Transcript Management 8e. - Robbins and Coulter

Chapter 11
Human Resource Management
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada
11-1
Learning Outline
After you read this chapter you should know the following
learning objectives:
• #1: Does managing human resources well
make a difference?
•#2: How does the external environment
affect human resource planning?
•#3: How do organizations assess their
human resource needs?
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada
11-2
Learning Outline
After you read this chapter you should know the following
learning objectives:
• #4: How do organizations identify and
select competent employees?
•#5: How do organizations help employees
adapt and stay up-to-date?
•#6: What can organizations do to help
employees achieve high performance
over their careers?
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada
11-3
Learning Outline
After you read this chapter you should know the following
learning objectives:
• #7: How do compensation and benefits
motivate employees?
•#8: How are careers managed?
•#9: What are some current issues in human
resource management?
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada
11-4
The Importance of Human
Resources Management (HRM)
• Necessary part of the organizing function of
management
– Selecting, training, and evaluating the workforce
• An important strategic tool
– HRM helps establish an organization’s sustainable
competitive advantage.
• Adds value to the firm
– High performance work practices lead to both high
individual and high organizational performance.
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada
11-5
Exhibit 11.1 Examples of HighPerformance Work Practices
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Self-directed work teams
Job rotation
High levels of skills training
Problem-solving groups
Total quality management
procedures and processes
• Encouragement of innovative
and creative behaviour
• Extensive employee involvement
and training
Sources: Based on M. Huselid, “The Impact of Human Resource
Management Practices on Turnover, Productivity, and Corporate
Financial Performance,” Academy of Management Journal, June 1995,
p. 635; and B. Becker and B. Gerhart, “The Impact of Human Resource
Management on Organizational Performance: Progress and Prospects,”
Academy of Management Journal, August 1996, p. 785.
• Implementation of employee
suggestions
• Contingent pay based on
performance
• Coaching and mentoring
• Significant amounts of
information sharing
• Use of employee attitude surveys
• Cross-functional integration
• Comprehensive employee
recruitment and selection
procedures
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada
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Human Resources for
Non-HR Managers
• Small vs. large organizations
– Large organizations have HR function.
– Smaller organizations may rely on managers to
handle HR issues.
• All managers need to be aware of federal and
provincial legislation and company policies.
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada
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