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Lecture 1

Human Resources Chapter 1.docx


Department
Human Resources Management
Course Code
HRM200
Professor
William Peckham
Lecture
1

Page:
of 2
Human Resources Chapter 1
Define Human Resources
- The management of people in organizations to drive successful organizational
performance and achievement of the organizations strategic goals
Strategic significance of HR
- Human resources professionals are responsible for ensuring that the organization
attracts, retains, and engages the diverse talent required to meet operational and
performance commitments made to customers and shareholders. Their job is to
ensure that the organization fins and hires the best individuals available, develops
their talent, creates a productive work environment, and continually builds and
monitors these human assets. HRM involves formulating and implementing HRM
systems (such as recruitment, performance appraisal, and compensation) that are
aligned with the organizations strategy to ensure that the workforce has the
competencies and behaviors required to achieve the organizations strategic
objectives.
2 Categories of activities required of HR Managers
Internal and External environmental factors affecting HR management
policies and practices
Internal:
- Organizational culture
- Organizational climate
- Management practices
External:
- Economic conditions
- Labor market issues
- Technology
- Government
- Globalization
- Environmental Concerns
3 Stages in evolution of HRM
- Scientific Management
- Human Resources movement
High level advisory role HRM
Notes: -3 HR Practices:
Profit sharing
Results oriented performance appraised
Employment security
-Scientific Management:
Process of scientifically analyzing manufacturing processes, reducing
production costs, compensating employees based on their performance
levels.
Fredrick Taylor is the driving force behind Scientific Management