HRM

• Human Resource Management (HRM)

  The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns
• Five basic functions of managing (Henri Fayol)

  • Planning
  • Organizing
  • Staffing
  • Leading
  • Controlling
• Line managers


  Responsible for the direct handling of people
• Staff managers (the HR department)

  Responsible for providing more specialized assistance
• New approaches to organizing HR

  • Shared services HR teams (transactional HR group)
  • Corporate HR teams
  • Embedded HR teams
  • Centers of expertise teams
• Trends shaping Human Resource Management


  • Workforce demographics and diversity trends
  • Trends in how people work
  • Globalization trends
  • Economic trends
  • Technology trends
• In the US (and Korea), women and minority group members have increased, and older workers have increased
• Compliance issues have increased
• Millennials (MZ generation in Korea)


  Want meaningful work and frequent feedback, spend more time on social media, experts at collaborating online, not willing to settle, extremely self-motivated
• In the next few years, almost all the new jobs added in the United States will be in services, not in goods-producing industries
• Many workers aren't employees at all, but are freelancers and independent contractors (e.g., Gig Economy)
• Telework and remote work have increased
• Offshoring has increased
• Slower economic growth is ahead, putting more pressure on employers to get the best efforts from their employees
• Companies are using digital and mobile devices to "redesign HR" (e.g., talent analytics, data-driven recruiting)
• The importance of "human capital" has never been stressed more (knowledge-based economy)
• The acquisition and development of superior human capital appears essential to firms' profitability and success
• The new Human Resource Management

  • Redistribute HR tasks from a central HR department to the company's employees and line managers
  • Lead companies' performance-improvement efforts
  • Deliver HRM services more cost-efficiently (e.g., outsourcing)
  • Advise about adequate staffing levels, and set and control firms' compensation, incentives, and benefit policies
  • Produce employee competencies and skills companies need to achieve their strategic goals
  • Measure what you are doing and ultimately add value (evidence-based HRM, "HR is all about numbers!")
  • Keep employee engagement high
  • Be involved in companies' strategic planning
  • Keep companies sustainable (as a part of SHRM)
  • Deal with ethical issues
• Strategic human resource management (SHRM)


  Formulating and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims
• The three-step sequence of SHRM

  • Set the firm's strategic aims
  • Pinpoint the employee behaviors and skills we need to achieve these strategic aims
  • Decide HR policies and practices
• The new Human Resource Manager's functional areas

  • Talent Acquisition and Retention
  • Employee Engagement
  • Learning and Development
  • Total Rewards
  • Structure of the HR Function
  • Organizational Effectiveness and Development
  • Workforce Management
  • Employee Relations
  • Technology and Data
  • HR in the Global Context
  • Diversity and Inclusion
  • Risk Management
  • Corporate Social Responsibility
  • U.S. Employment Law and Regulations
  • Business and HR Strategy
• No manager should manage others without first understanding the personnel philosophy that is driving his or her actions
• Chapters in the book

  • Chapter 1 Managing Human Resources Today
  • Chapter 2 Managing Equal Opportunity and Diversity
  • Chapter 3 Human Resource Strategy and Performance
  • Chapter 4 Job Analysis and Talent Management
  • Chapter 5 Personnel Planning and Recruiting
  • Chapter 6 Selecting Employees
  • Chapter 7 Training and Developing Employees
  • Chapter 8 Performance Management and Appraisal Today
  • Chapter 9 Managing Careers
  • Chapter 10 Developing Compensation Plans
  • Chapter 11 Pay for Performance and Employee Benefits
  • Chapter 12 Maintaining Positive Employee Relations
  • Chapter 13 Labor Relations and Collective Bargaining
  • Chapter 14 Improving Occupational Safety, Health, and Risk Management
  • Module A Managing HR Globally
  • Module B Managing Human Resources in Small and Entrepreneurial Firms
• Topics covered in this chapter

  • Equal Employment Opportunity Laws
  • Defenses Against Discrimination Allegations
  • Illustrative Discriminatory Employment Practices
  • The EEOC Enforcement Process
  • Diversity Management and Affirmative Action
• Equal Employment Opportunity Laws

  Laws aimed at preventing discrimination in employment
• Key Equal Employment Opportunity Laws (in US)

  • Equal Pay Act of 1963
  • Title VII of the 1964 Civil Rights Act
  • Executive Orders
  • Age Discrimination in Employment Act of 1967
  • Vocational Rehabilitation Act of 1973
  • Pregnancy Discrimination Act of 1978
  • Federal Agency Uniform Guidelines on Employee Selection Procedures
  • The Civil Rights Act of 1991
  • The Americans with Disabilities Act of 1990
  • Uniformed Services Employment and Reemployment Rights Act of 1994
  • Genetic Information Nondiscrimination Act of 2008
• Equal Pay Act of 1963


  • Aimed at abolishing wage disparity based on sex
• Title VII of the 1964 Civil Rights Act

  • Employer cannot discriminate based on race, color, religion, sex, or national origin
  • Established the Equal Employment Opportunity Commission (EEOC)
• Executive Orders


  • Established the Office of Federal Contract Compliance Programs (OFCCP)
• Age Discrimination in Employment Act of 1967


  • Yet, age discrimination still occurs (e.g., "applicants should have received their degrees 2012–2016")
• Vocational Rehabilitation Act of 1973


  • Requires employers with federal contracts over $2,500 to take affirmative action for the employment of disabled persons
• Pregnancy Discrimination Act of 1978

  • Prohibits using pregnancy, childbirth, and related medical conditions for discrimination in hiring, promotion, discharge, or any other term or condition of employment
• Federal Agency Uniform Guidelines on Employee Selection Procedures


  • Explain how to validate a selection procedure
• Griggs v. Duke Power Company (1971)
• Albemarle Paper Company v. Moody (1975)
• The Civil Rights Act of 1991


  • Reverses several 1980s Court decisions
  • Plaintiffs must show that an apparently neutral employment practice is causing the disparity
  • Employers have the burden of proving that the challenged practice is "job related"
  • Employees who are claiming intentional discrimination (called disparate treatment) can ask for both compensatory damages and punitive damages
  • Provide a limitation on available relief in "mixed motive" cases
  • Any reliance on discriminatory reasons would be deemed illegal
• The Americans with Disabilities Act of 1990 (ADA)

  • Prohibits employers with 15 or more workers from discriminating against qualified individuals with disabilities
  • Requires employers to make "reasonable accommodations" unless doing so imposes an "undue hardship" on the business
• Uniformed Services Employment and Reemployment Rights Act (1994)


  • Employers are required to reinstate employees returning from military leave to positions comparable to those they had before leaving
• Genetic Information Nondiscrimination Act of 2008 (GINA)


  • Prohibits discrimination by health insurers and employers based on people's genetic information
• State and Local Equal Employment Opportunity Laws