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HUMAN RESOURCE MANAGEMENT

12th Edition

Chapter 1
Introduction to Human Resource Management

Part 1 Introduction

GARY DESSLER

Human Resource Management at Work


What Is Human Resource Management (HRM)?
The effective use of people to achieve both organizational

and individual goals The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.

Why care about HRM?


Impact on you as employees Impact on you as managers

Potential future roles as HR professionals


Impact of HRM on organizations

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Human Resource Management at Work


Organization
People with formally assigned roles who work together to

achieve the organizations goals.

Manager
The person responsible for accomplishing the organizations

goals, and who does so by managing the efforts of the organizations people.

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The Management Process


Planning

Controlling

Organizing

Leading

Staffing

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Human Resource Management Processes


Recruitment

Fairness
Human Resource Management (HRM)

Training

Health and Safety

Appraisal

Labor Relations

Compensation
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Personnel Aspects of a Managers Job


Conducting job analyses Planning labor needs and recruiting job candidates

Selecting job candidates


Orienting and training new employees Managing wages and salaries Providing incentives and benefits Appraising performance Communicating Training and developing managers Building employee commitment
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Personnel Mistakes
Hire the wrong person for the job. Experience high turnover. Have your people not doing their best. Waste time with useless interviews. Have your firm in court because of discriminatory actions. Have your firm cited by Occupational Safety Laws for unsafe practices and accidents. Have some employees think their salaries are unfair and inequitable relative to others in the organization. Allow a lack of training to undermine your departments effectiveness. Commit any unfair labor practices.
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Basic HR Concepts
The bottom line of managing:

Getting results
HR creates value by engaging in activities that produce the employee behaviors that the organization needs to achieve its strategic goals.
Looking ahead: Using evidence-based HRM to measure the value of HR activities in achieving those goals.

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Line and Staff Aspects of HRM


Authority
The right to make decisions, direct others work, and give

orders.

Line authority
The authority exerted by an HR manager by directing the

activities of the people in his or her own department and in service areas.

Staff Authority
Staff Authority gives the manager right (authority) to advise

other managers or employees.

Functional Authority
The authority exerted by and HR Manager as coordinator of

personnel activities.

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Line and Staff Aspects of HRM


Line Manager
Is authorized (has line authority) to direct the work of

subordinates and is responsible for accomplishing the organizations tasks.

Staff Manager
Assists and advises line managers. Has functional authority to

coordinate personnel activities and enforce organization policies.

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Line Managers HRM Responsibilities


1. Placing the right person on the right job 2. Starting new employees in the organization (orientation) 3. Training employees for jobs that are new to them 4. Improving the job performance of each person 5. Gaining creative cooperation and developing smooth working relationships 6. Interpreting the firms policies and procedures 7. Controlling labor costs 8. Developing the abilities of each person 9. Creating and maintaining department morale 10. Protecting employees health and physical condition
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Human Resource Managers Duties

Functions of HR Managers
Coordinative Function
Functional Authority

Line Function
Line Authority

Staff Functions
Staff Authority Assist & Advise

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FIGURE 11 Human Resources Organization Chart for a Large Organization

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FIGURE 12 - Human Resources Organization Chart for a Small Company

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Human Resource Specialties


Recruiter

Labor relations specialist

Training specialist

Human Resource Specialties

EEO coordinator

Job analyst

Compensation manager
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New Approaches to Organizing HR


New HR Services Groups

Transactional HR group

Corporate HR group

Embedded HR unit

Centers of Expertise

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New Approaches to Organizing HR


Transactional HR
Departmental activities such as payroll, benefits administration and records keeping are easily outsourced or digitized (or should be) with significant cost savings.

Corporate HR
HR may be at plant level or may be restricted/ responsible at particular location only. Corporate HR is the person who is working at corporate level & handling centralized HR activity and assist top management in developing long-term strategic plans.

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New Approaches to Organizing HR


Embedded HR
To assign HR generalist directly to departments like sales

and production, to provide the localized human resource management assistance and department needs.

The Centers of Expertise


The Centers of Expertise are like specialized HR consulting

firms within the company, providing specialized assistance.

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Trends Shaping Human Resource Management


Globalization and Competition Trends Indebtedness (Leverage) and Deregulation

Technological Trends

Trends in HR Management
Trends in the Nature of Work Workforce and Demographic Trends Economic Challenges and Trends
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FIGURE 14

Trends Shaping Human Resource Management

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FIGURE 15

Employment Exodus: Percent of employers who said they planned as of 2008 to offshore a number of these jobs

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Trends in the Nature of Work

Changes in How We Work

High-Tech Jobs

Service Jobs

Knowledge Work and Human Capital

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Workforce and Demographic Trends


Demographic Trends Generation Y Trends Affecting Human Resources Retirees Nontraditional Workers

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Important Trends in HRM


The New HR Managers

Strategic HRM

Evidence-Based HRM

Human Resource Management Trends

High-Performance Work Systems

Managing Ethics

HR Certification
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Meeting Todays HRM Challenges


The New Human Resource Managers

Focus more on big picture (strategic issues)

Find new ways to provide transactional services

Acquire broader business knowledge and new HRM proficiencies


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High-Performance Work Systems


Increase productivity and performance by:
Recruiting, screening and hiring more effectively Providing more and better training Paying higher wages Providing a safer work environment Linking pay to performance

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Evidence-Based HRM
Providing Evidence for HRM Decision Making

Actual measurements

Existing data

Research studies

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Managing Ethics
Ethics
Standards that someone uses to decide

what his or her conduct should be

HRM-related Ethical Issues


Workplace safety Security of employee records Employee theft Affirmative action Comparable work

Employee privacy rights

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HR Certification
HR is becoming more professionalized. Society for Human Resource Management (SHRM)
SHRMs Human Resource Certification Institute (HRCI)

SPHR (Senior Professional in HR) certificate GPHR (Global Professional in HR) certificate PHR (Professional in HR) certificate

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The Plan of This Book: Basic Themes


HRM is the responsibility of every manager. The workforce is becoming increasingly diverse.

Current economic challenges require that HR managers develop new and better skills to effectively and efficiently deliver and manage HR services.
The intensely competitive nature of business today means human resource managers must defend their plans and contributions in measurable terms.

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KEY TERMS
organization manager management process human resource management (HRM) authority line authority staff authority line manager staff manager functional authority globalization human capital
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Copyright 2011 Pearson Education

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