Recursos Humanos

Human Resources
UVM GLION
PREPARATION COURSE FOR THE GIHE EXTERNAL EXAM

Introduction

Introduction to Human Resource Management

Human Resource Management at Work
• What Is Human Resource Management (HRM)?
– The policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, andappraising.

• The bottom line of managing: Getting results

Basic HR Concepts

• HR creates value by engaging in activities that produce the employee behaviors that the company needs to achieve its strategic goals.

Line and Staff Aspects of HRM
• Line manager
– A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organization’s tasks.• Staff manager
– A manager who assists and advises line managers.

Line Managers’ HRM Responsibilities
1. 2. 3. 4. Placing the right person on the right job Starting new employees in the organization (orientation) Training employees for jobs that are new to them Improving the job performance of each person

5.
6.

Gaining creative cooperation and developing smooth workingrelationships
Interpreting the firm’s policies and procedures

7.
8. 9.

Controlling labor costs
Developing the abilities of each person Creating and maintaining department morale

10. Protecting employees’ health and physical condition

High-Performance Work System Practices
• • • • • • • • • • Employment security Selective hiring Extensive training Self-managed teams/decentralized decisionmaking Reduced status distinctions Information sharing Contingent (pay-for-performance) rewards Transformational leadership Measurement of management practices Emphasis on high-quality work

Benefits of a High-Performance Work System (HPWS)
• Generate more job applicants • Screen candidates more effectively • Provide more and better training

• Link pay more explicitly to performance
• Providea safer work environment • Produce more qualified applicants per position • Hiring based on validated selection tests • Provide more hours of training for new employees

• Conduct more performance appraisals

• The HR Scorecard

Measuring HR’s Contribution

– Shows the quantitative standards, or “metrics” the firm uses to measure HR activities. – Measures the employee behaviors resultingfrom these activities.

– Measures the strategically relevant organizational outcomes of those employee behaviors.

The Human Resource Manager’s Proficiencies
• New Proficiencies
– HR proficiencies – Business proficiencies – Leadership proficiencies – Learning proficiencies

The Human Resource Manager’s Proficiencies (cont’d)
• Managing within the Law
– Equal employment laws –Occupational safety and health laws – Labor laws

• Managing Ethics
– Ethical lapses

Part 1

Incentive Program

Pay for Performance and Financial Incentives

Motivation, Performance, and Pay
• Incentives
– Financial rewards paid to workers whose production exceeds a predetermined standard.

• Frederick Taylor
– Popularized scientific management and the use of financial incentives in thelate 1800s.
• Systematic soldiering • Fair day’s work

Employee Incentive Plans
Individual Employee Incentive and Recognition Programs Sales Compensation Programs

Pay-for-Performance Plans

Team/Group-based Variable Pay Programs Organizationwide Incentive Programs Executive Incentive Compensation Programs

Incentives for Salespeople
• Salary Plan
– Straight salaries
• Best for:prospecting (finding new clients), account servicing, training customer’s salesforce, or participating in national and local trade shows.

• Commission Plan
– Pay is a percentage of sales results.
• • • • Keeps sales costs proportionate to sales revenues. May cause a neglect of nonselling duties. Can create wide variation in salesperson’s income. Likelihood of sales success may be linked to...