Transcript Lec23-HRMgt.ppt

Lecture 23
Human Resources Management
Information Technology Project
Management, Fourth Edition
1
Chapter 9:
Project Human Resource
Management
Information Technology Project Management,
Fourth Edition
What is Project Human Resource
Management?
 Making the most effective use of the people involved with a
project.
 Processes include:
 Human resource planning: Identifying and documenting project
roles, responsibilities, and reporting relationships.
 Acquiring the project team: Getting the needed personnel
assigned to and working on the project.
 Developing the project team: Building individual and group
skills to enhance project performance.
 Managing the project team: Tracking team member
performance, motivating team members, providing timely
feedback, resolving issues and conflicts, and coordinating changes
to help enhance project performance.
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Keys to Managing People
 Psychologists and management theorists have devoted
much research and thought to the field of managing
people at work.
 Important areas related to project management include:
 Motivation theories
 Influence and power
 Effectiveness
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Intrinsic and Extrinsic Motivation
 Intrinsic motivation causes people to participate in an
activity for their own enjoyment.
 Extrinsic motivation causes people to do something
for a reward or to avoid a penalty.
 For example, some children take piano lessons for
intrinsic motivation (they enjoy it) while others take
them for extrinsic motivation (to get a reward or avoid
punishment).
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Maslow’s Hierarchy of Needs
 Abraham Maslow argued that human beings possess
unique qualities that enable them to make independent
choices, thus giving them control of their destiny.
 Maslow developed a hierarchy of needs, which states
that people’s behaviors are guided or motivated by a
sequence of needs.
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Figure 9-1. Maslow’s Hierarchy
of Needs
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Herzberg’s Motivational and
Hygiene Factors
 Frederick Herzberg wrote several famous books and
articles about worker motivation. He distinguished
between:
 Motivational factors: Achievement, recognition, the
work itself, responsibility, advancement, and growth.
These factors produce job satisfaction.
 Hygiene factors: Larger salaries, more supervision, and
a more attractive work environment. These factors cause
dissatisfaction if not present, but do not motivate
workers to do more.
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McClelland’s Acquired-Needs Theory
 Specific needs are acquired or learned over time and are shaped
by life experiences. The following are the main categories of
acquired needs:
 Achievement (nAch): People with a high need for achievement
like challenging projects with attainable goals and lots of feedback.
 Affiliation (nAff): People with high need for affiliation desire
harmonious relationships and need to feel accepted by others, so
managers should try to create a cooperative work environment for
them.
 Power (nPow): People with a need for power desire either
personal power (not good) or institutional power (good for the
organization). Provide institutional power seekers with
management opportunities.
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McGregor’s Theory X and Y
 Douglas McGregor popularized the human relations approach to
management in the 1960s.
 Theory X: Assumes workers dislike and avoid work, so
managers must use coercion, threats, and various control
schemes to get workers to meet objectives.
 Theory Y: Assumes individuals consider work as natural as play
or rest and enjoy the satisfaction of esteem and self-actualization
needs.
 Theory Z: Introduced in 1981 by William Ouchi and is based on
the Japanese approach to motivating workers, which emphasizes
trust, quality, collective decision making, and cultural values.
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Thamhain and Wilemon’s Ways to
Have Influence on Projects
1. Authority: The legitimate hierarchical right to issue
orders.
2. Assignment: The project manager's perceived ability to
influence a worker's later work assignments.
3. Budget: The project manager's perceived ability to
authorize others' use of discretionary funds.
4. Promotion: The ability to improve a worker's position.
5. Money: The ability to increase a worker's pay and
benefits.
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Thamhain and Wilemon’s Ways to
Have Influence on Projects (cont’d)
6. Penalty: The project manager's ability to cause
punishment.
7. Work challenge: The ability to assign work that
capitalizes on a worker's enjoyment of doing a
particular task.
8. Expertise: The project manager's perceived special
knowledge that others deem important.
9. Friendship: The ability to establish friendly personal
relationships between the project manager and others.
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Ways to Influence that Help and
Hurt Projects
 Projects are more likely to succeed when project
managers influence people using:
 Expertise
 Work challenge
 Projects are more likely to fail when project
managers rely too heavily on:
 Authority
 Money
 Penalty
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Power
 Power is the potential ability to influence behavior to
get people to do things they would not otherwise do.
 Types of power include:
 Coercive power
 Legitimate power
 Expert power
 Reward power
 Referent power
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Improving Effectiveness:
Covey’s Seven Habits
 Project managers can apply Covey’s seven habits to
improve effectiveness on projects.
 Be proactive.
 Begin with the end in mind.
 Put first things first.
 Think win/win.
 Seek first to understand, then to be understood.
 Synergize.
 Sharpen the saw.
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Empathic Listening and Rapport
 Good project managers are empathic listeners,
meaning they listen with the intent to understand.
 Before you can communicate with others, you have
to have rapport, which is a relation of harmony,
conformity, accord, or affinity.
 Mirroring is the matching of certain behaviors of the
other person, and is a technique used to help establish
rapport.
 IT professionals need to develop empathic listening
and other people skills to improve relationships with
users and other stakeholders.
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Organizational Planning
 Involves identifying and documenting project
roles, responsibilities, and reporting
relationships.
 Outputs include:
 Project organizational charts
 Staffing management plans
 Responsibility assignment matrixes
 Resource histograms
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Team Organization
 Teams are used throughout software production
 Especially during implementation
 Two extreme approaches to team organization
 Democratic teams (Weinberg, 1971)
 Chief programmer teams (Brooks, 1971; Baker, 1972)
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Democratic Team Approach
 Basic underlying concept—egoless programming
 Egoless programming
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Restructure the social environment
Restructure programmers’ values
Encourage team members to find faults in code
A fault must be considered a normal and accepted event
The team as whole will develop an ethos, group identity
Modules will “belong” to the team as whole
A group of up to 10 egoless programmers constitutes a
democratic team
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Chief Programmer Teams
 Six programmers, but now only 5 lines of communication
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Chief Programmer Teams
 Two key aspects
 Specialization
 Hierarchy
 Chief programmer is personally responsible for every
line of code.
 He/she must therefore be present at reviews
 Chief programmer is also team manager,
 He/she must therefore not be present at reviews!
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Democratic Centralized Team
 Solution
 Reduce the managerial role of the chief programmer
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Democratic Centralized Team
 It is easier to find a team leader than a chief programmer
 Each employee is responsible to exactly one manager—lines of
responsibility are clearly delineated
 Team leader is responsible for only technical management
 Budgetary and legal issues, and performance appraisal are not
handled by the team leader
 Team leader participates in reviews—the team manager is not
permitted to do so
 Team manager participates at regular team meetings to appraise
the technical skills of the team members
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Figure 9-2. Sample Organizational
Chart for a Large IT Project
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Figure 9-3. Work Definition and
Assignment Process
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Responsibility Assignment
Matrixes
 A responsibility assignment matrix (RAM) is a
matrix that maps the work of the project, as described
in the WBS, to the people responsible for performing
the work, as described in the OBS.
 Can be created in different ways to meet unique project
needs.
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Figure 9-4. Sample Responsibility
Assignment Matrix (RAM)
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Figure 9-5. RAM Showing
Stakeholder Roles
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Staffing Management Plans and
Resource Histograms
 A staffing management plan describes when and how
people will be added to and taken off the project team.
 A resource histogram is a column chart that shows the
number of resources assigned to a project over time.
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Figure 9-6. Sample Resource
Histogram
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Acquiring the Project Team
 Acquiring qualified people for teams is crucial.
 The project manager who is the smartest person on the
team has done a poor job of recruiting!
 Staffing plans and good hiring procedures are
important, as are incentives for recruiting and retention.
 Some companies give their employees one dollar for
every hour that a new person who they helped hire
works.
 Some organizations allow people to work from home as
an incentive.
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Why People Leave Their Jobs
 They feel they do not make a difference.
 They do not get proper recognition.
 They are not learning anything new or growing as a
person.
 They do not like their coworkers.
 They want to earn more money.
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Developing the Project Team
 The main goal of team development is to help people
work together more effectively to improve project
performance.
 It takes teamwork to successfully complete most
projects.
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Managing the Project Team
 Project managers must lead their teams in performing
various project activities.
 After assessing team performance and related
information, the project manager must decide:
 If changes should be requested to the project.
 If corrective or preventive actions should be
recommended.
 If updates are needed to the project management plan or
organizational process assets.
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Tools and Techniques for Managing
Project Teams
 Observation and conversation
 Project performance appraisals
 Conflict management
 Issue logs
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General Advice on Teams
 Be patient and kind with your team.
 Fix the problem instead of blaming people.
 Establish regular, effective meetings.
 Allow time for teams to go through the basic teambuilding stages.
 Limit the size of work teams to three to seven
members.
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General Advice on Teams (cont’d)
 Plan some social activities to help project team
members and other stakeholders get to know each other
better.
 Stress team identity.
 Nurture team members and encourage them to help
each other.
 Take additional actions to work with virtual team
members.
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Human Resource Management
Human Resources Management
Recruitment
Recruitment
 The process by which a job vacancy
is identified and potential employees are notified.
 The nature of the recruitment process
is regulated and subject
to employment law.
 Main forms of recruitment through advertising in
newspapers, magazines, trade papers and internal
vacancy lists.
Recruitment
 Job description – outline of the role
of the job holder
 Person specification – outline
of the skills and qualities required
of the post holder
 Applicants may demonstrate their suitability through
application form, letter or curriculum vitae (CV)
Selection
Selection
 The process of assessing candidates and appointing a
post holder
 Applicants short listed –
most suitable candidates selected
 Selection process –
varies according to organisation:
Selection
 Interview – most common method
 Psychometric testing – assessing the personality of the
applicants – will they fit in?
 Aptitude testing – assessing the skills
of applicants
 In-tray exercise – activity based around what the applicant will
be doing, e.g. writing a letter to a disgruntled customer
 Presentation – looking for different skills
as well as the ideas of the candidate
Employment Legislation
Employment Legislation
 Increasingly important
aspect of the HRM
role
 Wide range
of areas for attention
 Adds to the cost of the
business
Even in a small business, the legislation
relating to employees is important –
chemicals used in a hairdressing salon for
example have to be carefully stored and
handled to protect employees.
Discrimination
 Crucial aspects
of employment legislation:
 Race
 Gender
 Disability
Disability is no longer an issue for employers
to ignore, they must take reasonable steps
to accommodate and recruit disabled workers.
Copyright: Mela, http://www.sxc.hu
Discipline
Discipline
 Firms cannot just ‘sack’ workers
 Wide range of procedures and steps
in dealing with workplace conflict
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Informal meetings
Formal meetings
Verbal warnings
Written warnings
Grievance procedures
Working with external agencies
Development
Development
 Developing the employee
can be regarded as investing
in a valuable asset
 A source of motivation
 A source of helping the employee fulfil potential
Training
Training
 Similar to development:
 Provides new skills for the employee
 Keeps the employee up to date
with changes in the field
 Aims to improve efficiency
 Can be external or ‘in-house’
Rewards Systems
Rewards Systems
 The system of pay and benefits used by the firm to
reward workers
 Money not the only method
 Fringe benefits
 Flexibility at work
 Holidays, etc.
Trade Unions
Trade Unions
 Importance of building relationships with employee
representatives
 Role of Trade Unions has changed
 Importance of consultation
and negotiation and working
with trade unions
 Contributes to smooth change management and
leadership
Productivity
Productivity
 Measuring performance:
 How to value the workers contribution
 Difficulty in measuring some types of output – especially
in the service industry
 Appraisal
 Meant to be non-judgmental
 Involves the worker and a nominated appraiser
 Agreeing strengths, weaknesses and ways forward
to help both employee and organisation
Human Resource Management
Strategy
HR Management
MBAO 6030
MBAO 6030 Human Resource Strategy
Human Resource Management
Strategy
The Meaning of “Strategy”
 A critical factor that affects Firm Performance
 A factor that contributes to Competitive Advantage in
markets
 Having a long-term focus
 Plans that involve the top executives and/or board of
directors of the firm
 A general framework that provides a perspective for
selecting specific policies and procedures
MBAO 6030 Human Resource Strategy
Human Resource Management
Strategy
Why is HR critical to firm performance?
 85% of all firms in the US are service firms.
 Service is delivered by people.
 Low quality HR leads to low quality customer service.
 In the 21st century effective knowledge management
translates into competitive advantage and profits.
 Knowledge comes from a firm’s people.
MBAO 6030 Human Resource Strategy
Human Resource Management
Strategy
What is unique about Human Resource Management?
 HR is multidisciplinary: It applies the disciplines of
Economics (wages, markets, resources), Psychology
(motivation, satisfaction), Sociology (organization
structure, culture) and Law (min. wage, labor contracts,
EEOC)
 HR is embedded within the work of all managers, and
most individual contributors due to the need of
managing people (subordinates, peers and superiors) as
well as teams to get things done.
MBAO 6030 Human Resource Strategy
HR Strategy: Strategic Fit
Corporate Strategy
Business Strategy
HR Strategy
HR System
Training
(Performance Mgmt.)
MBAO 6030 Human Resource Strategy
Rewards
HR Strategy: HR System Internal
Fit
HR Strategy
Goal Setting
Appeal
Performance
Measurement
Coaching
Rewards
Performance Evaluation
Performance Management System
MBAO 6030 Human Resource Strategy
HR Strategy: Context of HR
System
1. The “Five Factors” Influencing the HR System
 External Environment
 Social: social values, roles, trends, etc.

Political: political forces, changes. Ex. Bush
presidency and its agenda for Social Security.
 Legal: laws, court decisions, regulatory rules.
 Economic: product, labor, capital, factor markets.
MBAO 6030 Human Resource Strategy
HR Strategy: Context of HR
System
2. The Workforce

Demographics
MBAO 6030 Human Resource Strategy
HR Strategy: Context of HR
System
3. Organization Culture


Weak vs. Strong culture
“Type” of culture
MBAO 6030 Human Resource Strategy
HR Strategy: Context of HR
System
4. Organization Strategy
What are a firm’s distinctive competencies?
 What is the basis that competitive strategy be
sustained?
 What are a firm’s strategic objectives?
 Compare corporate and Business strategies.

MBAO 6030 Human Resource Strategy
HR Strategy: Context of HR
System
5. Technology of Production & Organization of Work

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Physical layout/employee proximity
Required employee skills
Ease of monitoring employees’ input
MBAO 6030 Human Resource Strategy
HR Strategy: Context of HR
System
Critical Thinking Questions:
1.
2.
3.
Should a company monitor the HR environment and imitate
“Best Practices” of HR from successful firms? What caveats
would you want to apply to applying Best HR Practices?
Give an example of a type of Organizational Culture that
would reinforce strategy: What type of HR practices would fit
with this culture?
What type of HR practices would fit with jobs with tasks that
are highly ambiguous, uncertain and creative? What about
predictable, routine and certain tasks?
MBAO 6030 Human Resource Strategy
HR Strategy: Strategic Roles
Distribution of Task Outcomes: 3 Possibilities
1. “Foot soldier”: low upside, low downside of
performance variance
2. “Guardian”: low upside, high downside of
performance variance
3. “Star”: high upside, low downside of performance
variance
MBAO 6030 Human Resource Strategy
HR Strategy: Strategic Roles
Critical Thinking Questions:
1. Which Roles are Strategic? Foot soldier, guardian or
star?
2. What are the advantages of focusing on foot soldiers
with the company HR policies?
3. What are the liabilities of stars? When is it
advantageous to cultivate and sustain stars?
MBAO 6030 Human Resource Strategy
HR Strategy: Consistency
Consistency is an important quality related to the
implementation of HR policies. Employees should
receive a clear, undiluted message of what behaviors
are important and desirable. When there is a fit
between HR systems, employees are likely to receive
consistent feedback. The 3 types of consistency are…
1. Single-employee consistency
2. Among-employee consistency
3. Temporal consistency
MBAO 6030 Human Resource Strategy
HR Strategy: Consistency
Critical Thinking Questions
1. Are there circumstances when it is effective to have
inconsistent HR policies? Give an example.
2. Does an emphasis on temporal consistency create a
barrier for change when change is necessary?
3. What impact (if any) would consistency have on the
organization culture?
MBAO 6030 Human Resource Strategy
Changing Nature of Human
Resource Management
Jack Welch- Winning
“Elevate HR to a position of power and primacy in the
organization, and make sure HR people have the special
qualities to help managers build leaders and careers. In
fact, the best HR types are pastors and parents in the
same package.”
“The head of human resources at any company should
be at least as important as the CFO.”
Chapter 1
HR versus Management
Leaders are Readers
 Peter Drucker
 The Essential Drucker (2008)
 “Business management must always, in every decision
and action, put economic performance first.”
Leaders are Readers
 Good to Great
 Jim Collins (2001)
 “Good is the enemy of great.”
Learning Objectives
 After you have read this chapter, you should be able to:
 Define HR management and identify the seven
categories of HR activities.
 Discuss three challenges facing HR today.
 Describe how the major roles of HR management are
being transformed.
 Identify the purposes and uses of HR technology.
 Discuss why ethical issues affect HR management.
 Explain the key competencies needed by HR
professionals and why certification is important.
Today
 In what kind of environment are we doing HR today?
 HR Activities- what do HR people do?
 HR Management Challenges- what external and
internal factors influence what HR people do?
 HR Roles- how do HR people do their jobs?
Nature of Human Resource
Management
 Human Resource (HR) Management
 The design of formal systems in an organization to
ensure effective and efficient use of human talent to
accomplish organizational goals.
Nature of Human Resource Management
.
cont
 Who Is an HR
Manager?
 In the course carrying
out their duties, every
operating manager is, in
essence, an HR manager.
 HR specialists design
processes and systems
that operating managers
help implement.
HR
Management
Activities
Source: HR Department
Benchmarks and Analysis
HR Activities
 Strategic HR Management
 What is “Strategic”?
 Metrics
 Environmental
Scanning/Anticipation
 High Performance Work
Practices
 Leveraging Core Competencies
HR Activities Continued
 Equal Employment Opportunity
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Compliance  Multicultural Organizations
Diversity
Affirmative Action
Global Impacts: Resources, Markets, Employees
EEOC and the OFCCP
HR Activities Continued
 Staffing
 AttractionSelectionAttrition Model
 Job Description
 Job Analysis  Qualifications
 Recruiting, Interviewing
 HR Development
 Orientation
 Socialization
 Job Training
 Leadership Development
 Performance Management
HR Activities Continued
 Compensation and Benefits
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Base Pay
Merit Pay/Incentives
Gainsharing
Employee Ownership
Management of Health and Dental Costs
Cafeteria Plans
Employee Rewards
HR Activities Continued
 Health, Safety, and Security
 OSHA (1970)…who has the responsibility for healthy
employees?
 Safety in the workplace
 Security post 9-11
 EAPs
 Health Promotion
 Employee and Labor Relations
 Unionization
 Policies and Procedures
 Communication (Justice Theory)
Smaller Organizations and HR
Management
Small Businesses
Large piece of
economic sector
Shortage of
Qualified
Workers
Larger piece of job
creation in U.S.
Compliance with
Government
Regulations
When do we need
an HR person? (80-
Issues of
Greatest
Concern
100 employees)
Rising Taxes
Increasing
Costs of
Benefits
Management of Human Capital
In Organizations
 Physical, Financial, Intangible and
 Human Capital
 The collective value of the capabilities, knowledge,
skills, life experiences, and motivation of an
organizational workforce.
 Also known as intellectual capital.
 How to measure the strategic value of human assets?
 Core Competency
 A unique capability that creates high value and
differentiates an organization from its competition.
 HR competencies: a source of competitive advantage.
Human Capital in Organizations
Human Capital
Core Competency
The collective value of the
capabilities, knowledge,
skills, life experiences, and
motivation of an
organizational workforce.
A unique capability that
creates high value and
differentiates an organization
from its competition.
1–93
HR Management Challenges
 Globalization of Business
 Outsourcing and increased competition
 Stockholder, employee, manager concerns?
 Is this socially responsible?
 Should the U.S. pass legislation protecting these jobs?
Why/Why not?
 What about the perspective that this is good for the long
run as it lowers the costs of goods and services? Do you
agree? Why/Why not?
HR Management Challenges
 Globalization of Business
 The threat of terrorism- How does this impact what we
do? OSHA?
 Economic and Technological Changes
 Occupational shifts from manufacturing and agriculture
to service industries and telecommunications.
 Pressures of global competition causing firms to adapt
by lowering costs and increasing productivity.
 Technological Shifts and the Internet
 Growth of information technology.
FIGURE 1–6
Fastest Growth in Job Changes to 2016
Source: U.S. Bureau of Labor Statistics, www.bls.gov.
1–96
FIGURE 1–6
Fastest Growth in Job Changes to 2016
Source: U.S. Bureau of Labor Statistics, www.bls.gov.
1–97
HR Management Challenges
 Workforce Availability and Quality Concerns
 Inadequate supply of workers with needed skills for “knowledge jobs”
 80% of manufacturing jobs report shortage of qualified workers
 Education of workers in basic skills
 Not enough specific skills, not enough technology skills
 Growth in Contingent Workforce
 Represents 20% of the workforce
 Increases in temporary workers, independent contractors, leased
employees, and part-timers caused by:


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
Need for flexibility in staffing levels
Increased difficulty in firing regular employees.
Reduced legal liability from contract employees
Boeing Strategy- manage employment cycles in suppliers and partners
HR Management Challenges
 Workforce Demographics
and Diversity
 Increasing Racial/Ethnic
Diversity
 From the Melting Pot to the
Salad Bowl
 More Women in the Workforce
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Single-parent households
Dual-career couples
Domestic partners
Working mothers and
family/childcare
 Significantly Aging Workforce
 Age discrimination
HR Management Challenges
 Organizational Cost Pressures and Restructuring
 Mergers and Acquisitions
 “Right-sizing”—eliminating of layers of management,
closing facilities, merging with other organizations, and
outplacing workers
 Intended results are flatter organizations, increases in
productivity, quality, service and lower costs.
 Costs are “survivor mentality”, loss of employee loyalty,
and turnover of valuable employees.
 HR managers must work toward ensuring cultural
compatibility in mergers.
HR Management Roles
 Administrative Role
 Clerical and administrative support operations (e.g.,
payroll and benefits work)
 Technology is transforming how HR services are
delivered.
 Outsourcing HR services to reduce HR staffing costs
 Operational and Employee Advocate Role
 “Champion” for employee concerns
 Employee crisis management
 Responding to employee complaints
Changing Roles of HR Management
Note: Example percentages are based on various surveys.
Strategic Role for HR
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Administrative Role
Operational Role
Employee Advocate Role
Strategic Role
 “Contributing at the Table” to organizational results
 HR becomes a strategic business partner by:
 Focusing on developing HR programs that enhance organizational
performance.
 Involving HR in strategic planning at the onset.
 Participating in decision making on mergers, acquisitions, and downsizing.
 Redesigning organizations and work processes
 Accounting and documenting the financial results of HR activities.
 Some HR people get this, some don’t…CEOs want those that
do and oust those that don’t
Operational to Strategic Transformation of HR
HR Technology
 Human Resource Management System (HRMS)
 An integrated system providing information used by HR
management in decision making.
 Purposes (Benefits) of HRMS
 Administrative and operational efficiency in compiling
HR data
 Availability of data for effective HR strategic planning
 Uses of HRMS
 Automation of payroll and benefit activities
 EEO/affirmative action tracking
 HR Workflow: increased access to HR information
 Employee self-service reduces HR costs.
Uses of an HRMS
 HRMS
 Bulletin boards
 What information will be available and what is
information needed?
 Data access
 To what uses will the information be put?
 Employee self-service
 Who will be allowed to access to what information?
 Web-based services and access
 Extended linkage
 When, where, and how often will the information be
needed?
Ethics and HR Management
 Firms with High Ethical Standards
 Are more likely to reach strategic goals.
 Are viewed more positively by stakeholders
 Are better able to attract and retain human resources.
 Ethics and Global Differences
 Different legal, political, and cultural factors in other
countries can lead to ethical conflicts for global
managers.
 Foreign Corrupt Practices Act (FCPA)
 Prohibits U.S. firms from engaging in bribery and other
practices in other countries.
Leaders are Readers
 The Smartest Guys in the Room (2004)
 McLean and Elkind
 “The tale of Enron is a story of human weakness, of
hubris and greed and rampant self-delusion; of
ambition run amok; of a grand experiment in the
deregulated world; of a business model that didn’t’
work; and of smart people who believed their next
gamble could cover up their last disaster—and who
couldn’t admit they were wrong”.
FIGURE 1–4
© 2011 Cengage Learning.
All rights reserved. May
Business Ethics and HR Management Consequences
1–109
Ethical Behavior and Organizational
Culture
Ethics Program
Elements
Written code
of ethics and
standards of
conduct
© 2011 Cengage Learning.
All rights reserved. May
Employee
training on
ethical
behaviors
1–110
Advice to
employees
on ethical
situations
Confidential
reporting of
ethical
problems
HR’s Role in Organizational Ethics
Legal Question
Ethical Question
• Does the behavior or
result meet all
applicable laws,
regulations, and
government codes?
• Does the behavior or
result meet both
organizational standards
and professional
standards of ethical
behavior?
© 2011 Cengage Learning.
All rights reserved. May
1–111
FIGURE 1–5
© 2011 Cengage Learning.
All rights reserved. May
Examples of HR-Related Ethical Misconduct Activities
1–112
HR Ethics and Sarbanes-Oxley
(SOX)
 Reduce the likelihood of illegal and unethical
behaviors by:
 Having a written code of ethics and conduct standards
 Providing ethical behavior training and advice
 Establishing confidential reporting systems for ethical
misconduct
 Providing whistle-blower protection
 Supporting HR’s role as “keeper and voice” of
organizational ethics
1–113
Ethical Behavior and Organizational
Culture
 Classic Management Article
 “The perpetuation of unethical practices in
organizations”
 Socialization
 Attrition
 Justification from small to large
HR Management Competencies
and Careers
 Important HR Competencies
 Strategic contribution to organizational success
 Business knowledge of organization and its strategies
 Effective and effective delivery of HR services
 Familiarity with HRMS technology
 Personal credibility
 SPEAK THE LANGUAGE OF THE BUSINESS
HR Management as a Career Field
 HR Generalist
 A person with responsibility for performing a variety of
HR activities.
 HR Specialist
 A person with in-depth knowledge and expertise in a
limited area of HR.
 HR Manager
 A person who is a line manager for HR Generalists and
Specialists
HR Specialists
Source: HR Department Benchmarks
and Analysis 2004 (Washington, DC:
HR Certification
The Human Resource Certification Institute offers three types of professional
certifications for HR generalists.
Details on these certifications are available from the Human
Resources Certification Institute, www.hrci.org.
Other HR Certifications
 Certified Compensation Professional (CCP), sponsored by the World at Work Association
 Certified Employee Benefits Specialist (CEBS), sponsored by the International Foundation
of Employee Benefits Plans
 Certified Benefits Professional (CBP), sponsored by the WorldatWork Association
 Certified Performance Technologist (CPT), co- sponsored by the American Society for
Training & Development and the International Society for Performance Improvement
 Certified Safety Professional (CSP), sponsored by the Board of Certified Safety
Professionals
 Occupational Health and Safety Technologist (OHST), given by the American Board of
Industrial Hygiene and the Board of Certified Safety Professionals
 Certified Professional Outsourcing, provided by New York University and the Human
Resource Outsourcing Association
PFEFFER'S HR CLASSIC