International Business - Human Resource Management Year 2
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Samenvatting Human Resource Management, Global Edition, ISBN: 9781292152103 International Business - Human Resource Management Year 2
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Course
International Business - Human Resource Management Year 2
Institution
Hanzehogeschool Groningen (Hanze)
Book
Human Resource Management
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International Business - Human Resource Management Year 2
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Chapter 1 introduction to Human resource management
What is Human resource management?
it’s useful to start with what managers do. Most writers agree that managing involves
performing five basic functions: These functions in total represent the management process.
Planning – involves establishing goals and standards; developing rules and
procedures; developing plans and forecasts.
Organizing – involves giving each subordinate a specific task; establishing
departments; delegating authority to subordinates; establishing channels of authority
and communication; coordinating the work of subordinates.
Staffing – involves determining what type of people should be hired; recruiting
prospective employees; selecting employees; setting performance standards;
compensating employees; evaluating performance; counseling employees; training
and developing employees.
Leading – involves getting others to get the job done; maintaining morale, motivating
subordinates.
Controlling – involves setting standards such as sales quotas, quality standards, or
production levels; checking to see how actual performance compares with these
standards; taking corrective action as needed.
These concepts and techniques include the following:
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.
7. Appraising performance.
8. Communicating (interviewing, counseling, disciplining).
9. Training employees, and developing managers.
10. Building employee relations and engagement.
In addition, what a manager should know about:
1. Equal opportunity and affirmative action.
2. Employee health and safety.
3. Handling grievances and labor relations.
P a g e 1 | 36
,HR management is important to managers due to:
1. To Avoid Personnel Mistakes
2. To Improving Profits and Performance – to help ensure that you get results.
3. You May Spend Some Time as an HR Manager – about a third of large U.S.
businesses surveyed has appointed non-HR managers to be their top human resource
executives.
4. HR for Small Business – you may well end up as your own human resource manager.
More than half of the people working in the United States work for small firms. Small
businesses as a group also account for most of the 600,000 or so new businesses
created every year.
Authority, is the right to make decisions, to direct the work of others, and to give orders.
Managers usually distinguish between line authority and staff authority.
Line manager, a manager who is authorized to direct the work of subordinates and is
responsible for accomplishing the organization’s tasks.
o Line authority, gives you the right to issue orders
Staff manager, a manager who assists and advises line managers.
o Staff authority, gives you the right to advise others in the organization.
Human resource managers are usually staff managers. They assist and advise line managers
in areas like recruiting, hiring, and compensation.
Line manager’s responsibilities
1. Placing the right person in the right job
2. Starting new employees in the organization (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 and procedures
7. Controlling labor costs.
8. Developing the abilities of each person
9. Creating and maintaining department morale
10. Protecting employees’ health and physical conditions
P a g e 2 | 36
,Trends in human resource management
Trends are occurring in the environment of human resource management that are changing
how employers get their human resource management tasks done.
Demographic and Workforce Trends. The composition of the workforce will continue
to change over the next few years; specifically, it will continue to become more
diverse with more women, minority group members, and older workers in the
workforce.
Trends in How People Work. At the same time, work has shifted from manufacturing
jobs to service jobs in North America and Western Europe. Example is on demand
workers like Uber.
Improving Performance At Work: HR as a Profit Center Boosting Customer Service.
Result between two banks, one taught them how to sell more of the bank services,
gave them more authority to make decisions, and raised their wages. The new
computer system dramatically improved product sales and profitability. Value-added
Human resource practices like these improve employee performance and company
profitability.
Globalization. Refers to companies extending their sales, ownership, and/or
manufacturing to new markets abroad.
Economic Trends. Although globalization supported a growing global economy, the
past 10 or so years were difficult economically
Technology. It may be technology that most characterizes the trends shaping human
resource management today. Let’s take a look at the five main types of digital
technologies that are driving this transfer of functionality from HR professionals to
automation.
o Social media – to recruit new employees.
o Mobile applications – to monitor employee location and provide digital
photos to identify workers.
o Gaming – new training applications.
o Cloud computing – monitor and report on things like a team’s goal
attainment and to provide real-time feedback.
o Data analytics – which use statistical techniques, algorithms, and problem-
solving to identify relationships among data for the purpose of solving
particular problems.
P a g e 3 | 36
, Today’s new human resource management
More and more human resource management tasks are now being redistributed from a
central HR department to the company’s employees and line managers, thanks to digital
technologies like mobile phones and social media. Some experts say that if current trends
continue, many aspects of HR and talent management will become “fully embedded in how
work gets done throughout an organization [distributed], thereby becoming an everyday
part of doing business.”
Trends Shaping HR: Digital and social media tools
Digital and social media tools are changing how people look for jobs, and how companies
recruit, retain, pay, and train employees. In doing so, they’ve transformed the practice of
human resource management, and created, in a sense, a new human resource management.
strategic human resource management means formulating and executing human resource
policies and practices that produce the employee competencies and behaviors the company
needs to achieve its strategic aims.
1. The HR department lever. The HR manager ensures that the human resource
management function is delivering services efficiently.
2. The Employee costs lever. For example, the human resource manager takes a
prominent role in advising top management about the company’s staffing levels, and
in setting and controlling the firm’s compensation, incentives, and benefits policies.
3. The strategic results lever. Here the HR manager puts in place the policies and
practices that produce the employee competencies and skills the company needs to
achieve its strategic goals.
Eevidence-based human resource management means using the best-available evidence in
making decisions about the human resource management practices you are focusing on.
The evidence may come from the following:
• actual measurements
• existing data
• research studies
Sometimes, companies translate their findings into what management gurus call high-
performance work systems, which are “sets of human resource management practices that
together produce superior employee performance.”
• Adding value – means helping the firm and its employees improve in a measurable
way as a result of the human resources manager’s actions.
• Employee engagement – refers to being psychologically involved in, connected to,
and committed to getting one’s job done.
P a g e 4 | 36
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