Human Resource Management 11e

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

The Management ProcessThe Management Process

Planning

Organizing

Leading Staffing

Controlling


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.


Human Resource Management at WorkHuman Resource Management at Work

Acquisition

Training

Appraisal

CompensatingLabor Relations

Health and Safety

Fairness

Human Resource

Management(HRM)


Personnel Aspects of a Manager’s JobPersonnel Aspects of a Manager’s Job• Conducting job analyses Conducting job analyses

• Planning labor needs and recruiting job candidatesPlanning labor needs and recruiting job candidates

• Selecting job candidatesSelecting job candidates

• Orienting and training new employeesOrienting and training new employees

• Managing wages and salariesManaging wages and salaries

• Providing incentives and benefitsProviding incentives and benefits

• Appraising performanceAppraising performance

• Communicating Communicating

• Training and developing managersTraining and developing managers

• Building employee commitmentBuilding employee commitment


Personnel MistakesPersonnel Mistakes• Hire the wrong person for the jobHire the wrong person for the job

• Experience high turnoverExperience high turnover

• Have your people not doing their bestHave your people not doing their best

• Waste time with useless interviewsWaste time with useless interviews

• Have your company in court because of discriminatory actionsHave your company in court because of discriminatory actions

• Have your company cited by OSHA for unsafe practicesHave your company cited by OSHA for unsafe practices

• Have some employees think their salaries are unfair and Have some employees think their salaries are unfair and inequitable relative to others in the organizationinequitable relative to others in the organization

• Allow a lack of training to undermine your department’s Allow a lack of training to undermine your department’s effectivenesseffectiveness

• Commit any unfair labor practicesCommit any unfair labor practices


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.


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.


Line Managers’ HRM ResponsibilitiesLine Managers’ HRM Responsibilities1.1. 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


Human Resource Managers’ DutiesHuman Resource Managers’ Duties

Functions ofHR Managers

Line FunctionLine Authority

Implied Authority

Staff FunctionsStaff Authority

InnovatorEmployee Advocacy

Coordinative Function

Functional Authority


Human Resource SpecialtiesHuman Resource Specialties

Recruiters

EEO Coordinators

Labor Relations Specialists

Training Specialists Job Analysts

Compensation Managers

Human Resource

Specialties


FIGURE 1–1 HR Organization Chart for a Large Organization

Source: www.hr.wayne.edu/orgcharts.php. Accessed May 6, 2007.


FIGURE 1–2 HR Organizational Chart (Small Company)


The Changing Environment of The Changing Environment of Human Resource ManagementHuman Resource Management

Globalization Trends

Technological Trends

Trends in the Nature of Work

Workforce Demographic Trends

Changes and Trends in Human Resource

Management


FIGURE 1–4 Employment Exodus: Projected Loss of Jobs and Wages

Source: Michael Schroeder, “States Fight Exodus of Jobs,” Wall Street Journal, June 3, 2003, p. 84. Reproduced with permission of Dow Jones & Co. Inc. via Copyright Clearance Center.


The Changing Role of The Changing Role of Human Resource ManagementHuman Resource Management

New Responsibilities for HR Managers

Measuring the HRM Team’s Performance

Managing with the HR Scorecard

Process

Creating High- Performance Work

Systems

Strategic Human Resource

Management


TABLE 1–1 Technological Applications for HR

Application Service Providers (ASPs) and technology outsourcing

Web portals

PCs and high-speed access

Streaming desktop video

The mobile Web and wireless net access

E-procurement

Internet- and network-monitoring software

Bluetooth

Electronic signatures

Electronic bill presentment and payment

Data warehouses and computerized analytical programs


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


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


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.


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


FIGURE 1–6 Effects CFOs Believe Human Capital Has on Business Outcomes

Source: Steven H. Bates, “Business Partners,” HR Magazine, September 2003, p. 49. Reproduced with permission of the Society for Human Resource Management via Copyright Clearance Center.


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


The Human Resource Manager’s The Human Resource Manager’s Proficiencies (cont’d)Proficiencies (cont’d)

• 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


The Plan of This Book: Basic ThemesThe Plan of This Book: Basic Themes• HRM is HRM is the responsibility of every managerthe responsibility of every manager..

• HR managers must defend their plans and HR managers must defend their plans and contributions in measurable terms.contributions in measurable terms.

• All personnel actions and decisions have strategic All personnel actions and decisions have strategic implications.implications.

• All managers rely on information technology.All managers rely on information technology.

• Virtually every personnel decision has legal Virtually every personnel decision has legal implications.implications.

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Human Resource Management 11e