Introduction to Human

Resource Management
Session 1
Session Plan
• Presentations
• Prof. Israel Fortin

• Admin
• Evaluations
• Cases
• Online classes

• Introduction HRM
• Videos
Evaluations
Evaluation method Weight When • K. Aswathappa, Human Resource
Quiz 1 and 2 15 Pre and post Management: Text and Cases, 7th
(7.5+7.5) midterm
Edition, McGraw Hill Education,
Mid-term Exam 25 2018.
Course Projects and 15 1 group each
Presentations week • Online sessions
End-term Exam 35 Week 12

Class Participation 10 Cases

Total marks 100
Project presentations
• Case each week • Therefore:
• Do not copy-paste the case
Short • Not repetitive
• Groups of 6 Recent
• Use examples, data, evidence, and
Relevant
references outside of the case to
support your presentation
• 20 minutes max • Themes of the case
• Emphasize surprising, unexpected, or
counterintuitive insights about HRM
• 15% Evaluated on
• The rigor of the research done (5%)
• Interesting, relevant, unique insights • Send me your report (5 pages
about HRM (5%) max.) before the presentation
• Delivery: Dynamic and engaging (5%) • [email protected]
• Individual
Objectives
• Explain what human resource • Describe six important
management is and how it components or pillars of human
relates to the management resource management today
process
• List at least four important
• Discuss and illustrate the human resource manager
important trends influencing competencies
human resource management
The Cart - The 4 Types of Team Members You
Can Hire (3m14s)
• https://www.youtube.com/watch?v=O9_EHU5BKnQ&list=PLcrlV77TJ
qsp5tBgZfs-
PruT9mqDvzp40&index=1&t=105s&ab_channel=PerformiaAustralia
Sources of productivity problems?

Struggle & Co Inc, Winning & Co Inc.

Discussion: The best employers

• Effective and committed leadership • Coaching for performance

• Astute management of talent • Strong review and reward systems

• Spotting and attracting talent • Building skills for the future

• Setting high goals • Building growth into every job

Human Resource Management
Definitions Functions
• HRM refers to the application of
management principles to the
management of people in an
organization. (Aswathappa & Dash)

• The process of acquiring, training,

appraising, and compensating
employees, and of attending to their
labor relations, health and safety,
and fairness concerns. (Dessler &
Varkkey)
Why HRM?
• Improve profits and • Avoid personnel mistakes
performance • Employees not doing their best
• Hiring the wrong person for the
job
• You may spend time as an HR • High turnover
manager • Company in court due to your
discriminatory actions
• Employee hurt due to unsafe
• HR for small business practices
• Lack of training undermining your
department’s effectiveness
• Committing unfair labor practices
Functions of Management Human Resource Department
• Planning • Recruiters
• Establishing goals and standards; developing rules and procedures; • Use various methods including contacts within the community and
developing plans and forecasts print and online media to search for qualified job applicants

• Organizing • Equal employment opportunity (EEO) representatives or

• Giving each subordinate a specific task; establishing departments; affirmative action coordinators
delegating authority to subordinates; establishing channels of • Investigate and resolve EEO grievances, examine organizational
authority and communication; coordinating the work of subordinates practices for potential violations, and compile and submit EEO
reports.

• Staffing
• Determining what type of people should be hired; recruiting • Job analysts
prospective employees; selecting employees; setting performance • Collect and examine detailed information about job duties to
standards; compensating employees; evaluating performance; prepare job descriptions
counseling employees; training and developing employees

• Compensation managers
• Leading • Develop compensation plans and handle the employee benefits
• Getting others to get the job done; maintaining morale; motivating program
subordinates

• Training specialists
• Controlling • Plan, organize, and direct training activities
• 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
• Labor relations specialists
• Advise management on all aspects of union-management relations
Definitions
• Staff authority • Line manager
• Gives a manager the right to • A manager who is authorized to
advise other managers or direct the work of subordinates
employees and is responsible for
accomplishing the organization’s
tasks
• Line authority
• Traditionally gives managers the • Staff manager
right to issue orders to other
managers or employees • A manager who assists and
advises line managers

•
Trends and HRM
Line Managers’ HRM Responsibilities Human Resource Management
Functions Today (SHRM)
• Placing the right person in the right job • HR Strategic Planning
• Starting new employees in the organization • Talent Acquisition
(orientation)
• Employee Engagement & Retention
• Training employees for jobs that are new to them
• Learning & Development
• Improving the job performance of each person
• Total Rewards
• Gaining creative cooperation and developing smooth
working relationships • Structure of the HR Function
• Interpreting the company’s policies and procedures • Organizational Effectiveness & Development
• Controlling labor costs • Workforce Management
• Developing the abilities of each person • Employee & Labor Relations
• Creating and maintaining departmental morale • Technology Management
• Protecting employees’ health and physical conditions • HR in the Global Context
• Diversity & Inclusion
• Risk Management
• Corporate Social Responsibility
• U.S. Employment Law & Regulations
How HR Professionals Actually Spent Their Time,
1995-2004

The role of HR has evolved. Meet the 21st century HR Leader (3m)
https://www.youtube.com/watch?v=ukmC6F0JvQw&list=PLcrlV77TJqsp9Y
oQzKb24hmXdZSmSoZwK&index=3&ab_channel=LinkedInTalentSolutions
HRM Today
• Constantly evolving new normal
• Globalisation has opened doors for new
markets, new products, new mindsets, new
competencies, and new ways of thinking
about business • The most important function of HRM is
• Organisations become customer-centric in the building of human capital
order to gain competitiveness
• Changing and remaining agile is a business
reality • Human capital refers to the stock of
• Technology remains the corner stone of employee skills, knowledge and
business effectiveness capabilities that have significant impact
on a firm’s performance

• Ongoing technological disruption (VUCA) • Human capital lends competitive

advantage to a firm
• Volatile
• Uncertain
• Complex
• Ambiguous
HR Metrics
Objectives of HRM
Factors Influencing HR Team HRM in a Small-scale Unit
Structure

Different status
Attitude of top
management
Different composition
HRM in a Large-scale Unit
 • HR generalists
Composition of HR Department • Generic activities
like payroll, leave,
and benefits

• HR specialists
• Responsible for
hiring, training and
development,
compensation,
performance
assessment, and
employee relations

• HR heads
• Head either
functions across
locations or head
HR for a division
within an
organization
An animated timeline of the history of HR
(5m)
• https://www.youtube.com/watch?v=RpHX03q_3UI&ab_channel=Peo
pleMattersOnline
 Four purposes
Five major
models • Provide an analytical framework for studying HRM
• Ex: situational factors, stakeholders, strategic choice levels,
competence
• The Fombrun

• The Harvard • Legitimise certain HRM practices

• Not only the presence of selection or training but a distinctive
approach to selection or training
• The Guest
• Provide a characterisation of HRM that establishes
• The Warwick variables and relationships to be researched

• Dave Ulrich • Serve as a heuristic device

• Help discover and understand the world to explain the nature
and significance of key HR practices
The Fombrun Model of • First model (1984)
HRM • Only four functions
and their
interrelatedness
expected to contribute
to organizational
effectiveness

• Ignores all
environmental and
contingency factors

• Simple model that

serves as a heuristic
framework for
explaining the nature
and significance of the
key HR activities
 The Harvard Model of Human Resource Management (1984)

Selection
Appraisal
Development

External
 • Developed by David
The Guest Model of HRM Guest in 1997

• Specific HRM strategies

Fombrun Model • Demand certain practices
that will result in
outcomes

• Clearly maps the field of

HRM and delineates the
inputs and outcomes

• Clearly shows how HRM

can contribute to
organisational
effectiveness
The Warwick Model of Human Resource Management (early 1990’s)
• Developed by Hendry and Pettigrew of
the University of Warwick

• The business strategy and HR practices

take place in an external and internal
context, through a change process,
including interactions between changes
in both context and content
• Identifies and classifies important
environmental influences on HRM
• Maps the connection between the external
and environmental factors
• Explores how HRM adapts to changes in the
context

• Alignment between the external and

internal contexts will achieve
Fombrun Model
performance and growth
A Multiple-Role Model for Human • Lifts the HR function
from mere
Resources Management (Dave Ulrich) transactional to a
transformational
role

• One of the most

popular models in
the industry today

• Four distinct roles

that the HR team
should deliver
Linking Ulrich’s Roles to Deliverables
Is Human Resource Management the right
career for you? (9m30s)
• https://www.youtube.com/watch?v=Jp7oM9mAIXQ&list=PLcrlV77TJq
sp9YoQzKb24hmXdZSmSoZwK&index=4&ab_channel=InternationalH
ub
Summary
• People lend competitive advantage to a
firm • The organisation of HR function
depends on the scale of operations and
• HRM helps managers plan, recruit, the attitude of top management
select, train, develop, remunerate, and towards HRM
maintain members for an organization • Status of the HR department in the overall
set-up
• Composition of the department itself
• HRM has four objectives
• Societal • Policies, definite procedures, and well-
• Organisational defined principles relating to personnel
• Functional contribute to the effectiveness,
• Personal continuity and stability of the
organisation
• Four models of HRM
Next Session
• Read chapters 1, 2, 3
• Read Case: Immerse VR