Dessler 01
- 1. Introduction to Human Resource Management Chapter 1 Part 1 | Introduction
- 2. After studying this chapter, you should be able to: Explain what human resource management is and how it relates to the management process. Give at least eight examples of how all managers can use human resource management concepts and techniques. Illustrate the human resources responsibilities of line and staff (HR) managers. Provide a good example that illustrates HR’s role in formulating and executing company strategy. Write a short essay that addresses the topic: Why metrics and measurement are crucial to today’s HR managers. Outline the plan of this book.
- 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. 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.
- 5. 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.
- 6. Line Managers’ HRM Responsibilities Placing the right person on the right job Starting new employees in the organization (orientation) Training employees for jobs that are new to them Improving the job performance of each person Gaining creative cooperation and developing smooth working relationships Interpreting the firm’s policies and procedures Controlling labor costs Developing the abilities of each person Creating and maintaining department morale Protecting employees’ health and physical condition
- 7. 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
- 8. 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
- 9. 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.
- 10. The Human Resource Manager’s Proficiencies New Proficiencies HR proficiencies Business proficiencies Leadership proficiencies Learning proficiencies
- 11. 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
- 12. 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
- 13. K E Y T E R M S management process human resource management (HRM) authority line manager staff manager line authority staff authority implied authority functional control employee advocacy globalization human capital strategy strategic plan metrics HR Scorecard outsourcing ethics strategic human resource management high-performance work system