HUMAN RESOURCE MANAGEMENT

Thirteenth Edition

GARY DESSLER

What is an organization ?

An organization consists of people with formally assigned roles who work

together to achieve the organization’s goals.

A manager is the person responsible for accomplishing the organization’s

goals,who does so by managing the efforts of the organization’s people.

What is Human Resource Management ?

Human resource management is the process of acquiring,training,appraising,and

compensating employees,and of attending to their labor relations, health and
safety, and fairness concerns.

Managing involves Five Functions

 Planning.

 Organizing.

 Staffing.

 Leading.

 Controlling.

 Planning.
 ◦ Establishing goals and standards;

◦ developing rules and procedures;

◦ developing plans and forecasting.

 Organizing.

◦ Giving each subordinate a specific task;

◦ establishing department,

◦ delegating authority to subordinates, establishing channels of

authority and communication;

◦ coordinating subordinates’ work.

 Staffing.

◦ Determining what type of people you should hire;

◦ recruiting prospective employees;

◦ selecting employees;

◦ training and developing employees;

◦ setting perfomance standards;

◦ evaluating perfomance;

◦ counseling employees;

◦ compensanting employees.

 Leading.

◦ Getting others to get the job done;

 ◦ maintaining morale;

◦ motivating subordinates.

 Controlling.

◦ Setting standards such as sales quotas , quality standards, or

production levels;

◦ checking to see how actual performance compares with these

standards;

◦ taking corrective action , as needed.

Personnel Aspects of Management Job

 Conducting job analyses (determining the nature of each employee’s job)

 Planning labor needs and recruiting job candidates

 Selecting job candidates

 Orienting and training new employees

 Managing wages and salaries (compensating employees)

 Providing incentives and benefits

 Appraising performance

 Commucating (interviewing,counseling,disciplining)

 Training and developing managers

 Building employees commitment

What a Manager should know about:

 Equal opportunity and affirmative action

 Employee health and safety

 Handling grievances and labor relations

Line Managers’ Human Resource Duties

1.Placing the right person in 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 cooperation and developing smooth working relationships

6.Interpreting the company’s policies and procedures

7.Controlling labor costs

8.Developing the abilities of each person

9.Creatinng and maintaining department morale

10.Protecting employees’ health and physical condition

Human Resource Manager’s Duties

1. A line function. The human resource manager directs the activities of the
people in his or her own department,and perhaps in related areas.
2. A coordinative function.The human resource manager also coordinates
personnel activites, a duty often referred to as functional authority (or functional
control).

3. Staff (assist and advise) functions. Assisting and advising line managers is the
heart of the human resource manager’s job.

Examples of Human Resource Management Specialities Include:

 Rectruiters

; Search for qualified job applicants.

 Equal employment opportunity (EEO) coordinator

; Investigate and resolve EEO grievances; examine organizational practices for

potential violations and compile and submit EEO reports.

 Job analysis

; 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

 Labor relations specialists

; Advise management on all aspects of union-management relations

What is Talent Management?

 Talent Management is the goal-oriented employees. It involves instituting a

coordinated process for identifying, recruiting, hiring, and developing high-
potential employees.

The Human Resource Manager’s Competencies

 Talent Managers/Organization Designers

; With a mastery of traditional human resource management tasks such as

acquiring, training, and compensating employees.

 Culture and Change Stewards

; Able to create human resource practices that support the firm’s cultural values

 Strategy Architects

; With the skills to help establish the company’s overall strategic plan, and to put
in place the human resource practices required to support accomplishing that
plan

 Operational Executors

; able to anticipate, draft, and implement the human resource practices (for
instance in testing and appraising) the company needs to implement its strategy.

 Business Allies

; competent to apply business knowledge that enable them to help functional and
general managers to achieve their departmental goals.

 Credible Activist
; with the leadership and other competencies that make them “both credible and
active”.

10 funtions

1.Conducting job analysis (hal.131)

The procedure for determining the duties and skill requirements of a job and the
kind of person who should be hired for it.

Six steps in doing a job analysis : (hal.133)

1.Decide how you’ll use the information.

2.Review relevant background information such as organization charts,process

charts,and job descriptions.

(organization chart : a chart that shows the organization-wide distribution of

work,with titles of each position and interconnecting lines that show who reports
to and communicates with whom.)

(process chart : a workflow chart that shows the flow of inputs to and outputs
from a particular job.

3. Select representative positions.

4.Actually analyze thie job-by collecting data on job activities,working conditions,

and human traits and abilities needed to perform the job.
5.Verivy the job analysis information with the worker performing the job and with
his or her immediate supervisor

6.Develop a job description and job specification.

2.Planning labor needs and recruiting job candidates

Planning labor is the process of a deciding what positions the firm will have to
fill,and how to fill them. (Hal.164)

Planning labor needs techniques:

1.Strategy and Workforce Planning

2.Forecasting Personnel Needs (Labor Demand)

3.Improving Productivity Through HRIS

4.Forecasting the Supply of Inside Candidates

5.Forecasting the Supply of Outside Candidates

6.Talent Management and Predictive Workforce Monitoring.

7.Developing an Action Plan to Match Projected Labor Supply and Labor Demand

8.The Recruiting Yield Pyramid

Recruiting Job Candidates :

Internal Sources of Candidates (hal.173)

a.Using Internal sources: Pros and Cons

b.Finding Internal candidates

c.Rehiring

d.Succession Planning

e.Improving Productivity Through HRIS

Outside Sources of Candidates (hal.175)

a.Recruiting via the Internet

b.Advertising

c.Employment Agencies

d.Temp Agencies and Alternative Staffing

e.Offshoring and Outsourcing Jobs

f.Executive Recruiters

3.Selecting candidates

Selection Methods: (hal.224)

a.The Social Network: Checking Applicants’ Social Postings.

More employers are Googling applicants or checking social networking.

b.Using Preemployment Information Services

c.The Polygraph and Honesty Testing

d.Graphology

e.”Human Lie Detectors”

f.Physical Exams

4.Orienting and training new employees

The Purposes of Employee Orientation/Onboarding : (hal.270)

1.Make the new employee feel welcome and at home and part of the team.

2.Make sure the new employee has the basic information to function
effectively,such as e-email access,personnel policies and benefits,and what the
employer expects in terms of work behavior.

3. Help the new employee understand the organization in a board sense (its
past,present,culture,and strategies and vision of the future).

4.Start the person on becoming socialized into the firm’s culture,values,and ways
of doing things.

Five-Step Training Process (hal.273)

1.Analyze the training needed

2.Design the overall training program

3.Develop the course (actually assembling/creating the training materials).

4.Implement training,by actually training the targeted employee group using

methods such as on the job or online training,

5.Evaluate the course’s effectiveness.

5. Managing Wages and Salaries (Compensating Employees) hal.379

With respect to compensation, managers should address four forms of equity:

external, internal, individualm and procedural.
  External equity refers to how a job’s pay rate in one company compares to
the job’s pay rate in other companies.
 Internal equity refers to how fair the job’s pay rate is when compared to-
other jobs within the same company (for instance, is the sales manager’s
pay fair, when compared to what the production manager is earning?).
 Individual equity refers to the fairness of an individual’s pay as compared
with what his or her coworkers are earning for the same or very similar jobs
within the company, based on each individual’s performance.
 Procedural equity refers to the “perceived fairness of the processes and
procedures used to make decisions regarding the allocation of pay.”

6. Providing Incentives and Benefits (hal.438)

The Five Building Blocks of Effective Incentive Plans:

1. Ask: does it make sense to use incentives?

2. Link the Incentive with your strategi
3. Make sure the Program is motivational
4. Set complete Standards
5. Be scientific

7. Appraising Performance (hal.337)

Five sets of practices distinguish talent management from merely recruiting,

selecting, trainingm appraising, and paying employees. It requires:

1. Identifying the workforce profiles (competencies, knowledge, traits, and

experiences) that the firm needs to achieve its strategic goals;
2. Consciuosly thinking through all the tasks (recruiting and so on) required
for managing the company’s talent;
3. Consistently using the same profile for formulating recruitment plans for
the employee as you do for making the selection, training, appraisal, and
payment decisions;
 4. Actively managing different employees’ recruitment, selection,
develpment, and rewards; and
5. Integrating the underlying talent management activities (planning for,
recuiting, developing, appraising, and compensating employees).

8. Communicating ( interview, counseling, disciplining )

 How to Conduct an Effective Interview : hal.252

STEP 1 : First, Make sure you know the job

STEP 2 : Structure the interview

STEP 3 : Get Organized

STEP 4 : Establish Rapport

STEP 5 : Ask Questions

STEP 6 : Take brief, unobtrusive notes during the interview

STEP 7 : Closed The Interview

STEP 8 : Review the Interview

 Managing employee discipline and privacy : hal. 494

1. Fairness in Disciplining

2. Bullying and Victimization

3. What Causes Unfair Behavior

4. Basics of a fair and just disciplinary process

5. Employee Privacy

6. Employee Monitoring
9. Training and Developing managers

• Overview of the training process : hal. 272

1. Aligning Strategy and Training

2. Training and Performance

3. The ADDIE Five-Step Training Process

4. Conducting the Training Needs Analysis

5. Designing the Training Program

6. Developing the Program

• Implementing Management Development Program : hal.289

1. Strategy and Development

2. Managerial On-the-Job Training

3. Off-the-Job Management Training and Development Techniques

4. Leadership Development at General Electric

5. Talent Management and Mission-Critical Employees

10. Building employee commitment

Employee Engagement : hal. 352

1. Why Engagement is Important

2. Actions That Foster Engagement

3. Monitoring Employee Engagement