STRATEGIC HUMAN RESOURCE MANAGEMENT: AN OVERVIEW

Instructor Manual For

• Wayne Mondy

Human Resource Management Thirteenth Edition

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Copyright © 2014 Pearson Education, Inc. Page 11

CHAPTER 1

STRATEGIC HUMAN RESOURCE MANAGEMENT: AN OVERVIEW

CHAPTER OBJECTIVES

• Describe employer branding and define human resource management.
• Identify the human resource management functions.
• Identify the external environmental factors that affect human resource management and

describe the trend for increased mobility of tasks performed by HR professionals.

• Explain why corporate culture is a major internal environment factor.
• Explain who performs human resource management tasks.
• Describe how human resource management activities may be different for small

businesses.

• Describe the various human resource classifications, including executives, generalists,

and specialists.

• Describe the evolution of human resource management and explain the evolving HR

organization.

• Describe the professionalization of human resource management.

10 Explain the possible hurdles of managing human resources across different countries and cultures.

KEY TERMS

Employer branding: Firm’s corporate image or culture focused on attracting the type of employees the firm is seeking.Human resource management (HRM): Utilization of individuals to achieve organizational objectives.Staffing: Is the process through which an organization ensures that it always has the proper number of employees with the appropriate skills in the right jobs, at the right time, to achieve organizational objectives.Human resource development (HRD): Major HRM function consisting not only of training and development but also of individual career planning and development activities, organization development, and performance management and appraisal.External environment: Factors outside an organization’s boundaries that affect a firm’s human resources make-up.Union: Comprised of employees who have joined together for the purpose of dealing with their employer. 2 / 4

Copyright © 2014 Pearson Education, Inc. Page 12

Shareholders: Owners of a corporation.

Human resource information system (HRIS): Any organized approach for obtaining relevant and timely information on which to base human resource decisions.Corporate culture: System of shared values, beliefs, and habits within an organization that interacts with the formal structure to produce behavioral norms.Human resource managers: Individuals who normally act in an advisory (or staff) capacity when working with other (line) managers regarding human resource matters.HR outsourcing (HRO): Process of hiring external HR professionals to do the HR work that was previously done internally.Shared service center (SSC): A center that takes routine, transaction-based activities dispersed throughout the organization and consolidates them in one place.Professional employer organization (PEO): Company that leases employees to other businesses.Line managers: Individuals directly involved in accomplishing the primary purpose of the organization are called line managers.Executive: Top-level manager who reports directly to a corporation’s chief executive officer or to the head of a major division.Generalist: Person who may be an executive and performs tasks in a variety of HR-related areas.Specialist: Individual who may be a HR executive, a human resource manager, or a nonmanager, and who is typically concerned with only one of the five functional areas of human resource management.Country’s culture: Set of values, symbols, beliefs, languages, and norms that guide human behavior within the country.

LECTURE OUTLINE

EMPLOYER BRANDING

Corporate culture is the system of shared values, beliefs, and habits within an organization that interacts with the formal structure to produce behavioral norms. Throughout this text the importance of various topics related to corporate culture will be described. The first topic associated with corporate culture, employer branding, is discussed next.

Employer branding is the firm’s corporate image or culture focused on attracting the type of employees the firm is seeking. Through employer branding, people get to know what the company stands for, the people it hires, the fit between jobs and people, and the results it recognizes and rewards.

HUMAN RESOURCE MANAGEMENT

HRM can be defined as the optimal utilization of individuals to achieve organizational objectives.

HUMAN RESOURCE MANAGEMENT FUNCTIONS 3 / 4

Copyright © 2014 Pearson Education, Inc. Page 13

Five functional areas are associated with effective human resource management: staffing, human resource development, compensation, safety and health, and employee and labor relations.

STAFFING—Process through which an organization ensures that it always has the proper number of employees with the appropriate skills in the right jobs, at the right time, to achieve organizational objectives.

Job analysis: Systematic process of determining the skills, duties, and knowledge required for performing specific jobs in an organization.

Human resource planning: Systematic process of matching the internal and

external supply of people with job openings anticipated in the organization over a specified period of time.

Recruitment: Process of attracting qualified individuals and encouraging them to apply for work with the organization.

Selection: Process through which the organization chooses, from a group of

applicants, those individuals best suited both for open positions and the company.

HUMAN RESOURCE DEVELOPMENT —A major HRM function consisting not only of training and development but also of career planning and development activities, organization development, performance management and appraisal.

Training: Activities designed to provide learners with the knowledge and skills

needed for their present jobs.

Development: Process that involves learning that goes beyond today’s job; it has a more long-term focus.

Career planning: Ongoing process whereby an individual sets career goals and

identifies the means to achieve them.

Career development: Formal approach used by the organization to ensure that

people with the proper qualifications and experiences are available when needed.

Organization development: Planned and systematic attempts to change the

organization, typically to a more behavioral environment.

Performance management: Goal-oriented process that is directed toward

ensuring that organizational processes are in place to maximize the productivity of employees, teams, and ultimately, the organization.

Performance appraisal: Formal system of review and evaluation of individual or

team task performance.

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