Handbook of Human Resource Management - Michael Armstrong

Được đăng lên bởi Doikhonkho Vn
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Changing Nature
of Human
After you have read this chapter, you should be able to:

Identify four major HR challenges currently facing
organizations and managers.


List and define each of the seven major categories of HR


Identify the three different roles of HR management.


Discuss the three dimensions associated with HR
management as a strategic business contributor.


Explain why HR professionals and operating managers
must view HR management as an interface.


Discuss why ethical issues and professionalism affect HR
management as a career field.



HR Management Contributes to
Organizational Success
More effective management of human
resources (HR) increasingly is being
seen as positively affecting performance in organizations, both large and
A joint venture between General
Electric and a Japanese company, GE
Fanuc is a manufacturer of factory
automation and control products.
Headquartered in Virginia with 1,500
employees, the HR department primarily performed administrative support activities. But when Donald
Borwhat, Jr., took over as Senior Vice
President of Human Resources, he
and his staff began by restructuring
and decentralizing the HR entity so
that each functional area of the company has an HR manager assigned to
it. The HR managers were expected to
be key contributors to their areas by
becoming knowledgeable about the
business issues faced by their business functional units. Today, HR
managers participate in developing
business strategies and ensure that
human resource dimensions are considered. For instance, the HR manager
for manufacturing has HR responsibilities for 600 employees. In that role
she contributes to workflow, production, scheduling, and other manufacturing decisions. It also means that
she is more accessible to and has
more credibility with manufacturing
workers, most of whom are hourly
Making the transition in HR
management required going from
seven to three levels of management,
greatly expanding the use of cross-

functional work teams, and significantly increasing training. To ease
employee and managerial anxieties
about the changes, GE Fanuc
promised that no employees would
lose their jobs. Managers and supervisors affected by the elimination of levels were offered promotions, transfers
to other jobs in GE Fanuc, or early
retirement buyouts. Additionally,
employees were promised profit sharing, which has resulted in up to three
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