BA 152 NOTES  HRM People Functions

Chapter 1 - INTRODUCTION TO HUMAN RESOURCE MGMT
 Our people are our most important asset. All managers
are involved in HRM activities.
 Skills needed at different management levels:
1. Placing the right person in the job
2. Starting new employees in the org (orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining creative cooperation and developing smooth
working relationships
6. Interpreting the company’s policies & procedures
7. Controlling labor costs
8. Developing each person’s abilities
9. Creating & maintaining departmental morale
10. Protecting employees’ health & physical conditions

 Mapping basic HR functions

Recruitment Training / Development /
 Management process Selection Professional advancement /
Staffing = HRM Hiring Career development
Deployment Compensation
OR:
Job Procurement Incentives
POSDC + People = HRM Job rotation rewards

 HRM Process

 Line manager’s personnel responsibilities

1. Conducting job analyses (determining the nature of each
employee’s job)
2. Planning labor needs and recruiting job candidates
3. Selecting job candidates
4. Orienting and training new employees
5. Managing wages and salaries (compensating employees)
6. Providing incentives and benefits  HRM focuses on:
7. Appraising performance
- Attracting the best
8. Communicating (interviewing, counseling, disciplining)
- Developing the best
9. Training employees, developing managers
10. Building employee relations and mgmt. - Retaining the best

 Personnel mistakes managers don’t want to make  HRM goal: getting results through people
1. To have employees not doing their best - HRM creates value through activities that produce
2. To hire the wrong person for the job employee behaviors the company needs for
3. To experience high turnover achieving its strategic goals
4. To have your company in court due to discriminatory actions
5. To have your company cited for unsafe practices  The HR Practitioner
6. To let a lack of training undermine your department’s - Education + experience + personal characteristics
effectiveness - Scientist and artist
7. To commit any unfair labor practices
- Functional and relational
- Transactional and transformational
 Human resource mgmt. is the art and science of:
… acquiring, motivating, maintaining, and developing PEOPLE
 Major competencies
in their job in light of personal, professional, technical Least priority (b/c
- HR technical expertise
knowledge, skills, potentialities, needs, and values… skills can always be
taught)

… and in synchronization with the achievement of the - Business knowledge

ORGANIZATION’s philosophy, resources, and culture… - Interpersonal competence
- Leadership
… for the maximum achievement of INDIVIDUAL, - Continuous learning
ORGANIZATIONAL, AND SOCIETY’s goals - Personal clarity = most impt.; awareness
Highest priority
of goals & desired career path
(essentially, HRM’s 3 components are the individual, the
organization, and society)

1
 HR Manager’s Duties  The changing environment of HRM

 Factors that impact HRM today

1. Changing business landscape – globalization, IT, political
conflicts, economic upheavals
2. Changing nature of work
3. Financial resources, management philosophy

 What trends mean for HR

 HR Specialists 1. Drastic times, drastic measures: Uncertain economic
1. Recruiters conditions force orgs to reconsider how they can grow
2. Equal employment opportunity (EEO) reps or and be profitable; stable/declining economies
affirmative action coordinators 2. Blurred lines—life or work? New organizational
3. Job analysts structures are changing the nature of work for
4. Compensation managers employees and HRD professionals; work-life balance
5. Training specialists 3. Work be nimble, work be quick: The accelerated pace of
6. Labor relations specialists change requires more adaptable employees and nimbler
organizations; real-time adaptations to changes
 HR structure depends on the organization size 4. Life and work in the e-lane: Technology, especially the
- Large org: Internet, is transforming the way people work and live;
making HR accessible

 HRM departments are being pressured to demonstrate

their contributions

 Sensitivity to external and internal environment

- Development of HR programs that will anticipate and
prepare to address what the business requires in a
strategic manner before the need arises
- Facilitation in implementation of organizational
strategies
- HR strategies that could be a significant instrumental
for maintaining a sustained competitive advantage

- Small org:  CEO expectations from HR

- - To be involved in overall business mgmt.
- To look at business priorities before functional
priorities
- To be in the same boat as other mgmt. team
members
- To adopt targets that are inseparable from business
targets

 What HR spends time on vs Conflicting perceptions on HR

- Administrative work-paper
 New approaches to organizing HR processing
- Compliance work – legal and
regulatory issues
- Consulting – advice for managers
- Policy-making
- Fire-fighting – dealing w/ crises
- Paper-shuffling
bureaucrat
- Compliance officer (ex.
VLs and SLs)
- Hitman – delivering bad
news (firing) or good
news (giving bonuses)
- Social activities
organizer
- Business partner
- Talent recruiter,
developer, retainer
- OD consultant (ex. for
company culture)
2
 PMAP survey: Distribution of HR time
65-75% - Transactional
- Benefits administration, record keeping,
employee services
15-30% - Traditional
- Recruitment, selection, training, performance
mgmt., compensation, employee relations
5-15% - Transformational
- Knowledge mgmt., Strategic redirection, Culture
change, VMV programs, mgmt. dev’t

 2.4 – 3.8: most firms in the PH are in this range

(5 as strategic)

Survey respondents:
- Many HR professionals find it hard to move away
from administrative roles
- Oftentimes, HR roles will depend on the size of the
org, mgmt. philosophy of the leaders, and the org’s
priorities (reactive)
- HR units that metamorphosed from one-person
offices to large depts tend to be bureaucracies,
insensitive to line.
- Focus on being strategic highest for MNCs, not yet
fully developed but getting there, followed by LCs
and hardly for NGOs and GOs.

David Ulrich Model:

The Roles of HR Management

STRATEGIC
Strategic Business Partner Change Agent
Translates business strategy Understands the theory and
into action; assesses and applies the tools of change;
aligns systematically HR heads transformation by
practices with the business doing it first and serves as
strategy catalysts and facilitators of
PROCESS

PEOPLE

change in the org

Administrative Expert Employee
Designing & delivering day- Advocate/Champion
to-day HR services, Listens to employees and
improves processes; finds the right balance
measures HR results in between demands on
terms of efficiency & employees and resources or
effectiveness rights available to employees
OPERATIONAL

- Day-to-day vs long-term
- Process vs people
**Take care of operational first before strategic

 HR Challenge: TODAY
- To be proactive in demonstrating their value-adding
significance to gain the recognition and trust of
mgmt….
- And thus become a significant partner in the org’s
strategic process but without sacrificing
administrative services