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Chapter 01 dessler 12-ce_ppt_ch01
- 1. Chapter 1: The Strategic Role of
Human Resources Management
The Strategic Role of Human Resources Management | 1-1
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Dessler, Chhinzer, Cole
Human Resources
Management in Canada
Canadian Twelfth Edition
- 2. Learning Outcomes
• DESCRIBE the two categories of activities
required of HR managers and DISCUSS
examples of each.
The Strategic Role of Human Resources Management | 1-2
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• DEFINE human resources management
and ANALYZE the strategic significance of
human resources management.
- 3. Learning Outcomes
• DESCRIBE the three stages in the
evolution of HRM.
• EXPLAIN how HRM has changed over
recent years to include a higher-level
advisory role.
The Strategic Role of Human Resources Management | 1-3
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• DISCUSS the internal and external
environmental factors affecting human
resources management policies and
practices and EXPLAIN their impact.
- 4. The Strategic Role of Human
Resources Management
• the management of people in
organizations to drive successful
organizational performance and
achievement of organization’s strategic
goals
Human Capital
• the
knowledge, education, training, skills, and
expertise of an organization’s workforce
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Human Resources Management (HRM)
- 5. reserved.
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The Strategic Role of Human
Resources Management
The Strategic Role of Human Resources Management | 1-5
- 6. A Brief History of HRM
Scientific Management
concern for production
•
scientifically analyzing manufacturing
processes to reduce costs and compensating
employees based on performance
Human Resources Movement
•
concern for people and productivity
The Strategic Role of Human Resources Management | 1-6
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•
- 7. Human Resources Movement:
Evolutionary Phases
Phase 1 - early 1900’s
personnel administration
•
hiring, firing, payroll/benefits processing
Phase 2 – 1930’s to 1950’s
•
union liaison, compliance with new laws
•
orientation, performance appraisal, employee
relations
The Strategic Role of Human Resources Management | 1-7
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•
- 8. Human Resources Movement:
Evolutionary Phases
Phase 3 – 1960’s to 1980’s
• human resources management
• emphasis on contribution and proactive
management of people
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• outsourcing of many administrative
functions
- 9. Human Resources Movement:
Evolutionary Phases
Phase 4 – 1990’s to present
• every line manager must posses basic HR
skills
• new roles: activist, change steward, talent
manager/organizational
designer, operational executor and
business ally
The Strategic Role of Human Resources Management | 1-9
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• help achieve strategic objectives
- 10. reserved.
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New HRM Competencies
continued
The Strategic Role of Human Resources Management | 1-10
- 11. reserved.
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New HRM Competencies
continued
The Strategic Role of Human Resources Management | 1-11
- 12. reserved.
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New HRM Competencies
The Strategic Role of Human Resources Management | 1-12
- 13. reserved.
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New HRM Competencies
The Strategic Role of Human Resources Management | 1-13
- 14. reserved.
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New HRM Competencies
The Strategic Role of Human Resources Management | 1-14
- 15. Measuring the Value of HR:
Metrics
Traditional Measures
• focused on activity and cost
•
•
number of candidates interviewed
cost per hire
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• for example:
- 16. Measuring the Value of HR:
Metrics
• focus on
productivity, quality, sales, market
share, and profits
• balanced scorecard
• a measurement system that translates
organization’s strategy into a comprehensive set
of financial and operational performance measures
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Today’s Measures
- 17. Environmental Influences on
HRM
Internal Influences
• Economic conditions
• Organizational culture
• Labour market issues
• Organizational climate
• Technology
• Management practices
• Government
• Globalization
• Environmental concerns
The Strategic Role of Human Resources Management | 1-17
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External Influences
- 18. External Influences:
Economic Conditions
• employment levels
• growth of the primary, secondary, and
tertiary (service) sectors
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• productivity levels
- 19. External Influences:
Labour Market Issues
• generational differences:
•
•
•
•
Traditionalists (pre-1946)
Baby Boomers (1946 to 1964)
Generation X (1965 to 1980)
Generation Y (1981 to present)
The Strategic Role of Human Resources Management | 1-19
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• increasing workforce diversity: visible and
ethnic minorities; women; Aboriginal
population; people with disabilities
- 20. reserved.
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Generational Differences
The Strategic Role of Human Resources Management | 1-20
- 21. External Influences:
Labour Market Issues
• increased non-standard or contingent
workers
•
•
•
•
part-time
term/temporary/standby
home
self-employed
The Strategic Role of Human Resources Management | 1-21
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• higher overall level of education, however
higher level of functional illiteracy
- 22. External Influences: Technology
• concerns over data control, accuracy, right
to privacy, and ethics
• computerized monitoring of e-mail, voice
mail, telephone conversations, computer
usage, and behaviour
The Strategic Role of Human Resources Management | 1-22
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• new technologies:
Twitter, Facebook, videoconferencing
- 23. External Influences: Government
•
•
•
•
•
human rights
employment standards
labour relations
occupational health and safety
workers’ compensation
The Strategic Role of Human Resources Management | 1-23
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Ensure policies and practices comply with new and
changing laws covering:
- 24. External Influences: Globalization
•
•
•
•
firms extend business operations abroad
emergence of one world economy
increased international competition
multinational corporations: conduct business around
the world, seek cheap skilled labour
HR professionals must become familiar with
employment legislation in other countries
and manage ethical dilemmas.
The Strategic Role of Human Resources Management | 1-24
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Global trends:
- 25. External Influences: Environmental
Concerns
Topics of increasing importance:
• sustainability
• global warming
• pollution
• carbon footprints
• extinction of wildlife species
• ecosystem fragility
The Strategic Role of Human Resources Management | 1-25
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• climate change
- 26. Internal Influences:
Organizational Culture
• core values, beliefs and assumptions
• positive culture is desired
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• often conveyed through an organization’s
mission statement
- 27. Internal Influences:
Organizational Climate
• prevailing atmosphere in an organization
• influenced by leadership, HR
polices, communication style
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• friendly/unfriendly, open/secretive, rigid/fl
exible, innovative/stagnant
- 28. Internal Influences:
Management Practices
• bureaucratic organizations being replaced
with flatter structures
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• increased employee empowerment
The Strategic Role of Human Resources Management | 1-28
- 29. Growing Professionalism in HRM
Characteristics of a profession:
• A common body of knowledge
• Performance standards
• External perception as a professional
• Code of ethics
• Required training credentials
• Ongoing skill development
• Maintenance of professional competence
The Strategic Role of Human Resources Management | 1-29
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• Professional association
- 30. continued
The Strategic Role of Human Resources Management | 1-30
reserved.
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Certified Human Resources
Professional (CHRP)
- 31. reserved.
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Certified Human Resources
Professional (CHRP)
The Strategic Role of Human Resources Management | 1-31
- 32. reserved.
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Professional HR Designations
The Strategic Role of Human Resources Management | 1-32