HUMAN RESOURCE MANAGEMENT

Chapter 1
Introduction to
Human
Resource
Management

GARY DESSLER

Learning outcomes
1.
2.
3.
4.
5.
6.
7.

Explain what human resource management is and

how it relates to the management process.
Show with examples why human resource
management is important to all managers.
Illustrate the human resources responsibilities of
line and staff (HR) managers.
Briefly discuss and illustrate each of the important
trends influencing human resource management.
List and briefly describe important trends in human
resource management.
Define and give an example of evidence-based
human resource management.
Outline the plan of this book.

12

Human Resource
Management at Work

What Is Human Resource Management (HRM)?

Organization

The process of acquiring, training, appraising, and

compensating employees, and of attending to
their labor relations, health and safety, and
fairness concerns.
People with formally assigned roles who work
together to achieve the organizations goals.

Manager

The person responsible for accomplishing the

organizations goals, and who does so by
managing the efforts of the organizations people.

13

The Management Process

14

Planning

Controlling

Leading

Organizing

Staffing

Human Resource
Management Processes
Acquisition

Training

Fairness

Health and
Safety

Labor Relations

Human
Resource
Management
(HRM)

Appraisal

Compensation

15

Personnel Aspects of a
Managers 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

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1
Differences between Personnel Management (PM) and HRM
7

Sl. No.

Personnel Management

Human resource management (HRM)

is the management of employees
knowledge,
aptitudes,
abilities,
talents,
creative
abilities
and
skills/competencies.

Personnel mean employed persons of

an organization. Management of these
people is personnel management (PM).

whereas HRM is considered

strategic management function.
It concentrates on the planning,
monitoring and control aspects of
resources

PM is treated like a less important

auxiliary function.
It concentrates on mediating between
the management and employees

HRM is resource-centered

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HRM

Personnel Management is

It is broad concept

workforce-centered
It is narrow concept

It is proactive

It is reactive

It is integral part of organization

It is independent function of an
organization

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.

18

Functions of HRM

1
9

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Line and Staff Aspects of

HRM

Line Manager

110

Is authorized (has line authority) to direct the work of

subordinates 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.

Line Managers HRM

Responsibilities
1.Placing

111

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 firms 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

112

Functions of
HR Managers

Line Function
Line Authority
Implied Authority

Coordinative
Function
Functional Authority

Staff Functions
Staff Authority
Innovator/Advocacy

FIGURE 11

Human Resources Organization Chart for a Large Organization

113

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Human Resource
Specialties

114

Recruiter

Labor relations
specialist

EEO coordinator
Human
Resource
Specialties

Training
specialist

Job analyst

Compensation
manager

Trends Shaping Human Resource

Management
Globalization
and Competition
Trends
Indebtedness
(Leverage)
and
Deregulation

Technological
Trends

Trends in HR
Management
Workforce and
Demographic
Trends

Trends in the
Nature of Work
Economic
Challenges and
Trends

115

FIGURE 14

Trends Shaping Human Resource Management

116

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Trends in the Nature of

Work

117

Changes in How We
Work

High-Tech
Jobs

Service
Jobs

Knowledge Work
and Human
Capital

Important Trends in HRM

Strategic
HRM

Evidence-Based
HRM

Human
Resource
Management
Trends

HR
Certification

HighPerformance
Work Systems

Managing
Ethics

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The New HR
Managers

118

1
19

Evolution in HR in Bangladesh

There is for the evolution of HRM in Bangladesh. But it is

assumed that Before 1970 the whole activities was maintained
directly under the administrative department
1970-80: the importance of Personnel management or HRM is
being recognized for the settlement of some industrial disputes
under the Factory, Industrial & labor law.
1980 to 90: The Personnel management concept has started with
recognition
1990 to till date: After 1990 The HR concept has started
narrowly. From 1997 to 2000 HR concepts tried to achieve the
recognition. After that it has recognized. Some organization
started to set HR department. But till today this concept is
struggling to achieve the mass recognition.
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HR Practices in BD

1
20

HR practice in Bangladesh is better than

the past. But there are scope to be
improved. The following areas on which
the concept has been improvably
practiced:

Functional Concept:

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HR

role was concentrated to hiring firing

and letter issuance-dispatching-filing stage

Now

change to Employee motivation,

Employee
development,
employee
retention,
facilitating
organizational
development initiatives etc.

HR Practices in BD
Investment Concept:

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1
21

Treated as a cost centre, so no initiative for the development of

HR

Now HR treats as investment centre. As such in many

organizations, employee development is viewed as part of
business plan.

HR Practices in BD

1
22

Relationship: Employer - Employee relationships is

better than the past. But till now there are a lot of
scope to improve in the employer-employee relation
as well as employee-employee relations.

Recognition: Employers now started to recognition of

the employees participation in business planning,
major decision making and organizational change
process has increased. But till today this practice is
suffering with lots of limitations

Formation of the Bangladesh Society for Human

Resources Management- A platform for HR
Professionals in Bangladesh
2

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1
Factors of HRM Practice in Bangladesh
23
Attitude of top management towards personnel functions

Weakness inherent in the job

Nature of the Labor forces

Weak & Unenlightened labor movement

Lack of qualified & experienced people in the profession

Lack of Long range planning

Lack of support from line managers

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