Human resources management
The Five Main Functions of Management:
Planning: establish goals and standers, developing rules & procedures & plan and forecasts.
Organizing: giving subordinates a specific task, establishing department, delegate authority to subordinates,
establishing channels of authority and communication
Staffing: determining what type of employees should be hired, recruiting prospective employees, setting
performance standards, compensating, evaluating, counseling, training and developing employees.
Leading: getting other to get job done, maintaining moral and motivating subordinates.
Controlling: checking to see how actual performance compare whit standards, taking corrective action as
needed.
Human resources management Functions and practices:
1) Conducting job analyses → Workforce Planning Practice.
2) Planning labor needs and recruiting job candidates → Recruitment Practice
3) Selecting job candidates → Selection Practice
4) Orienting and training new employees → Onboarding Practice
5) Managing wages and salaries (compensating employees) → Compensation Practice
6) Providing incentives and benefits → Benefits Management Practice
7) Appraising performance → Performance Management Practice
8) Communicating (interviewing, counseling, disciplining) → Employee Relations Practice
9) Training employees and developing managers → Training and Development Practice
10) Building employee relations and engagement → Employee Engagement Practice
11) Maintaining employee health and safety → Health and Safety Practice
12) Handling grievances and labor relations → Labor Relations Practice
Why Is Human Resource Management Important to All Managers?
• AVOID PERSONNEL MISTAKES, having this knowledge will help you avoid the personnel
mistakes you don’t want to make. For example, you don’t want
➢ To have your employees not doing their best.
➢ To hire the wrong person for the job.
➢ To experience high turnover.
➢ To have an employee hurt due to unsafe practices.
➢ To let a lack of training undermine your department’s effectiveness.
✓ IMPROVING PROFITS AND PERFORMANCE, it can help ensure that you get results—through people
➢ Human resource management methods can help any line manager/supervisor (or HR manager) boost his or
her team’s and company’s levels of engagement, profits, and performance.
✓ studying the techniques of (HRM) should help you to manage a small firm’s human resources more
effectively.
True/False Question:
• In practice, HR and line managers share responsibility for most human resource activities, including
skills training, where HR designs the training and the supervisor provides on-the-job training."
Answer: True
• Line managers are solely responsible for designing and providing skills training for employees,
without any involvement from HR." Answer: False
Question " Examples of job duties include":
• Recruiters: Use various methods including community contacts, on print and online media to search
for qualified job applicants.
• Equal Employment Opportunity (EEO) Representatives or Affirmative Action Coordinators:
Investigate and resolve EEO grievances, examine Organizational practices for potential violations,
compile and submit EEO reports.
EEO representatives investigate and resolve __________ grievances.
• Answer: Equal Employment Opportunity (EEO)
• Job analysts: Collect and examine detailed information about job duties to prepare job descriptions.
• Compensation managers: Develop compensation plans and handle the employee benefits program.
• Training specialists: Plan, organize, and direct training activities.
• Labor relations specialists: Advise management on all aspects of union–management relations.
Discuss Key Points: The New Approaches to Organizing HR: Employers are changing how they
organize and deliver HR services.
From In-house recruiters to online and social media platforms.
From Physical Training online training portals.
These create centralized HR units whose employees are shared by all the companies’ departments to assist the
departments’ line managers in human resource matters.
These shared services HR teams generally offer their services through intranets or centralized call centers.
Objective: They aim to provide managers and employees with specialized support in day-to-day HR activities.
• How do centralized HR units support line managers?
Answer: They assist line managers in human resource matters and provide specialized support in day-to-day
HR activities.
This Generates
o Embedded HR teams
o HR business Partners
o Centers of Expertise
Name the three components generated by the new HR approaches?
The trends shaping HRM:
1. Workforce demographic. hiring foreign workers, which means diversifying the workforce
2. Jobs people do. The acquisition and development of superior human capital appear essential to
firms’ profitability and success.
3. Technological trends.
4. Economic trends.
5. Globalization trends. (Going beyond borders, companies are extending their sales,
ownership, manufacturing to new markets abroad) Disappearing of the national identity of products
Globalization More competition More pressure to be “world class”
Managing the “people” aspects of globalization is a big task for companies that expand abroad—and for their
HR managers.
Strategic human resource management means formulating and executing human resource policies and
practices that produce the employee competencies and behaviors the company needs to achieve its strategic
aims. This can be achieved through 3 steps
1. Setting the firm’s strategic aims.
2. Pinpointing the required employee behaviors and skills.
3. Deciding on HR policies and practices to produce these behaviors and skills.
Performance and Human Resource Management HR can Apply 3 levers to do that
1. HR department lever: Ensures efficient delivery of HR services.
2. Employee costs lever: Advises on staffing levels, compensation, incentives, and benefits policies.
3. Strategic results lever: Implements policies and practices to achieve employee competencies and skills
aligned with strategic goals.
Employee Engagement
1. Refers to being psychologically involved, connected, and committed to completing one's job.
2. Leads to a high level of connectivity with work tasks and dedication to achieving goals.
• HR helps to achieve employee engagement.
• Employee engagement drives performance.
• Only 21–30% of today's employees are engaged in the USA.
• Business units with high employee engagement have an 83% chance of performing above the
company median.
• Units with low employee engagement have only a 17% chance of performing well.
• Companies with highly engaged employees achieve 26% higher revenue per employee.
EX: Kia Motors (UK) turned its performance around by boosting employee engagement with new HR
programs, including new leadership development programs, new employee recognition programs,
improved internal communications programs, a new employee development program, and modifying its
compensation and other policies.
The Important Components of Human Resource Management:
1. Distributed HR
2. Strategic HRM
3. Performance
4. Sustainability
5. Employee Engagement
6. Ethics
The HR Manager Competencies:
1. Leadership and Navigation: The ability to direct and contribute to initiatives and processes within
the organization.
2. Ethical Practice: The ability to integrate core values, integrity, and accountability throughout all
organizational and business practices.
3. Business Acumen: The ability to understand and apply information to contribute to the organization’s
strategic plan.
4. Relationship Management: The ability to manage interactions constructively to achieve
organizational goals.
5. Consultation: The ability to provide guidance to organizational stakeholders.
6. Critical Evaluation: The ability to interpret information to make business decisions and
recommendations.
7. Communication: The ability to effectively exchange information with stakeholders.
8. Global and Cultural Effectiveness: The ability to value and consider the perspectives and
backgrounds of all parties.
Lec6
• Employers cannot discriminate based on race, color, religion, sex, or national origin.
• It is unlawful to discriminate in pay based on sex for jobs involving equal work, requiring equivalent
skills and effort.
• Pay differences are allowed if derived from seniority systems, merit systems, production-based
metrics, or other factors unrelated to sex.
• It is unlawful to discriminate against employees aged 40–65.
• Example: A company in the USA fired a 64-year-old man; he sued for age discrimination and won $16
million.
• Affirmative action for handicapped persons is required under various laws.
• Diversity includes employees from various racial, ethnic, gender, cultural, age, and religious
backgrounds.
• Unmanaged diversity can lead to stereotyping and reduced cooperation.
• Common issues of unmanaged diversity:
o Stereotyping.
o Discrimination.
o Tokenism.
o Ethnocentrism.
• Diversity can increase profits:
o Stores with a pro-diversity climate experience higher sales growth.
o Those with less hospitable diversity climates have lower growth.
• Top-down diversity management programs:
o Initiatives led by top executives.
o Diversity training to improve sensitivity to cultural differences.
o Set measurable goals and assess progress.
• Change culture and management systems:
o Integrate diversity into performance appraisals and organizational systems.
o Evaluate success using employee attitude surveys.
Lec7
strategic then what does it mean?
It is the company’s overall plan for how it will match its internal strengths and weaknesses with its external
opportunities and threats to maintain a competitive position.
The strategy: It can be defined as A course of action the company can pursue to achieve its strategic goals.
Now, how can we define the Strategic Management??
The process of identifying and executing the organization’s strategic plan by matching the company’s
capabilities with the demands of its environment.
The Strategic Management Process:
Steps: Strategic Planning: Steps 1 to 5.
1. Define the current business
2. Perform external and internal audits
3. Formulate a new direction
4. Translate the mission into strategic goals
5. Formulate strategies to achieve the strategic goals
6. Strategic Execution: Implement the strategies
7. Strategic Evaluation: Evaluate performance
Types of Strategic planning: managers engage in three types of strategic planning, corporate-level strategic
planning, business unit (or competitive) strategic planning, and functional (or departmental) strategic
planning.
Thus, this creates 3 types of strategies
Types of Strategies
1. Corporate-Level Strategy
• Focuses on answering the question: "What businesses are we in?"
2. Business-Level (Competitive) Strategy
• Each business unit determines its competitive approach, answering: "How will we compete?"
3. Functional Strategies
• Focuses on how different departments support the business's competitive strategy.
o Sales Department: "How do we support the business's competitive strategy?"
o Production Department: "How do we support the business's competitive strategy?"
o HR Department: "How do we support the business's competitive strategy?"
True/False Questions
Page 16: Sustainability and Strategic HRM
1. HR policies should align with the company’s sustainability strategy and goals.
o Answer: True
2. Sustainability in HRM only focuses on financial performance.
o Answer: False
3. Talent sustainability ensures a steady pipeline of skilled employees.
o Answer: True
Page 20: Strategic HRM Tools
4. A strategy map is used to visualize how departmental performance supports overall strategic goals.
o Answer: True
5. The HR scorecard monitors HR activities without assigning metrics.
o Answer: False
6. Digital dashboards display real-time HR metrics through computerized graphs and charts.
o Answer: True
Page 22: Strategy Map Explanation
7. The strategy map is a tool used to illustrate how each department’s performance contributes to
company goals.
o Answer: True
8. The strategy map focuses only on individual employee performance.
o Answer: False
