Chap I: The Strategic Role Of Hr Management

Front 1

I) The role of HR.
A) Management process for HR.

Back 1

There are 5 basic functions:
Planning.
Organizing.
Staffing.
Leading.
Controlling.

Front 2

Planning.

Back 2

Establishing goals and standards, developing rules and procedures, developing plans and forecasting predicting some future occurrence.

Front 3

Organizing.

Back 3

Giving a subordinate specific tasks.
Establish departments, delegate authority to subordinates.
Establish channels of communication and authority.
Coordinate the work of subordinates.

Front 4

Staffing.

Back 4

Deciding what type of people should be hired, recruiting potential employees, setting performance standards.
Compensating employees, evaluating performance, training and developing employees.

Front 5

Leading.

Back 5

Getting others to get the job done, maintaining morale (good attitudes) , motivating subordinates.

Front 6

Controlling.

Back 6

Setting organization standards, product/employee/ quality standards, product levels, making sure actual performance of employees.
Compares with established org standards, taking corrective action as needed.

Front 7

B) Definition: Human resource management.

Back 7

The policies and procedures needed to carryout the people aspects of a business. These include.

Front 8

Recruiting.

Back 8

Developing a large amount of candidates

Front 9

Screening

Back 9

Rejecting job applicants.

Front 10

Training.

Back 10

New job skills.

Front 11

Rewarding.

Back 11

Recognition of a job well done.

Front 12

Appraising.

Back 12

Review employee's performance.

Front 13

Why is HR management important to all managers?

Back 13

To Avoid:
-Hiring the wrong people.
-Hiring turnover (negative things, a lot of people coming and they take off after training).
-Wasting time on useless interviews.

Front 14

II) Definitions
A) Authority.

Back 14

The right to make decisions to direct other's work, give orders.

Front 15

B) Line managers.

Back 15

This is where a manager is authorized to direct the work of subordinates and responsible for the reaching the org's goal.

Front 16

C) Staff managers (individual).

Back 16

Authorized to assist and advise the line manager in reaching the org's goals and the line manager's goal.

Front 17

III) The HR manager carries out 3 distinct functions.
1) A line function

Back 17

Directing the activity of the people in his/her department.

Front 18

2) Coordinative functions

Back 18

Coordinates the work between employees in the HR department and employee in other departments.

Front 19

3) Staff functions.

Back 19

The HR department advises other managers, assisting in hiring, training, evaluating, rewarding, counseling, promoting and firing employees.

Front 20

IV) The changing environment of HR management.
A) Globalization.

Back 20

This is where companies expand the sales or manufacturing to new foreign markets.

Front 21

B) Production

Back 21

Is being globalized as manufacturers around the world-place their manufacturing facilities where you will be most profitable.

Front 22

C) Technological changes.

Back 22

Forcing and enabling organizations to become more competitive.

Front 23

D) Deregulation.

Back 23

This is where the protection provided by the government regulations are removed as a result these organizations become faster, better and more competitive.

Front 24

E) Globalization, deregulation, and technology.

Back 24

Have dramatically changed the nature jobs and work why?
Because, globally there has been a big shift from manufacturing jobs to service jobs.

Front 25

F) Human capitals.

Back 25

Refers to the knowledge, education, training, skills, and expertise of an organization work-force = Organizations total human capitals.
Knowledge is about particular areas.
Education is degree.

Front 26

G) Work-force diversity.

Back 26

1) This is a major work related trend. The work-force is becoming more diverse as women, minority groups and older workers enter the work-force or stay longer in the work-fore

2) Diversity has been defined as any attribute (characteristics) that people are likely to use to tell themselves "that person is different from me" and includes: race, sex, age, values, and culture norms.

Front 27

V) New trends in HR
A) Organizations are moving away from "traditional" pyramid.

Back 27

Team members get together from different departments with in the organization to solve problems to develop new products, or decide to future direction of the organization and improved communications.

Front 28

B) Flatter organizations are

Back 28

Becoming the standard instead of pyramid-shaped organizations which have only 3-4 layers and these lays are not management.

Front 29

C) The bases of power is changing.

Back 29

Flat organizations position, title, and authority are no longer adequate tools for managers to rely on to their jobs tapping into sources of good ideas an communication.

Front 30

D) Employees are being empowered.

Back 30

Organizations must give their employees
1) Opportunities
2) The necessary skills to ensure success (training).

Front 31

E) Managers must build commitment.

Back 31

Being a better, more competitive organization means that getting employees's commitment is very important. Trying to get employees involved and excited about the org is vital.

Front 32

F) Human resource is now becoming

Back 32

A strategic partner and a change agent flatter, downsized and high performance organizations, highly commits employees and highly trained employees not machines have become an organization's competitive advantage.

Front 33

Total quality management.

Back 33

1) Always exceeding your customer's expectations
2) Always improve internal processes and procedures or business.
1 3 5 = Product => save organization's money.
2 4

Front 34

VI) Strategic management approach to HR management.
A) Diagnostic approach to human resources

Back 34

Emphasizes major external and internal environmental influences that affect the relationship between HR activities and employees

Front 35

There are 4 step:
(Diagnostic approach to human resources)

Back 35

1) Diagnose the problem or situation define the problem (situation).
2) Prescription (solution) to the problem/ situation.
(Problem: the environment is bad
Situation: HR hates employees)
3) Implementation of solution.
4) Evaluation of the results.

Front 36

B) External environmental influences.

Back 36

- Government regulations and law.
- Union.
-Economics conditions
-Competition.
-Labor force.
-Location of organization.

Front 37

C) Internal environmental influences.

Back 37

-Strategy of organization.
-Goals
-Organization culture
-The type of work being performance.
-Work-teams.
-Management style an experience. ( 3 dạng quản lý khóa trước)

Front 38

VII) The work-life balance.
A) Supportive work places create:

Back 38

1) Higher levels of job satisfaction
2) More commitment to the organization
3) Stay with organization longer.

Front 39

B) Work life balance programs provide

Back 39

1) Child care
2) Job sharing for children and employees
3) Sick care for children and employees.
4) On-site summer camp
5) Training management to respond to work-family needs of employees. (Ex: Manager say: go to see your kid play piano.

Front 40

C) Organizations that do not have working-life balance programs

Back 40

Sometimes feel work life balance is a personal problem and not an organizational issue.

Front 41

VIII) Challenges facing in HR management.
A) Global competition

Back 41

Because of intensity of global competition human resources must optimize every employees talent, skills and creativity. If not, the organization cannot compete globally.

Front 42

B) Technology.

Back 42

Technological changes have created:
1) Growth in knowledge needs.
2) Shift in human expertise (increase).
3) Global market connection
Pros: Development
Cons: Government controls
4) Business streamlining => quicker communications.
5) Rapid response: Faster decision making.
Pros: fast
Cons: mistakes because of time and money pressure.
6) Quicker innovation
7) Improved quality
8) Industrial revolution => many people work from their homes (telecommuting)

Front 43

C) Work-fore diversity.

Back 43

More older workers and ethnic minorities are entering or staying longer in the work-fore.

Front 44

D) Skill level of work-force.

Back 44

Attracting and maintaining a highly skilled work-force.

Front 45

E) Organizational restructuring/downsizing.

Back 45

-The emotional impact of being laid off can result in stress-related heath problems.
-Employee feel mistrust to wards the organization.
-Job security is a thing of the past.

Front 46

F) Contingent workness.

Back 46

Full-time workers are being replaced by part-time and as needed workers.

Front 47

IX) Differences in the abilities of employees.

Back 47

A) HR management must understand that employees have different:
1) Styles (working, learning, communicating.)
2) Intellectual capabilities.
3) Ways of doing a job.
4) Attitudes.
=> All affect the employees's ability, to learning to be trained
Result: Place the employee in a job that best uses their abilities and interest.

Front 48

B) Factors that affect job performance.

Back 48

1) Employee's attitudes.
2) Motivation of the employees/students.
3) Personality of the employees/students.
=> Success.