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Book Title: Human Resource Management

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Book Description: Human Resource Management teaches HRM strategies and theories that any manager—not just those in HR—needs to know about recruiting, selecting, training, and compensating people. For questions about this textbook please contact [email protected]

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Book description.

Human Resource Management is adapted from a work produced by a publisher who has requested that they and the original author not receive attribution. This adapted edition is produced by the University of Minnesota Libraries Publishing through the eLearning Support Initiative. For questions about this textbook please contact [email protected]

Human Resource Management Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

  • 11.1 An Introduction to Human Resource Management
  • Introduction
  • 1.1 What Do Managers Do?
  • 1.2 The Roles Managers Play
  • 1.3 Major Characteristics of the Manager's Job
  • Summary of Learning Outcomes
  • Chapter Review Questions
  • Management Skills Application Exercises
  • Managerial Decision Exercises
  • Critical Thinking Case
  • 2.1 Overview of Managerial Decision-Making
  • 2.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
  • 2.3 Programmed and Nonprogrammed Decisions
  • 2.4 Barriers to Effective Decision-Making
  • 2.5 Improving the Quality of Decision-Making
  • 2.6 Group Decision-Making
  • 3.1 The Early Origins of Management
  • 3.2 The Italian Renaissance
  • 3.3 The Industrial Revolution
  • 3.4 Taylor-Made Management
  • 3.5 Administrative and Bureaucratic Management
  • 3.6 Human Relations Movement
  • 3.7 Contingency and System Management
  • 4.1 The Organization's External Environment
  • 4.2 External Environments and Industries
  • 4.3 Organizational Designs and Structures
  • 4.4 The Internal Organization and External Environments
  • 4.5 Corporate Cultures
  • 4.6 Organizing for Change in the 21st Century
  • 5.1 Ethics and Business Ethics Defined
  • 5.2 Dimensions of Ethics: The Individual Level
  • 5.3 Ethical Principles and Responsible Decision-Making
  • 5.4 Leadership: Ethics at the Organizational Level
  • 5.5 Ethics, Corporate Culture, and Compliance
  • 5.6 Corporate Social Responsibility (CSR)
  • 5.7 Ethics around the Globe
  • 5.8 Emerging Trends in Ethics, CSR, and Compliance
  • 6.1 Importance of International Management
  • 6.2 Hofstede's Cultural Framework
  • 6.3 The GLOBE Framework
  • 6.4 Cultural Stereotyping and Social Institutions
  • 6.5 Cross-Cultural Assignments
  • 6.6 Strategies for Expanding Globally
  • 6.7 The Necessity of Global Markets
  • 7.1 Entrepreneurship
  • 7.2 Characteristics of Successful Entrepreneurs
  • 7.3 Small Business
  • 7.4 Start Your Own Business
  • 7.5 Managing a Small Business
  • 7.6 The Large Impact of Small Business
  • 7.7 The Small Business Administration
  • 7.8 Trends in Entrepreneurship and Small-Business Ownership
  • 8.1 Gaining Advantages by Understanding the Competitive Environment
  • 8.2 Using SWOT for Strategic Analysis
  • 8.3 A Firm's External Macro Environment: PESTEL
  • 8.4 A Firm's Micro Environment: Porter's Five Forces
  • 8.5 The Internal Environment
  • 8.6 Competition, Strategy, and Competitive Advantage
  • 8.7 Strategic Positioning
  • 9.1 Strategic Management
  • 9.2 Firm Vision and Mission
  • 9.3 The Role of Strategic Analysis in Formulating a Strategy
  • 9.4 Strategic Objectives and Levels of Strategy
  • 9.5 Planning Firm Actions to Implement Strategies
  • 9.6 Measuring and Evaluating Strategic Performance
  • 10.1 Organizational Structures and Design
  • 10.2 Organizational Change
  • 10.3 Managing Change
  • 11.2 Human Resource Management and Compliance
  • 11.3 Performance Management
  • 11.4 Influencing Employee Performance and Motivation
  • 11.5 Building an Organization for the Future
  • 11.6 Talent Development and Succession Planning
  • 12.1 An Introduction to Workplace Diversity
  • 12.2 Diversity and the Workforce
  • 12.3 Diversity and Its Impact on Companies
  • 12.4 Challenges of Diversity
  • 12.5 Key Diversity Theories
  • 12.6 Benefits and Challenges of Workplace Diversity
  • 12.7 Recommendations for Managing Diversity
  • 13.1 The Nature of Leadership
  • 13.2 The Leadership Process
  • 13.3 Leader Emergence
  • 13.4 The Trait Approach to Leadership
  • 13.5 Behavioral Approaches to Leadership
  • 13.6 Situational (Contingency) Approaches to Leadership
  • 13.7 Substitutes for and Neutralizers of Leadership
  • 13.8 Transformational, Visionary, and Charismatic Leadership
  • 13.9 Leadership Needs in the 21st Century
  • 14.1 Motivation: Direction and Intensity
  • 14.2 Content Theories of Motivation
  • 14.3 Process Theories of Motivation
  • 14.4 Recent Research on Motivation Theories
  • 15.1 Teamwork in the Workplace
  • 15.2 Team Development Over Time
  • 15.3 Things to Consider When Managing Teams
  • 15.4 Opportunities and Challenges to Team Building
  • 15.5 Team Diversity
  • 15.6 Multicultural Teams
  • 16.1 The Process of Managerial Communication
  • 16.2 Types of Communications in Organizations
  • 16.3 Factors Affecting Communications and the Roles of Managers
  • 16.4 Managerial Communication and Corporate Reputation
  • 16.5 The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing
  • 17.1 Is Planning Important
  • 17.2 The Planning Process
  • 17.3 Types of Plans
  • 17.4 Goals or Outcome Statements
  • 17.5 Formal Organizational Planning in Practice
  • 17.6 Employees' Responses to Planning
  • 17.7 Management by Objectives: A Planning and Control Technique
  • 17.8 The Control- and Involvement-Oriented Approaches to Planning and Controlling
  • 18.1 MTI—Its Importance Now and In the Future
  • 18.2 Developing Technology and Innovation
  • 18.3 External Sources of Technology and Innovation
  • 18.4 Internal Sources of Technology and Innovation
  • 18.5 Management Entrepreneurship Skills for Technology and Innovation
  • 18.6 Skills Needed for MTI
  • 18.7 Managing Now for Future Technology and Innovation
  • What has been the evolution of human resource management (HRM) over the years, and what is the current value it provides to an organization?

Human resource management over the years has served many purposes within an organization. From its earliest inception as a primarily compliance-type function, it has further expanded and evolved into its current state as a key driver of human capital development. In the book HR From the Outside In (Ulrich, Younger, Brockbank, Younger, 2012), the authors describe the evolution of HR work in “waves”. 1 Wave 1 focused on the administrative work of HR personnel, such as the terms and conditions of work, delivery of HR services, and regulatory compliance. This administrative side still exists in HR today, but it is often accomplished differently via technology and outsourcing solutions. The quality of HR services and HR’s credibility came from the ability to run administrative processes and solve administrative issues effectively. Wave 2 focused on the design of innovative HR practice areas such as compensation, learning, communication, and sourcing. The HR professionals in these practice areas began to interact and share with each other to build a consistent approach to human resource management. The HR credibility in Wave 2 came from the delivery of best-practice HR solutions.

Wave 3 HR, over the last 15–20 years or so, has focused on the integration of HR strategy with the overall business strategy. Human resources appropriately began to look at the business strategy to determine what HR priorities to work on and how to best use resources. HR began to be a true partner to the business, and the credibility of HR was dependent upon HR having a seat at the table when the business was having strategic discussions. In Wave 4, HR continues to be a partner to the business, but has also become a competitive practice for responding to external business conditions. HR looks outside their organizations to customers, investors, and communities to define success—in the form of customer share, investor confidence, and community reputation. HR’s credibility is thus defined in terms of its ability to support and drive these external metrics. Although each “wave” of HR’s evolution is important and must be managed effectively, it is the “outside in” perspective that allows the human resource management function to shine via the external reputation and successes of the organization.

Catching the Entrepreneurial Spirit

Human resources outsourcing—entrepreneurial ventures.

Human resources is a key function within any company, but not all companies are able to afford or justify full-time HR staff. Over the last decade, HR outsourcing has become a good business decision for many small companies whose current staff doesn’t have the bandwidth or expertise to take on the risks of employee relations issues, benefits and payroll, or HR compliance responsibilities. This has led many HR practitioners to try out their entrepreneurial skills in the areas of HR outsourcing and “fractional HR.”

Human resources outsourcing is very commonly used by smaller companies (and often large companies too) to cover such tasks as benefits and payroll management. This is an area that has been outsourced to third parties for many years. More recent is the trend to have “fractional HR” resources to help with the daily/weekly/monthly HR compliance, employee relations, and talent management issues that companies need to address. Fractional HR is a growing industry, and it has become the service offering of many entrepreneurial HR ventures. Fractional HR is essentially as it sounds—it is the offering of HR services to a company on a part-time or intermittent basis when the company may not be able to justify the cost of a full-time HR resource. An HR professional can be available onsite for a specified number of hours or days weekly or monthly, depending on the company’s needs and budget. The HR professional handles everything from HR compliance issues and training to employee issues support. Also, for companies that are keen on development of employees, the HR resource can drive the talent management processes—such as performance management, succession planning, training, and development—for companies who require more than just basic HR compliance services.

How does a business leader decide whether HR outsourcing is needed? There are generally two factors that drive a leader to consider fractional HR or HR outsourcing—time and risk. If a leader is spending too much time on HR issues and employee relations, he may decide that it is a smart tradeoff to outsource these tasks to a professional. In addition, the risk inherent in some HR issues can be very great, so the threat of having a lawsuit or feeling that the company is exposed can lead the company to seek help from a fractional HR professional.

HR entrepreneurs have taken full advantage of this important trend, which many say will likely continue as small companies grow and large companies decide to off-load HR work to third parties. Some HR companies offer fractional HR as part of their stated HR services, in addition to payroll and benefits support, compensation, and other HR programmatic support. Having a fractional HR resource in place will often illuminate the need for other HR services and program builds, which are generally supported by those same companies. Whether you are an individual HR practitioner or have a small company of HR practitioners and consultants, fractional HR and HR outsourcing can be a very viable and financially rewarding business model. It can also be very personally rewarding, as the HR professional enables smaller companies to grow and thrive, knowing that its HR compliance and processes are covered.

  • What do you believe is contributing to the growth of the fractional HR and HR outsourcing trend? Do you expect this trend to continue?
  • At what point should a company consider bringing on a full-time HR resource instead of using a fractional HR resource? What questions should the company ask itself?

Human resource management provides value to an organization, to a large extent, via its management of the overall employee life cycle that employees follow—from hiring and onboarding, to performance management and talent development, all the way through to transitions such as job change and promotion, to retirement and exit. Human capital is a key competitive advantage to companies, and those who utilize their human resource partners effectively to drive their human capital strategy will reap the benefits.

Human resource management includes the leadership and facilitation of the following key life cycle process areas:

  • Human resources compliance
  • Employee selection, hiring, and onboarding
  • Performance management
  • Compensation rewards and benefits
  • Talent development and succession planning

Human resources is responsible for driving the strategy and policies in these areas to be in accordance with and in support of the overall business strategy. Each of these areas provides a key benefit to the organization and impacts the organization’s value proposition to its employees.

Concept Check

  • How has the function of human resource management evolved over the years?
  • In what way do you usually interact with human resources?

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Human Resource Management Assignment

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2017, Human Resource Management Assignment

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5504 - Human resources planning

COMMENTS

  1. (PDF) Human Resource Planning

    PDF | On May 4, 2020, Binod Ghimire published Human Resource Planning | Find, read and cite all the research you need on ResearchGate ... Assignment. 1. How do the HR planning responsibilities of HR .

  2. 2.2 Writing the HRM Plan

    Describe the steps in the development of an HRM plan. As addressed in Section 2.1 "Strategic Planning", the writing of an HRM strategic plan should be based on the strategic plans of the organization and of the department. Once the strategic plan is written, the HR professional can begin work on the HR plan. This is different from the ...

  3. Human Resource Management

    Download this book. Human Resource Management teaches HRM strategies and theories that any manager—not just those in HR—needs to know about recruiting, selecting, training, and compensating people. For questions about this textbook please contact [email protected]. Creative Commons Attribution NonCommercial ShareAlike.

  4. 11.1 An Introduction to Human Resource Management

    Human resource management includes the leadership and facilitation of the following key life cycle process areas: Human resources compliance. Employee selection, hiring, and onboarding. Performance management. Compensation rewards and benefits. Talent development and succession planning.

  5. (PDF) Human Resource Planning

    Robert L. Mathis & John H. Jackson, Human resource planning is the process of analyzing and identifying the need for and availability of Human resources so that the organization can meet its objectives. HR Planning is the process by which management attempts to provide adequate human resources to achieve organization objectives.

  6. PDF Human Resource Planning: an introduction

    this field an indication of the benefits of human resource planning and, for older hands, some ideas to stimulate fresh thinking. 1.2 HRP: a definition Before we go any further it would seem helpful to clarify what we mean by human resource planning (HRP) and how we would distinguish it from other concepts. We would define HRP as:

  7. (PDF) Human Resource Planning Practice in Managing Human Resource: A

    This paper explores how human resource planning plays a strategic role in managing organizations. Author has detailed importance, strategic objectives and factors affecting human resource planning ...

  8. (PDF) MODULE 1: HUMAN RESOURCE PLANNING

    Download PDF. MODULE 1: HUMAN RESOURCE PLANNING Contents 1.0 Introduction 1 2.0 Developing an HR Plan 2 2.1 Forecasting Hiring Needs 2 2.2 Employment Arrangements 14 3.0 Succession Planning 15 3.1 Non-Family Succession 15 3.2 Family Succession 17 4.0 Creating a Personnel Manual 20 5.0 Conclusion 24 TEMPLATES: A. Staff Forecasting Chart B ...

  9. PDF Concepts of human resource management and forward planning

    more particularly on human resource management in the public sector since this concerns teachers directly. Definitions of the concepts of "Personnel Management" and "Human Resource Management" are given below. To date, these definitions have not yet been recorded in a unique reference system.

  10. PDF Human Resources Planning

    The strategic human resource planning process is comprised of the following four steps, each of which will be discussed in detail: Assessing the current human resource capacity. Forecasting human resource requirements. Gap analysis. Developing human resource strategies to support college strategies.

  11. PDF Introducing human resource management

    The main activities of human resource management The areas that we would list are as follows: recruitment and selection learning and talent development human resource planning provision of contracts provision of fair treatment provision of equal opportunities managing diversity motivating workers to achieve improved performance

  12. Human Resource Management

    The text covers all topics associated with the appropriate performance of a Human Resource Manager. It also introduces the reader to additional elements associated with strategic planning and performance focused on legal compliance. read more. Reviewed by Angela Hayslett, Lecturer, James Madison University on 9/18/22.

  13. PDF Human Resource Planning: Forecasting Demand and Supply

    The overall human resource management process comprises the following programs: human resource planning, recruitment, selection, professional development, performance appraisal, and compensation. In this article, I examine one of the human resource management processes (human resource planning), because it is such an

  14. (PDF) Human Resource Planning

    Factors Influencing Human Resource Planning (HRP) for Local Workforce Supply in Malaysian Construction Industry. ... In recent years, more and more people have researched this area. Human ...

  15. PDF UNIT 5 HUMAN RESOURCE PLANNING

    Human Resource Planning 5.2T IS HUMAN RESOURCE PLANNING? WHA Human Resource Planning (HRP) may be defined as strategy for acquisition, utilization, development and retention of the human resources of an enterprise. The objective is to provide right human resources for the right work and optimum utilization of the existing human resources.

  16. Human Resource Planning ( Assignment 1)

    HUMAN RESOURCE PLANNING ASSIGNMENT 1. Linking HR Strategies to a Differentiated Organizational Strategy. Human Resource Policies, provide a framework for organizations in which consistent decisions can be made and about how people are treated with all equity and fairness in an organization ( SpriggHR, 2020).In every organization, there are different HR Policies specific to ensuring that ...

  17. PDF Project Human Resource Management

    See Figure 9-3, p.218 for human resource plan data flow diagram. 4 www.pmtutor.org Powered by POeT Solvers Limited HUMAN RESOURCE PROCESSES Processes by process group Planning Executing 9.1 Develop Human Resource Plan 9.2 Acquire Project Team 9.3 Develop Project Team ... assignments • Resource calendars • Project management plan

  18. (PDF) Human Resource Management Assignment

    Under this area of human resource management, the focus is placed on the attraction of employees, skills development, rewards and retention, processes Cornelius Willem van der Westhuizen 3 Unit A/615/2727 - Human Resource Management fwhich are critical to the growth of individual employees and the workers (Hou et al. 2017).

  19. PDF UNIT 4 HUMAN RESOURCE PLANNING Human Resource Planning

    4.2 What is Human Resource Planning? 4.3 Objectives, Benefits and Need of Human Resource Planning . 4.4 Determinants of Human Resource Planning . 4.5 Levels of Human Resource Planning . 4.6 Process of Human Resource Planning . 4.7 Human Resource Demand Forecasting . 4.8 Human Resource Supply Forecasting . 4.9 Human Resource Gap Analysis . 4.10 ...

  20. 5504

    Management document from Humber College, 35 pages, 5504 - Human resources planning Module 1 - Strategy, planning and management Understand the various terms used to define strategy, planning and strategic management Describe corporate strategies including restructuring, growth and maintenance Define

  21. (PDF) Human Resource Management: Theory and Practice

    PDF | On Jul 3, 2012, Omotayo Adewale Osibanjo and others published Human Resource Management: Theory and Practice | Find, read and cite all the research you need on ResearchGate

  22. PDF Unit

    It prepares human resources inventory with a view to assess present and future needs, availability and possible shortages in human resource. Thereupon, HR Planning forecast demand and supplies and identify sources of selection. HR Planning develops strategies both long-term and short-term, to meet the man-power requirement.

  23. (Pdf) Human Resource Management (Hrm): Job Analysis & Design, Hr

    PDF | On Feb 4, 2022, Ummi Naiemah Saraih published HUMAN RESOURCE MANAGEMENT (HRM): JOB ANALYSIS & DESIGN, HR PLANNING, RECRUITMENT & SELECTION | Find, read and cite all the research you need on ...