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Human Resource

Management
1

ELEVENTH EDITION

GARY DESSLER

Part 1 | Introduction

Chapter 1

Introduction to Human Resource Management


2008 Prentice Hall, Inc.
All rights reserved.

PowerPoint Presentation by Charlie Cook


The University of West Alabama

The Management Process


Planning

Controlling

Leading

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Organizing

Staffing

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Human Resource Management at Work


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

the people or human resource aspects of a


management position, including recruiting,
screening, training, rewarding, and appraising.

2008 Prentice Hall, Inc. All rights reserved.

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Human Resource Management at Work


Acquisition

Training

Fairness

Health and
Safety

Labor Relations

2008 Prentice Hall, Inc. All rights reserved.

Human
Resource
Management
(HRM)

Appraisal

Compensating

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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

2008 Prentice Hall, Inc. All rights reserved.

15

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 company in court because of discriminatory actions

Have your company cited by OSHA for unsafe practices

Have some employees think their salaries are unfair and


inequitable relative to others in the organization

Allow a lack of training to undermine your departments


effectiveness

Commit any unfair labor practices

2008 Prentice Hall, Inc. All rights reserved.

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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
company needs to achieve
its strategic goals.

2008 Prentice Hall, Inc. All rights reserved.

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Line and Staff Aspects of HRM


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

subordinates and is responsible for accomplishing


the organizations tasks.

Staff manager
A manager who assists and advises line managers.

2008 Prentice Hall, Inc. All rights reserved.

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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 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
2008 Prentice Hall, Inc. All rights reserved.

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Human Resource Managers Duties


Coordinative
Function

Line Function
Line Authority
Implied Authority

Functional Authority

Functions of
HR Managers

Staff Functions
Staff Authority
Innovator
Employee Advocacy

2008 Prentice Hall, Inc. All rights reserved.

110

Human Resource Specialties


Recruiters

Labor Relations
Specialists

Training
Specialists

Human
Resource
Specialties

EEO
Coordinators

Job Analysts

Compensation
Managers

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111

FIGURE 11
HR Organization Chart
for a Large Organization

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


2008 Prentice Hall, Inc. All rights reserved.

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FIGURE 12

HR Organizational Chart (Small Company)

2008 Prentice Hall, Inc. All rights reserved.

113

The Changing Environment of


Human Resource Management
Globalization Trends

Changes and Trends


in Human Resource
Management

Technological Trends

Trends in the Nature of Work

Workforce Demographic Trends

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114

FIGURE 14

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.
2008 Prentice Hall, Inc. All rights reserved.

115

The Changing Role of


Human Resource Management
Strategic Human
Resource
Management

Managing with the


HR Scorecard
Process

New
Responsibilities
for HR Managers

Creating HighPerformance Work


Systems

Measuring the HRM


Teams Performance

2008 Prentice Hall, Inc. All rights reserved.

116

TABLE 11

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

2008 Prentice Hall, Inc. All rights reserved.

117

High-Performance Work System Practices

Employment security
Selective hiring
Extensive training
Self-managed teams/decentralized decision making
Reduced status distinctions
Information sharing
Contingent (pay-for-performance) rewards
Transformational leadership
Measurement of management practices
Emphasis on high-quality work

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118

Benefits of a High-Performance
Work System (HPWS)
Generate more job applicants
Screen candidates more effectively
Provide more and better training
Link pay more explicitly to performance
Provide a safer work environment
Produce more qualified applicants per position
Hiring based on validated selection tests
Provide more hours of training for new employees
Conduct more performance appraisals
2008 Prentice Hall, Inc. All rights reserved.

119

Measuring HRs Contribution


The HR Scorecard
Shows the quantitative standards, or

metrics the firm uses to measure


HR activities.
Measures the employee behaviors

resulting from these activities.


Measures the strategically relevant

organizational outcomes of those


employee behaviors.

2008 Prentice Hall, Inc. All rights reserved.

120

The Human Resource Managers


Proficiencies
New Proficiencies
HR proficiencies
Business proficiencies
Leadership proficiencies
Learning proficiencies

2008 Prentice Hall, Inc. All rights reserved.

121

FIGURE 16

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.
2008 Prentice Hall, Inc. All rights reserved.

122

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

PHR (professional in HR)


certificate

2008 Prentice Hall, Inc. All rights reserved.

123

The Human Resource Managers


Proficiencies (contd)
Managing within the Law
Equal employment laws
Occupational safety and health laws
Labor laws

Managing Ethics
Ethical lapses
Sarbanes-Oxley in 2003

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124

The Plan of This Book: Basic Themes


HRM is the responsibility of every manager.
HR managers must defend their plans and
contributions in measurable terms.
All personnel actions and decisions have strategic
implications.
All managers rely on information technology.
Virtually every personnel decision has legal
implications.

2008 Prentice Hall, Inc. All rights reserved.

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