Ch1 Human Resourse Management for (1).ppt
- 1. PowerPoint Presentation by Charlie Cook The University of West Alabama 1 Human Resource Management ELEVENTH EDITION G A R Y D E S S L E R © 2008 Prentice Hall, Inc. All rights reserved. Introduction to Human Resource Management Chapter 1 Part 1 | Introduction
- 2. © 2008 Prentice Hall, Inc. All rights reserved. 1–2 The Management Process Planning Organizing Leading Staffing Controlling
- 3. © 2008 Prentice Hall, Inc. All rights reserved. 1–3 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.
- 4. © 2008 Prentice Hall, Inc. All rights reserved. 1–4 Human Resource Management at Work Acquisition Training Appraisal Compensating Labor Relations Health and Safety Fairness Human Resource Management (HRM)
- 5. © 2008 Prentice Hall, Inc. All rights reserved. 1–5 Personnel Aspects of a Manager’s 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
- 6. © 2008 Prentice Hall, Inc. All rights reserved. 1–6 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 department’s effectiveness • Commit any unfair labor practices
- 7. © 2008 Prentice Hall, Inc. All rights reserved. 1–7 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.
- 8. © 2008 Prentice Hall, Inc. All rights reserved. 1–8 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 organization’s tasks. • Staff manager A manager who assists and advises line managers.
- 9. © 2008 Prentice Hall, Inc. All rights reserved. 1–9 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 firm’s 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
- 10. © 2008 Prentice Hall, Inc. All rights reserved. 1–10 Human Resource Managers’ Duties Functions of HR Managers Line Function Line Authority Implied Authority Staff Functions Staff Authority Innovator Employee Advocacy Coordinative Function Functional Authority
- 11. © 2008 Prentice Hall, Inc. All rights reserved. 1–11 Human Resource Specialties Recruiters EEO Coordinators Labor Relations Specialists Training Specialists Job Analysts Compensation Managers Human Resource Specialties
- 12. © 2008 Prentice Hall, Inc. All rights reserved. 1–12 FIGURE 1–1 HR Organization Chart for a Large Organization Source: www.hr.wayne.edu/orgcharts.php. Accessed May 6, 2007.
- 13. © 2008 Prentice Hall, Inc. All rights reserved. 1–13 FIGURE 1–2 HR Organizational Chart (Small Company)
- 14. © 2008 Prentice Hall, Inc. All rights reserved. 1–14 The Changing Environment of Human Resource Management Globalization Trends Technological Trends Trends in the Nature of Work Workforce Demographic Trends Changes and Trends in Human Resource Management
- 15. © 2008 Prentice Hall, Inc. All rights reserved. 1–15 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.
- 16. © 2008 Prentice Hall, Inc. All rights reserved. 1–16 The Changing Role of Human 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
- 17. © 2008 Prentice Hall, Inc. All rights reserved. 1–17 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
- 18. © 2008 Prentice Hall, Inc. All rights reserved. 1–18 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
- 19. © 2008 Prentice Hall, Inc. All rights reserved. 1–19 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
- 20. © 2008 Prentice Hall, Inc. All rights reserved. 1–20 Measuring HR’s 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.
- 21. © 2008 Prentice Hall, Inc. All rights reserved. 1–21 The Human Resource Manager’s Proficiencies • New Proficiencies HR proficiencies Business proficiencies Leadership proficiencies Learning proficiencies
- 22. © 2008 Prentice Hall, Inc. All rights reserved. 1–22 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.
- 23. © 2008 Prentice Hall, Inc. All rights reserved. 1–23 HR Certification • HR is becoming more professionalized. • Society for Human Resource Management (SHRM) SHRM’s Human Resource Certification Institute (HRCI) SPHR (senior professional in HR) certificate PHR (professional in HR) certificate
- 24. © 2008 Prentice Hall, Inc. All rights reserved. 1–24 The Human Resource Manager’s Proficiencies (cont’d) • Managing within the Law Equal employment laws Occupational safety and health laws Labor laws • Managing Ethics Ethical lapses Sarbanes-Oxley in 2003
- 25. © 2008 Prentice Hall, Inc. All rights reserved. 1–25 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.