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Chapter 1 Human Resource Management

employee engagement
a combination of both job satisfaction and a willingness to perform for the organization at a high level over an extended period of time.
why we study HRM
to learn how to engage employees more effectively.
past HR managers
paper pushers who organized personnel files
past HR managers
cost center or revenue center
present HR managers
improve organizational revenues and profits by creating the right working environment
present HR managers
productivity and profit center
productivity
The amount of output that an organization gets per unit of input, with human input usually expressed in units of time.
effectiveness and efficiency
the two things that productivity requires
effectiveness
getting the job done whenever and however it must be done; “Did we do “the right things?”
efficiency
how many organizational resources we used in getting the job done; “Did we do things right?”
productivity, job satisfaction, turnover, absenteeism
HR managers have no direct control over PEOPLE, specifically their what?
willingness and desire
Since HR managers have no direct control over people, they must create workplace conditions that foster employee _____ and _____ to come to work and perform effectively and efficiently.
job satisfaction, turnover, absenteeism
They are all interrelated with productivity, and affect employee (and therefore organizational) performance.
job satisfaction
the extent to which people like their jobs and the environment in which they work.
turnover
the permanent loss of workers, which costs the organization in many ways.
absenteeism
failure of an employee to report to work as scheduled.
reactive to proactive
the HRM strategic view shifted from what to what?
HRM strategic view
HRM’s shift from reactive to proactive (i.e. taking on a strategic role), which took hold within the past 30 years, gives the organization a sustainable competitive advantage, because HRM efforts are critical to being able to carry out organizational plans and reach goals that have been defined by the overall strategic plan.
the main goals of strategic HRM
To encourage employees through motivation, leadership, environmental analysis and organizational changes that work to improve job satisfaction.
administrator; labor intensive skills; technology intensive skills; knowledge skills
The job of the HR manager changed from ____ to ____ primarily because the type of work we do today has changed from requiring ____ ___ ____ to ____ ____ ____ and ____ ____.
technological, human relations, conceptual and design, business
skills for successful HR management
technological skills
using methods and techniques to perform a task
human relations skills
the ability to work well with individuals and groups.
conceptual and design skills
the ability to evaluate a situation, identify and select reasonable alternatives, and make decisions that implement solutions.
business skills
analytical and quantitative skills that help the manager understand and contribute to the profitability of the organization.
line managers
control what the organization does by creating and maintaining the processes and people who create what the business sells.
staff managers
(HR managers) advise line management about issues that are within their fields of specialized knowledge.
legal considerations, labor cost controls, leadership and motivation, training and development, appraisal and promotion, safety and security of employees
major HR responsibilities of line management
disciplines within HRM
Legal: EEO and Diversity Management
Staffing
Training and Development
Employee Relations
Labor and Industrial Relations
Compensation and Benefits
Safety and Security
Ethics and Sustainability
the society for human resource management
SHRM
american society for training and development
ASTD
world at work
WAW
professional liability
The organization and managers with authority to make organizational decisions can be sued by employees who feel their rights under employment laws have been violated.
strategy, the legal environment, and diversity management
the basis for everything else that a 21st century HR manager does ; they are the most critical to the organization’s basic stability and success.
human resources
the people within an organization
employee engagement
a combination of both job satisfaction and a “willingness to perform” for the organization at a high level, and over an extended period of time.
cost center
a division or department within an organization that brings in no revenue or profit – in other words it costs money for the organization to run this function.
revenue center
a division or department that generates monetary returns for the organization
productivity center
a revenue center that enhances profitability of the organization through enhancing the productivity of the people within the organization.
job satisfaction
the feeling of well being that we experience in our work – basically whether or not we like what we do and the immediate environment surrounding us and our work.
turnover
the permanent loss of workers from the organization
absenteeism
the failure of an employee to report to the work place as scheduled.
sustainable competitive advantage
a capability that creates value for customers that rivals can’t copy quickly or easily, and allows the organization to differentiate its products or services from competitor products or services.
Information Age
an era that began around 1980 in which information became one of the main products used in organizations; it is characterized by exponential increases in available information in all industries.
knowledge workers
workers who use their head more than their hands to gather and interpret info in order to improve a product or process for their organizations.
human relations skills
the ability to understand, communicate, and work well the individuals and groups through developing effective relationships.
conceptual and design skills
made up of the ability to evaluate a situation, identify alternatives, select an alternative, and make a decision to implement a solution to a problem.
business siills
the analytical and quantitative skills, including in depth knowledge of how the business works and its budgeting and strategic planning processes, that are necessary for a manager to understand and contribute to the profitability of their organization.
line manager
create and manage the organizational processes and the people that create whatever it is that a business sells
staff manager
the individuals who advise line management of the firm in their area of expertise.
society for human resource management
the largest and most recognized of the HRM advocacy organization in the United States.

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