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mgt351 Chapter 1
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5/28/2018 Trt_mgt351 Chapter 1
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PowerPoint Presentation by Charlie Cook
The University of West Alabama
Chapter 1
Introduction to
Human Resource
Management
Part One | Introduction
Copyright 2011 Pearson Education, Inc.
publishing as Prentice Hall
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Human Resource Management at Work
What Is Human Resource Management (HRM)?
The process of acquiring, training, appraising, and compensatingemployees, and of attending to their labor relations, health and
safety, and fairness concerns.
Organization
People with formally assigned roles who work together toachieve 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
Organizing
Leading Staffing
Controlling
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Human Resource Management Process
Acquisition
Training
Appraisal
CompensationLabor Relations
Health and Safety
Fairness
Human
Resource
Management
(HRM)
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Personnel Aspects of a Managers Job
Conducting job analyses (determining the nature of each
employees 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
Communicating (interviewing, counseling, disciplining)
Training and developing managers
Building employee commitment
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Personnel Mistakes
Hire the wrong person for the job
Experience high turnover
Have 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 unsafepractices and accidents
Have some employees think their salaries are unfair relative to
others in the organization
Allow a lack of training to undermine the 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.
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Line and Staff Aspects of HRM
Line Manager
Is authorized (has line authority) to direct the work ofsubordinates 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 smoothworking relationships
6. Interpreting the firms policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person9. Creating and maintaining department morale
10. Protecting employees health and physical condition
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Human Resource Managers Duties
Line FunctionLine Authority
Staff FunctionsStaff Authority
Functions of
HR Managers
oordinativeFunction
Functional Authority
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Human Resource Specialties
Recruiter
Equal Employment
Opportunity (EEO)
coordinator
Labor relations
specialist
Training specialist Job analyst
Compensation
manager
Human
Resource
Specialties
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New Approaches to Organizing HR
Transactional HR
group
Corporate
HR group
Embedded
HR unit
New HR Services Groups
Centers of
Expertise
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Definitions
Globalization
The tendency of firms to extend their sales, ownership, and/ormanufacturing to new markets abroad.
Human capital
The knowledge, education, training, skills, and expertise of a
firms workers.
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Important Trends in HRM
The New HR
Managers
High-Performance
Work Systems
Strategic
HRM
Evidence-Based
HRM
Managing
Ethics
HR
Certification
HumanResource
Management
Trends
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Meeting Todays HRM Challenges
Focus more on
big picture
(strategic) issues
Find new ways to
provide
transactional
services
The New Human Resource
Managers
Acquire new
HRM
proficiencies
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High-Performance Work Systems
High-Performance Work Systems (HPWS)
A set of HRM policies and practices that together producesuperior employee performance.
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
Actual
measurements
Existing
data
Providing Evidence for
HRM Decision Making
Research
studies
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Managing Ethics
Ethics
Standards that someone uses to decidewhat 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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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 humanresource managers must defend their plans and contributions in
measurable terms.
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