Ch 1: Human Resource Management in Organizations

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CHAPTER

1

HUMAN RESOURCE MANAGEMENT IN ORGANIZATIONS

Learning Objectives

After students have read this chapter, they should be able to: Define human capital and identify the seven categories of HR activities.

Discuss how organizational culture and HR are related and identify four areas that are part of these relationships.

Explain how organizational ethical issues affect HR management.

Provide an overview of six challenges facing HR today.

Describe how the major roles of HR management are being transformed. Explain the key competencies needed by HR professionals and why certification is important.

CHAPTER 1: HUMAN RESOURCE MANAGEMENT IN ORGANIZATIONS

Chapter Overview

This chapter provides an overview of Human Resource Management by describing seven important considerations:HR as Organizational Core Competency, HR Management as Organizational Contributor, Organizational Ethics and HR Management, Current and Future HR Management Challenges, Managing HR in Organizations, HR Management Roles, and HR Management Competencies and Careers.

Many organizations today are looking at the management of human capital in their organizations. The importance of measuring the value of human capital and viewing human resources as a core competency for an organization is explored in the beginning of this chapter. A conceptual model is presented that shows that HR management is composed of seven interlinked activities that are significantly impacted by external forces (legal, economic, technological, global, environmental, cultural/geographic, political, and social). These seven activities are identified and briefly described: (1) strategic HR management, (2) equal employment opportunity, (3) staffing, (4) talent management and development, (5) total rewards, (6) risk management and worker protection, and (7) employee and labor relations.

HR can contribute to organizational results in many ways. Some of the areas of contribution include organizational culture; organizational productivity; social responsibilities; customer service and quality; and employee engagement. HR management’s contributions to each of these areas are explored.

Next, organizational ethics and HR is discussed. The relationship between ethics and organizational culture, the global differences regarding ethics, and HR’s role in organizational ethics are covered. The HR impact of the Sarbanes-Oxley Act is also included.

Current and future HR management challenges are then identified and explored. These include organizational cost pressures and restructuring; economics and job changes; globalization of organizations and HR; workforce demographics and diversity; HR technology; and measuring HR impact through metrics.

Managing HR in organizations is discussed next. All managers engage in HR management but they are not expected to know the details about HR regulations and HR systems that one would expect from an HR professional. Smaller organizations (less than 100) typically do not have an HR department and the owner or another manager usually takes care of HR issues. It is important that there is cooperation between the operating managers and the HR staff for HR efforts to succeed. Some of the common negative and positive views of HR are discussed.

The various roles that HR management may undertake are then described and include the administrative, the operational and employee advocate, and the strategic roles. The chapter concludes with identifying HR competencies needed by all HR professionals and senior HR leaders. Some discussion of HR careers and various types of certification within the field of HR are also included.

Chapter Outline and Instructor Notes

Suggested Content Coverage

As the HR Headline indicates, managing people in organizations is a vital part of what is currently being done by supervisors, managers, and executives. Managing...
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