1. Chapter 1: The Strategic Role of
Human Resources Management
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Dessler, Chhinzer, Cole
Human Resources
Management in Canada
Canadian Twelfth Edition

2. Learning Outcomes
• DESCRIBE the two categories of activities
required of HR managers and DISCUSS
examples of each.
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• DEFINE human resources management
and ANALYZE the strategic significance of
human resources management.

3. Learning Outcomes
• DESCRIBE the three stages in the
evolution of HRM.
• EXPLAIN how HRM has changed over
recent years to include a higher-level
advisory role.
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• DISCUSS the internal and external
environmental factors affecting human
resources management policies and
practices and EXPLAIN their impact.

4. The Strategic Role of Human
Resources Management
• the management of people in
organizations to drive successful
organizational performance and
achievement of organization’s strategic
goals
Human Capital
• the
knowledge, education, training, skills, and
expertise of an organization’s workforce
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Human Resources Management (HRM)

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The Strategic Role of Human
Resources Management
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6. A Brief History of HRM
Scientific Management
concern for production
•
scientifically analyzing manufacturing
processes to reduce costs and compensating
employees based on performance
Human Resources Movement
•
concern for people and productivity
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•

7. Human Resources Movement:
Evolutionary Phases
Phase 1 - early 1900’s
personnel administration
•
hiring, firing, payroll/benefits processing
Phase 2 – 1930’s to 1950’s
•
union liaison, compliance with new laws
•
orientation, performance appraisal, employee
relations
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•

8. Human Resources Movement:
Evolutionary Phases
Phase 3 – 1960’s to 1980’s
• human resources management
• emphasis on contribution and proactive
management of people
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• outsourcing of many administrative
functions

9. Human Resources Movement:
Evolutionary Phases
Phase 4 – 1990’s to present
• every line manager must posses basic HR
skills
• new roles: activist, change steward, talent
manager/organizational
designer, operational executor and
business ally
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• help achieve strategic objectives

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New HRM Competencies
continued
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New HRM Competencies
continued
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New HRM Competencies
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New HRM Competencies
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New HRM Competencies
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15. Measuring the Value of HR:
Metrics
Traditional Measures
• focused on activity and cost
•
•
number of candidates interviewed
cost per hire
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• for example:

16. Measuring the Value of HR:
Metrics
• focus on
productivity, quality, sales, market
share, and profits
• balanced scorecard
• a measurement system that translates
organization’s strategy into a comprehensive set
of financial and operational performance measures
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Today’s Measures

17. Environmental Influences on
HRM
Internal Influences
• Economic conditions
• Organizational culture
• Labour market issues
• Organizational climate
• Technology
• Management practices
• Government
• Globalization
• Environmental concerns
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External Influences

18. External Influences:
Economic Conditions
• employment levels
• growth of the primary, secondary, and
tertiary (service) sectors
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• productivity levels

19. External Influences:
Labour Market Issues
• generational differences:
•
•
•
•
Traditionalists (pre-1946)
Baby Boomers (1946 to 1964)
Generation X (1965 to 1980)
Generation Y (1981 to present)
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• increasing workforce diversity: visible and
ethnic minorities; women; Aboriginal
population; people with disabilities

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Generational Differences
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21. External Influences:
Labour Market Issues
• increased non-standard or contingent
workers
•
•
•
•
part-time
term/temporary/standby
home
self-employed
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• higher overall level of education, however
higher level of functional illiteracy

22. External Influences: Technology
• concerns over data control, accuracy, right
to privacy, and ethics
• computerized monitoring of e-mail, voice
mail, telephone conversations, computer
usage, and behaviour
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• new technologies:
Twitter, Facebook, videoconferencing

23. External Influences: Government
•
•
•
•
•
human rights
employment standards
labour relations
occupational health and safety
workers’ compensation
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Ensure policies and practices comply with new and
changing laws covering:

24. External Influences: Globalization
•
•
•
•
firms extend business operations abroad
emergence of one world economy
increased international competition
multinational corporations: conduct business around
the world, seek cheap skilled labour
HR professionals must become familiar with
employment legislation in other countries
and manage ethical dilemmas.
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Global trends:

25. External Influences: Environmental
Concerns
Topics of increasing importance:
• sustainability
• global warming
• pollution
• carbon footprints
• extinction of wildlife species
• ecosystem fragility
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• climate change

26. Internal Influences:
Organizational Culture
• core values, beliefs and assumptions
• positive culture is desired
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• often conveyed through an organization’s
mission statement

27. Internal Influences:
Organizational Climate
• prevailing atmosphere in an organization
• influenced by leadership, HR
polices, communication style
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• friendly/unfriendly, open/secretive, rigid/fl
exible, innovative/stagnant

28. Internal Influences:
Management Practices
• bureaucratic organizations being replaced
with flatter structures
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• increased employee empowerment
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29. Growing Professionalism in HRM
Characteristics of a profession:
• A common body of knowledge
• Performance standards
• External perception as a professional
• Code of ethics
• Required training credentials
• Ongoing skill development
• Maintenance of professional competence
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• Professional association

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reserved.
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Certified Human Resources
Professional (CHRP)

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Certified Human Resources
Professional (CHRP)
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Professional HR Designations
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