HUMAN RESOURCE MANAGEMENT

Chapter 1
Introduction to Human Resource
Management

PowerPoint Presentation by Charlie Cook

Copyright © 2011 Pearson Education GARY DESSLER The University of West Alabama
Human Resource Management at Work
• What Is Human Resource Management (HRM)?
 The process of acquiring, training, appraising, and compensating
employees, and of attending to their labor relations, health and
safety, and fairness concerns.
OR
 Human Resource Management is the management of people
working in an organization. It is a managerial function that
ensure to achieve organization’s goal leading with attraction,
selection, training, assessment, and rewarding of employees.
• Organization
 People with formally assigned roles who work together to
achieve the organization’s goals.
• Manager
 The person responsible for accomplishing the organization’s
goals, and who does so by managing the efforts of the
organization’s people.
 PURPOSE OF HRM

The purpose of HRM is to improve the productive

contribution of people to the organization in ways that
are strategically, ethically and socially responsible.
The Management Process / Functions

Planning

Controlling Organizing

Leading Staffing
• FIVE BASIC FUNCTIONS ALL MANAGERS
PERFORM

 PLANNING – Establish goals and standards

 ORGANIZING – Giving specific task
 STAFFING – Hiring, recruiting, selecting, compensating,
evaluating, and counseling.
 LEADING – Getting the job done and motivating
 CONTROLLING – Setting standards and taking corrective
actions
Human Resource Management Processes

Acquisition

Fairness Training

Human
Resource
Management
Health and Safety (HRM) Appraisal

Labor Relations Compensation

Personnel Aspects of a Manager’s 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
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 some employees think their salaries are unfair and
inequitable relative to others in the organization
• Allow a lack of training to undermine your department’s
effectiveness
• Commit any unfair labor practices

1–9
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.
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
organization’s tasks.
• Staff Manager
 Assists and advises line managers.
 Has functional authority to coordinate personnel activities
and enforce organization policies.
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 firm’s 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
 Human Resource Managers’ Duties

Functions of
HR Managers

Coordinative
Line Function Staff Functions
Function
HUMAN RESOURCE MANAGERS
DUTIES
• Three Functions carried out by HR Managers

 LINE FUNCTION – Directs the activities in their own

department or use implied authority
 COORDINATIVE FUNCTION – ‘Right arm of the top
executive,’ and ensure all policies and practices are being
implemented
 STAFF (ASSIST AND ADVISE) FUNCTION – Advising line
managers and executives, hiring, training, evaluating, firing.
 Human Resource Specialties

Recruiter

Labor relations
specialist EEO coordinator
Human
Resource
Specialties
Training specialist Job analyst

Compensation
manager
• Recruiters search for qualified job applicants.

• Equal employment opportunity (EEO) coordinators investigate and

resolve EEO grievances; examine organizational practices for
potential violations; and compile and submit EEO reports.

• 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.

• Labor relations specialists advise management on all aspects of

union–management relations.
 Meeting Today’s HRM Challenges

The New Human Resource

Managers

Acquire broader
Find new ways to
Focus more on business
provide
“big picture” knowledge and
transactional
(strategic) issues new HRM
services
proficiencies

HR managers can play big roles in strategic planning and management by helping the top
managers in devising functional and departmental plans that support the organization’s
overall strategic plan, and then assisting in execution of the plans.
 MODERN-DAY APPROACH TO HRM
Seven major responsibilities:

1. Attraction. Identifying job requirements and then

estimating the people and skills-mix requirements.
2. Selection. Choosing the most suitable personnel.

3. Retention. Creating the conditions necessary for

rewarding performance and providing a healthy
conducive work environment.

4. Development. Preserving and improving employees’

knowledge, skills and abilities and other
characteristics.
5. Motivation. Developing the techniques that reflect
the needs of each individual - job satisfaction,
behavioral and structural methods for stimulating
performance, compensation and benefits, etc.

6. Assessment. Evaluation of behavior, attitudes and

performance.

7. Adjustment. Activities intended to maintain

compliance with culture and policies.
 OBJECTIVES OF HRM FUNCTION
Following are the main objectives of having a dedicate
HRM function in an organization:

 To provide suitably skilled/ experienced manpower.

 To utilize the skills & abilities of workforce efficiently and
effectively.

 To enhance the employee satisfaction to maximum level.

 To communicate HRM policies to all employees.

 To help maintain ethical policies & behavior.

 To help the organization in achieving its goals.

CHANGING ENVIRONMENT OF HRM

• GLOBALIZATION

• TECHNOLOGICAL ADVANCEMENT

• THE NATURE OF WORK

• WORKFORCE DIVERSITY
CHANGING ROLE OF HRM

• STRATEGIC PLANNING

• STRATEGIC HUMAN RESOURCE MANAGEMENT

• MANAGING WITH TECHNOLOGY

• HUMAN RESOURCE OUTSOURCING

CHANGING ROLE OF HRM
HUMAN RESOURCE MANAGERS
PROFICIENCIES

• HUMAN RESOURCE – Knowledge and skills in areas such as

employee selection, training and compensation

• BUSINESS PROFICIENCY – Cope with the strategic aspect of the

job

• LEADERSHIP PROFICIENCY – To lead management groups and

drive the change required

• LEARNING PROFICIENCY – To stay up to date with the new

technologies and practices to be efficient