHiring&RetainingCapableEmployeesTHEHUMANRESOURCEFUNCTIONINASMALLBUSINESS
HRINAMEDIUM-SIZEDFIRMLittleSpecializationHRManagerisEssentiallytheEntireDepartmentTHEHUMANRESOURCEFUNCTIONINAMEDIUM-SIZEDBUSINESS
TRADITIONALHUMANRESOURCEFUNCTIONSINALARGE-SIZEDFIRMSeparateSectionsareOftenCreatedPlacedUnderanHRManagerEachHRFunctionMayhaveaSupervisor&StaffHRManagerWorksCloselywithTopManagementinFormulatingPolicyTHEHUMANRESOURCEFUNCTIONSINALARGEFIRM
ANEWANDEVOLVINGHRORGANIZATIONFORLARGE-SIZEFIRMSPerformanceinFiveFunctionalAreas;OutsourcingMayOccurSharedServiceCentersMayBeUtilizedLineManagersMayHaveMoreHRAuthorityANEXAMPLEOFANEW&EVOLVINGHR
ORGANIZATIONFORLARGEFIRMSPresident&CEOSafety&HealthManagerHumanResourceManagerCompensation&BenefitsTraining&DevelopmentSharedServiceCenterOutsourcedTHENATUREOFAPROFESSIONExistenceofaCommonBodyofKnowledgeAProcedureforCertifyingMembersofaProfessionPerformanceStandardsareEstablishedbyMembersofaProfessionHRPROFESSIONALGROUPSSocietyForHumanResourceManagementAmericanSocietyfor
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