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ELEVENTH EDITION
GARY DESSLER
Part 1 | Introduction
Chapter 1
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One aspect of the Management Process (planning, Organizing, Staffing, Staffing, Leading, & Controlling)
Basic HR Concepts
HR creates value by engaging in activities that produce the employee behaviors that the company needs to achieve its strategic goals.
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Equal opportunity & affirmative action Employee health & safety Handling grievances and labor relations
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Principles of HRM
1. Strategic Integration An attempt to treat all labour management processes from recruitment and training to remuneration and retrenchment in a strategic fashion by integrating them with the broader business concerns of the enterprise. Organisational flexibility Commitment, Commitment, from control to commitment through changing the organisations culture. Mission statement should state these core values. Also only recruiting those prepared to subscribe to these core values. Quality ensuring culture of quality: Quality work, quality workers, quality products and services; Total Quality Management, Quality assurance and zero defects, Internal customers, Empowering workers via team working.
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2. 3.
4.
A Coordinative Function
HR managers also coordinate personnel activities, a duty often referred control. to as functional control.
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Job analysts
Collect and examine information about jobs to prepare job descriptions.
Compensation managers
Develop compensation plans and handle the employee benefits program.
Training specialists
Plan, organize, and direct training activities.
best applicants to the supervisor (line manager), who interviews and selects the ones he or she wants.
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Figure 12
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Figure 11
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Note: length of bars represents prevalence of activity among all surveyed employers.
Source: HR Department Benchmarks and Analysis, BNA/Society for Human Resource Management, 2002.
Figure 13
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A Changing HR Environment
Globalization
The tendency of firms to extend their sales, ownership, and/or
Government regulation Stronger knowledge/research base Changing role for labor unions Challenge of matching worker expectations with competitive demands
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efficiency
Creating high-tech jobs, service jobs, knowledge work high-
(human capital)
Implications for HR
The key to effectively utilizing all that new technology is
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Strategic HRM
Formulating and executing HR policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims.
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Creating High-Performance Work System Practices High Employment security Selective hiring Extensive training Self-managed teams/decentralized Self decision making Reduced status distinctions Information sharing Contingent (pay-for-performance) (pay-forrewards Transformational leadership Measurement of management practices Emphasis on high-quality work high
Benefits of a HPWS
Generate more job applicants Screen candidates more effectively Provide more and better training Link pay more explicitly to performance Provide a safer work environment Produce more qualified applicants per position More employees are hired based on validated selection tests Provide more hours of training for new employees Higher percentages of employees receiving regular performance appraisals.
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HR Managers Proficiencies
Being a HR manager today is challenging and requires several proficiencies:
HR proficiencies
Represent traditional knowledge & skills in areas like employee
Business proficiencies
Reflect HR managers new strategic role, like assisting top management
in formulating strategies.
Leadership proficiencies
They need the ability to work with and lead management groups, and to
Learning proficiencies
The ability to stay side-by-side of and apply all the new technologies side-by-
A New Model of HRM is Needed More strategic (not strictly focused on day(not dayto-day operational needs) to More proactive (less reactive) (less reactive) More of a consultant to line management (less of a bureaucratic specialist) specialist) More of an employee champion (less of an organizational cop)
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