1、Business 3058 Human Resources Management,Dr. Changquan Jiao Faculty of Business Administration Lakehead University,Introduction To HRM,Objectives,Understand HRM Understand Strategic HRM Understand the impacts of Strategic HRM on organizations Video: Southwest Airlines: Competing Through People,Sampl
2、e definitions of HRM,Is a set of interrelated functions and processes whose goal is to attract, socialize, motivate, maintain, and retain an organizations employees (Belcourt et al., 2002)The management of people in organizations through formulating and implementing human resources management system
3、s that are aligned with organizational strategy in order to produce the workforce competencies and behaviours required to achieve the organizations strategic goals (Dessler et al., 2007). Aims to improve the productive contribution of individuals while simultaneously attempting to attain other socie
4、tal and individual employee objectives (Textbook: Schwind et al., 2007)The strategic and coherent approach to the management of an organizations most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business (Armstrong,
5、 (2006).,HR department or HR manager is solely responsible for HRM? True/False?,Sample HR and Line Manager HR Activities/Responsibilities,Understanding HRM: a historical perspective,Industrial Revolution Changed the nature of work Large numbers of people to work together The personnel administration
6、 movement By the late 1800s and early last century The personnel profession (e.g., welfare secretary) began to emerge Basic personnel management functions, such as employee selection, training and compensation and benefits. Scientific Management (Frederick Taylor ) Time and motion studies Job specia
7、lization and simplification Personnel department started to appear Work itself as far more important than the people doing it,Understanding HRM: a historical perspective,Human relations movements Hawthorne Studies, conducted between 1924 and 1932 at the Hawthorne Works of Western Electric Plant by M
8、ayo and colleagues. Found a much greater link between employee productivity and the level of attention managers paid to employees and their behavior Concluded that human factors were often more important than physical conditions. Human capital movement Human capital resources include such things as
9、KSAs, motivation of the firms employees. “A company that lost all of its equipments, but kept the skills and knowledge of its workforce could be back in business relatively quickly. A company that has lost its workforce, while keeping its equipments, will never recover” Human resources or human reso
10、urces department,New HR Roles (Ulrich, 1998),An expert in delivering administrative efficiency A champion for employees, representing their concerns A partner with senior and line managers in strategy formation and executionAn agent of continuous transformation,Operational Focus,Strategic Focus,Stra
11、tegic Partner,Change Agent,Administrative Expert,Employee Champion,What Is Strategic HRM?,“Best practices“ approach Employment security Selectivity in recruiting High Wages Incentive Pay Employee ownership Information sharing Participation and empowerment Self-managed teams Training and skill develo
12、pment Cross-utilization and Cross-Training Symbolic egalitarianism Wage compression Promotion from within,What Is Strategic HRM?,“Best fit“ approach Consistent with other aspects of the organization, particularly with organizations strategy,Does Strategic HRM Matters? Evidence,The 100 Best Companies
13、 to Work For Fulmer, Gerhart, & Scott (2003) compared Fortune 100 companies with other comparable companies not on the list More positive work attitude Significantly higher return on assets and higher overall return to stockholders Common HR practices Significant resources on training Offering free
14、or low cost healthcare, providing on-site athletic facilities, cafeteria Giving employee stock options Practicing open-book management Recognizing excellent performance Goenner and & Room (2008) Fortune 100 had a higher investment return by 11% annually than the S&P 500,Does Strategic HRM Matters? E
15、vidence,The Case of the IPOs (Welbourne & Andrews, 1996 ) The fate of 136 companies in 1993 that made their initial public offerings in 1988. General HR value in 1988 Strategy and mission statements cited employees as a competitive advantage A training program for employees was mentioned An executiv
16、e with responsibility for human resource management was present Full-time employees, rather than temporary or contract employees, were regularly used Employers ratings of employee relations climate Organization-based rewards Stock options for all employees or stock options for key employees and mana
17、gement Profit sharing for all employees or profit sharing for key employees and management Other forms of group-based incentives (e.g., gainsharing) for all employees or for management 60% of them were still in business and 40% were not.,Does Strategic HRM Matters? Evidence,The Case of the IPOs (Wel
18、bourne & Andrews, 1996 ),Does Strategic HRM Matters? Evidence,The Case of the IPOs (Welbourne & Andrews, 1996 ),Does Strategic HRM Matters? Evidence,The Financial Return to HR (Huselid, 1995),Does Strategic HRM Matters? Evidence,The Financial Return to HR (Becker and Huselid, 1999),I. Development of
19、 a professional HR capability;II. Development of administrative excellence; III. Both operational excellence and alignment with strategic goals.,Market Value per employee,Video,Southwest Airlines: Competing Through People Questions: Think about how Southwests HRM practices have contributed to the companys competitive advantage.,
