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Chap 13 Notes

This document provides an overview of key aspects of human resource management (HRM). It discusses why HRM is important in achieving competitive advantage and organizational performance. The HRM process is affected by external factors like the economy, labor unions, and government laws/regulations. HRM activities include human resource planning, recruitment/selection of qualified employees, providing training and skills development, retaining high performers through compensation and benefits, and addressing contemporary issues.

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26 views

Chap 13 Notes

This document provides an overview of key aspects of human resource management (HRM). It discusses why HRM is important in achieving competitive advantage and organizational performance. The HRM process is affected by external factors like the economy, labor unions, and government laws/regulations. HRM activities include human resource planning, recruitment/selection of qualified employees, providing training and skills development, retaining high performers through compensation and benefits, and addressing contemporary issues.

Uploaded by

student202623
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Chapter 13: Human Resource Management

Why HRM is important and the HRM process:


● HRM is important because:
○ It is a source of competitive advantage
○ It is part of the organization strategies: the human is the main
performance driver
○ It impacts organizational performance
● Work practices that lead to both high individual and high organizational
performance is called high-performance work practices
● Other HRM activities beside high-performance work practices:

External factors that affect the HRM process:


1. The Economy
● Economic recession leads to high unemployment rate, and to changes
in jobs (part-time vs. full time, etc.)
2. Employer labor unions
● When the workforce is unionized, organizations and managers face
more challenges
● A labor union: an organization that represents workers and seeks to
protect their interests through collective bargaining
● HRM decisions are dictated by collective bargaining agreements
3. Governmental laws and regulations: the most significant environmental
constraint
● Affirmative action: organizational programs that enhance the status of
members of protected groups
● Laws help to reduce discrimination but also reduce the managers
discretion over HRM decisions
● Managers of multinationals must understand different federal laws
applied on employees in every country where their firm operate
● (Australia) Some laws were made to increase productivity and reduce
union power (for example giving the employers the flexibility to
negotiate wages with employees)
● In most Western European countries, legislations require firms to
practice representative participation (2 forms):
○ Work councils: groups of nominated or elected employees who
must be consulted (informed) when management makes
decisions involving personnel → link employees with
management
○ Board representatives: employees who sit on a company’s
board of directors and represent the interests of the firm’s
employees
4. Demographic trends
● Retirement of older employees (baby boomers)
● One-child policy of China created a shortage of skilled workers
● Anti-discrimination policies create an increase female workers and
minority; racial and ethnic composition (diversify)
Identifying and Selecting competent employees:
● Human resource planning:
○ Definition: ensuring that they have the right number and kinds of
capable people in the right places and at the right time
○ Consist of 2 steps:
■ Assessing current human resources:
● Manage information through databases, help managers
to identify the people they need
● Job analysis: assessment that defines a job and the
behaviors necessary to perform it
● Job description/Position description: a written statement
describing the job (content, environment, conditions)
● Job specification: state the minimum qualifications that a
person must possess (knowledge, skills, attitudes)
■ Meeting future HR needs (these needs are determined by the
company’s missions, goals, and strategies) → estimate what
areas in the organization is understaffed or overstaffed
○ Companies must scrutinize (examine carefully) the qualifications and
backgrounds of employees → they should develop reliable and valid
selection procedures
● Recruitment and Decruitment:
○ Recruitment: Locating, identifying, and attracting capable applicants
○ Decruitment: Reducing an organization’s workforce
● Selection:
○ Definition: Screening job applicants to ensure that the most
appropriate candidates are hired
○ To increase employee job satisfaction and reduce turnover → realistic
job preview (RJP): A preview of a job that provides both positive and
negative information about the job and the company
Providing employees with needed skills and knowledge:
● Orientation: Introducing a new employee to his or her job and the
organization. Involves: work unit orientation & business orientation
● Employee training:
○ Types of training: profession/industryspecific training,
management/supervisory skills, mandatory/compliance information
(such as sexual harassment, safety,...), and customer service training
○ Training method: organizations are relying more on technology-based
training
Retaining competent, high-performing employees:
● Performance management system: Establishes performance standards used to
evaluate employee performance
● Compensation and benefits:
○ Skill-based pay: A pay system that rewards employees for the job skills
they can demonstrate
○ Variable pay: A pay system in which an individual’s compensation is
contingent on performance
Contemporary issues in managing human resources:
● Managing downsizing:
○ Downsizing: The planned elimination of jobs in an organization
● Managing sexual harassment (any unwanted action or activity of a sexual
nature that explicitly or implicitly affects an individual’s employment,
performance, or work environment)
● Controlling HR Costs (employee healthcare costs, pension plan costs,

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