Human Resource Management

250320
Jon Werner, Associate Professor
Department of Management
What is human resource management?
What is human resource management?

• The effective use of people to achieve both

organizational and individual goals
What is human resource management?

• The effective use of people to achieve both

organizational and individual goals

• The effective recruitment, selection,

development, compensation, and
utilization of human resources by
organizations
Why should you care about HRM?
Why care about HRM?

• Impact on you as employees

• Impact on you as managers

• Potential future roles as HR professionals

• Impact of HRM on organizations

HRM has increased in importance since
the 1980s. Why?
HRM has increased in importance since
the 1980s. Why?

• Globalization
HRM has increased in importance since
the 1980s. Why?

• Globalization

• Government regulation
HRM has increased in importance since
the 1980s. Why?

• Globalization

• Government regulation

• Stronger knowledge/research base

HRM has increased in importance since
the 1980s. Why?

• Globalization

• Government regulation

• Stronger knowledge/research base

• Changing role for labor unions

HRM has increased in importance since
the 1980s. Why?
• Globalization

• Government regulation

• Stronger knowledge/research base

• Changing role for labor unions

• Challenge of matching worker expectations with

competitive demands
What motivates employees?

• Feeling “in” on things

• Good wages
• Good working conditions
• Job security
• Full appreciation of work that is done
• Tactful disciplining
• Employer loyalty to employees
• Interesting work
• Promotion and growth in the organization
What motivates employees?

Rank
• Feeling “in” on things 8
• Good wages 1
• Good working conditions 4
• Job security 2
• Full appreciation of work that is done 5
• Tactful disciplining 9
• Employer loyalty to employees 7
• Interesting work 3
• Promotion and growth in the organization 6
(Karl and Sutton, 1996)
A new model of HRM is needed
A new model of HRM is needed

• More strategic (not strictly focused on day-

to-day operational needs)
A new model of HRM is needed

• More strategic (not strictly focused on day-

to-day operational needs)
• More proactive (less reactive)
A new model of HRM is needed

• More strategic (not strictly focused on day-

to-day operational needs)
• More proactive (less reactive)
• More of a consultant to line management
(less of a bureaucratic specialist)
A new model of HRM is needed

• More strategic (not strictly focused on day-

to-day operational needs)
• More proactive (less reactive)
• More of a consultant to line management
(less of a bureaucratic specialist)
• More of an “employee champion” (less of
an organizational “cop”)
Competencies needed for HRM

• Personal credibility
Competencies needed for HRM

• Personal credibility

• Business mastery
Competencies needed for HRM

• Personal credibility

• Business mastery

• HR mastery
Competencies needed for HRM

• Personal credibility

• Business mastery

• HR mastery

• Change mastery
(Broadbank and Ulrich, 1994)
Professional organizations in HR:

• Society for Human Resource Management

• Human Resource Certification Institute

• American Society for Training & Development

• American Compensation Association

Final thought:

Non Schola
Sed Vita Discimus

(We don’t learn for school,

but for life)

Peter Drucker, “The New Realities”