21st centuary HRM

Topics: Human resource management, Human resources, Management Pages: 38 (18115 words) Published: May 29, 2014
21st-Century Human Resource
Management Strategic
Planning and Legal Issues
Part

I

1
2
3

The New Human Resource
Management Process
Strategy-Driven Human
Resource Management
The Legal Environment and
Diversity Management

1

The New
Human Resource
Management
Process
Learning Outcomes
After studying this chapter you should be able to:
1.1 Identify the difference between the traditional view of Human Resource Management and the 21st-century view
1.2 Describe the major HRM skill sets
1.3 Discuss the line manager’s HRM responsibilities
1.4 Identify and briefly describe the major HRM discipline areas 1.5 Explain the Practitioner’s Model for HRM and how it applies to this book
1.6 Define the following terms:
Human resources
Employee engagement
Cost center
Revenue center
Productivity center
Productivity
Effectiveness
Efficiency
Job satisfaction
Turnover
Absenteeism
Sustainable competitive
advantage

Information Age
Knowledge worker
Technical skills
Human relations skills
Conceptual and
design skills
Business skills
Line manager
Staff manager
Society for Human
Resource Management
(SHRM)

Chapter 1 Outline
Why Study Human Resource Management?
HRM Past and Present
Past View of HRM
Present View of HRM
21st-Century HRM
HRM Challenges
The HRM Strategic View
Technology and Knowledge
Labor Demographics
Productivity and Competitiveness Through HRM
HRM Skills
Technical Skills
Human Relations Skills
Conceptual and Design Skills
Business Skills
Line Managers’ HRM Responsibilities
Line Versus Staff Management
Major HR Responsibilities of Line Management

Staffing
Training and Development
Employee Relations
Labor and Industrial Relations
Compensation and Benefits
Safety and Security
Ethics and Sustainability
HRM Careers
The Society for Human Resource Management
Other HR Organizations
Professional Liability
The Practitioner’s Model for HRM
The Model
Sections of the Model
Trends and Issues in HRM
Technology and High-Performance Work Systems
Increasing Globalization
Ethical Issues—Reverse Discrimination

HR Managers’ Responsibilities: Disciplines Within HRM
The Legal Environment: EEO and Diversity Management

A. Employee and Labor Relations (required)
4. Employee engagement
5. Employee involvement
6. Employee retention
20.Attendance
B. Employment Law (required)
22. Professional liability
D. Organization Development (required)
5. Improving organizational effectiveness
6. Knowledge management
9. Ongoing performance and productivity initiatives
10. Organizational effectiveness
H. Strategic HR (required)
6. Internal consulting (secondary)
9. Ethics (integrated)
11. Organizational effectiveness
Case 1-1. Welcome to the World of 21st-Century HRM

SHRM
HR CONTENT
See Appendix A: SHRM
2010 Curriculum
Guidebook for the
complete list

4PART I:  21ST-CENTURY HUMAN RESOURCE MANAGEMENT STRATEGIC PLANNING AND LEGAL ISSUES

HRM Is a Profession!
In my personal opinion, the increase in employer requirements for professional certification exemplifies the transition in Human Resource Management from record keeper to strategic partner status. I’m glad I was encouraged to

certify as soon as possible. The investment in certification paid off in tangible proof of expertise in the body of knowledge deemed essential for work in Human Resources, and helped me advance my employment opportunities.

Actually, my professional progress was set in motion
with membership in professional HR organizations.
First I became a Society for Human Resource Management (SHRM) student member, which provided access to SHRM’s website— valuable for research while I was a college student, and still an often used resource in my work. Next, my involvement spread to the local HR association.

The chapter meetings provide excellent opportunities to
network, swap “best practice” policies, and learn from
colleagues. It was here that I...
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