PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

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Human Resource Human Resource ManagementManagement

ELEVENTH EDITIONELEVENTH EDITION

G A R Y D E S S L E RG A R Y D E S S L E R

© 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc. All rights reserved.All rights reserved.

Introduction to Human Resource ManagementIntroduction to Human Resource Management

Chapter 1Chapter 1

Part 1 | IntroductionPart 1 | Introduction

© 2008 Prentice Hall, Inc. All rights reserved. 1–2

After studying this chapter, you should be able to:After studying this chapter, you should be able to:

1.1. Explain what human resource management is and how Explain what human resource management is and how it relates to the management process.it relates to the management process.

2.2. Give at least eight examples of how all managers can Give at least eight examples of how all managers can use human resource management concepts and use human resource management concepts and techniques.techniques.

3.3. Illustrate the human resources responsibilities of line Illustrate the human resources responsibilities of line and staff (HR) managers.and staff (HR) managers.

4.4. Provide a good example that illustrates HR’s role in Provide a good example that illustrates HR’s role in formulating and executing company strategy.formulating and executing company strategy.

5.5. Write a short essay that addresses the topic: Why Write a short essay that addresses the topic: Why metrics and measurement are crucial to today’s HR metrics and measurement are crucial to today’s HR managers.managers.

6.6. Outline the plan of this book.Outline the plan of this book.

© 2008 Prentice Hall, Inc. All rights reserved. 1–3

Human Resource Management at WorkHuman Resource Management at Work

• What Is Human Resource Management What Is Human Resource Management (HRM)?(HRM)? The policies and practices involved in carrying out The policies and practices involved in carrying out

the “people” or human resource aspects of a the “people” or human resource aspects of a management position, including recruiting, management position, including recruiting, screening, training, rewarding, and appraising.screening, training, rewarding, and appraising.

© 2008 Prentice Hall, Inc. All rights reserved. 1–4

Basic HR ConceptsBasic HR Concepts

• The bottom line of managing: The bottom line of managing: Getting resultsGetting results

• HR creates value by engaging HR creates value by engaging in activities that produce the in activities that produce the employee behaviors that the employee behaviors that the company needs to achieve company needs to achieve its strategic goals.its strategic goals.

© 2008 Prentice Hall, Inc. All rights reserved. 1–5

Line and Staff Aspects of HRMLine and Staff Aspects of HRM

• Line managerLine manager A manager who is authorized to direct the work of A manager who is authorized to direct the work of

subordinates and is responsible for accomplishing subordinates and is responsible for accomplishing the organization’s tasks.the organization’s tasks.

• Staff managerStaff manager A manager who assists and advises line managers.A manager who assists and advises line managers.

© 2008 Prentice Hall, Inc. All rights reserved. 1–6

Why HRM is Important?Why HRM is Important?

It get results.It get results.

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Line Managers’ HRM ResponsibilitiesLine Managers’ HRM Responsibilities

1.1. Placing the right person on the right jobPlacing the right person on the right job

2.2. Starting new employees in the organization (orientation)Starting new employees in the organization (orientation)

3.3. Training employees for jobs that are new to themTraining employees for jobs that are new to them

4.4. Improving the job performance of each personImproving the job performance of each person

5.5. Gaining creative cooperation and developing smooth working Gaining creative cooperation and developing smooth working relationshipsrelationships

6.6. Interpreting the firm’s policies and proceduresInterpreting the firm’s policies and procedures

7.7. Controlling labor costsControlling labor costs

8.8. Developing the abilities of each personDeveloping the abilities of each person

9.9. Creating and maintaining department moraleCreating and maintaining department morale

10.10. Protecting employees’ health and physical conditionProtecting employees’ health and physical condition

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High-Performance Work System PracticesHigh-Performance Work System Practices

• Employment securityEmployment security• Selective hiringSelective hiring• Extensive trainingExtensive training• Self-managed teams/decentralized decision makingSelf-managed teams/decentralized decision making• Reduced status distinctionsReduced status distinctions• Information sharingInformation sharing• Contingent (pay-for-performance) rewardsContingent (pay-for-performance) rewards• Transformational leadershipTransformational leadership• Measurement of management practicesMeasurement of management practices• Emphasis on high-quality workEmphasis on high-quality work

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Benefits of a High-Performance Benefits of a High-Performance Work System (HPWS)Work System (HPWS)

• Generate more job applicantsGenerate more job applicants

• Screen candidates more effectivelyScreen candidates more effectively

• Provide more and better trainingProvide more and better training

• Link pay more explicitly to performanceLink pay more explicitly to performance

• Provide a safer work environmentProvide a safer work environment

• Produce more qualified applicants per positionProduce more qualified applicants per position

• Hiring based on validated selection testsHiring based on validated selection tests

• Provide more hours of training for new employeesProvide more hours of training for new employees

• Conduct more performance appraisalsConduct more performance appraisals

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Measuring HR’s ContributionMeasuring HR’s Contribution

• The HR ScorecardThe HR Scorecard

Shows the quantitative standards, or Shows the quantitative standards, or “metrics” the firm uses to measure “metrics” the firm uses to measure HR activities.HR activities.

Measures the employee behaviors Measures the employee behaviors resulting from these activities.resulting from these activities.

Measures the strategically relevant Measures the strategically relevant organizational outcomes of those organizational outcomes of those employee behaviors.employee behaviors.

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Challenges to HRMChallenges to HRM

• GlobalizationGlobalization

• Technological TrendsTechnological Trends

• Trends in nature of Trends in nature of workforceworkforce

High Tech JobsHigh Tech Jobs

Service JobsService Jobs

Knowledge work and Knowledge work and Human Resource capitalHuman Resource capital

Equal OpportunitiesEqual Opportunities

• Strategic HRMStrategic HRM

• Ethical IssuesEthical Issues

• Creating High Creating High Performance Work Performance Work System HPWSSystem HPWS

• Managing within the Managing within the lawlaw

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• Managing within the LawManaging within the Law

Equal employment lawsEqual employment laws

Occupational safety and health lawsOccupational safety and health laws

Labor lawsLabor laws

• Managing EthicsManaging Ethics

Ethical lapsesEthical lapses

Sarbanes-Oxley in 2003Sarbanes-Oxley in 2003

© 2008 Prentice Hall, Inc. All rights reserved. 1–13

The Human Resource Manager’s The Human Resource Manager’s ProficienciesProficiencies

• New ProficienciesNew Proficiencies

HR proficienciesHR proficiencies

Business proficienciesBusiness proficiencies

Leadership proficienciesLeadership proficiencies

Learning proficienciesLearning proficiencies

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HR CertificationHR Certification

• HR is becoming more professionalized.HR is becoming more professionalized.

• Society for Human Resource Management Society for Human Resource Management (SHRM)(SHRM)

SHRM’s Human Resource Certification SHRM’s Human Resource Certification Institute (HRCI)Institute (HRCI) SPHR (senior professional in HR) SPHR (senior professional in HR)

certificatecertificate

PHR (professional in HR) PHR (professional in HR) certificatecertificate

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K E Y T E R M SK E Y T E R M S

management process management process

human resource managementhuman resource management(HRM) (HRM)

authority authority

line manager line manager

staff manager staff manager

line authority line authority

staff authority staff authority

implied authority implied authority

functional control functional control

employee advocacyemployee advocacy

globalizationglobalization

human capitalhuman capital

strategystrategy

strategic planstrategic plan

metricsmetrics

HR ScorecardHR Scorecard

outsourcingoutsourcing

ethicsethics

strategic human resource strategic human resource managementmanagement

high-performance work systemhigh-performance work system