Lecture 1 introduction to hrm dessler
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This PowerPoint presentation provides an overview of key concepts in human resource management. It defines HRM as policies and practices related to recruiting, screening, training, rewarding and appraising employees. The presentation outlines the responsibilities of line managers in HRM. It also discusses high-performance work systems, measuring HR's contribution, certifications for HR professionals, and the scope of HRM. The overall presentation serves as an introduction to fundamental aspects of human resource management.
Lecture 1 introduction to hrm dessler
- 1. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook The University of West AlabamaThe University of West Alabama 1 Human ResourceHuman 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 Dr Vijay PithadiaDr Vijay Pithadia Introduction to Human Resource ManagementIntroduction to Human Resource Management Chapter 1Chapter 1 Part 1 | IntroductionPart 1 | Introduction
- 2. Dr Vijay Pithadia 1–2 Human Resource Management at WorkHuman Resource Management at Work • What Is Human Resource ManagementWhat Is Human Resource Management (HRM)?(HRM)? The policies and practices involved in carrying outThe policies and practices involved in carrying out the “people” or human resource aspects of athe “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.
- 3. Dr Vijay Pithadia 1–3 Basic HR ConceptsBasic HR Concepts • The bottom line of managing:The bottom line of managing: Getting resultsGetting results • HR creates value by engagingHR creates value by engaging in activities that produce thein activities that produce the employee behaviors that theemployee behaviors that the company needs to achievecompany needs to achieve its strategic goals.its strategic goals.
- 4. Dr Vijay Pithadia 1–4 Line and Staff Aspects of HRMLine and Staff Aspects of HRM • Line managerLine manager A manager who is authorized to direct the work ofA manager who is authorized to direct the work of subordinates and is responsible for accomplishingsubordinates 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.
- 5. Dr Vijay Pithadia 1–5 Line Managers’ HRM ResponsibilitiesLine Managers’ HRM Responsibilities 1.1. 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 workingGaining 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
- 6. Dr Vijay Pithadia 1–6 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
- 7. Dr Vijay Pithadia 1–7 Benefits of a High-PerformanceBenefits 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
- 8. Dr Vijay Pithadia 1–8 Measuring HR’s ContributionMeasuring HR’s Contribution • The HR ScorecardThe HR Scorecard Shows the quantitative standards, orShows the quantitative standards, or “metrics” the firm uses to measure“metrics” the firm uses to measure HR activities.HR activities. Measures the employee behaviorsMeasures the employee behaviors resulting from these activities.resulting from these activities. Measures the strategically relevantMeasures the strategically relevant organizational outcomes of thoseorganizational outcomes of those employee behaviors.employee behaviors.
- 9. Dr Vijay Pithadia 1–9 The Human Resource Manager’sThe Human Resource Manager’s ProficienciesProficiencies • New ProficienciesNew Proficiencies HR proficienciesHR proficiencies Business proficienciesBusiness proficiencies Leadership proficienciesLeadership proficiencies Learning proficienciesLearning proficiencies
- 10. Dr Vijay Pithadia 1–10 HR CertificationHR Certification • HR is becoming more professionalized.HR is becoming more professionalized. • Society for Human Resource ManagementSociety for Human Resource Management (SHRM)(SHRM) SHRM’s Human Resource CertificationSHRM’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
- 11. Dr Vijay Pithadia 1–11 The Human Resource Manager’sThe 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
- 12. What is HR?What is HR? • Human Resources is the part of theHuman Resources is the part of the organization that deals with peopleorganization that deals with people • Managing the human resourceManaging the human resource • This means acquiring developingThis means acquiring developing and supporting staff as well asand supporting staff as well as ensuring they fulfill their role at workensuring they fulfill their role at work Dr Vijay Pithadia 1–12
- 13. Human Resource Management (HRM)Human Resource Management (HRM) HRM defined asHRM defined as ““HRM is management function concernedHRM is management function concerned with hiring , motivating and maintainingwith hiring , motivating and maintaining people in an organization. It focuses onpeople in an organization. It focuses on people in organization”people in organization” (Aswathappa, 2008)(Aswathappa, 2008) Dr Vijay Pithadia 1–13
- 14. HRMHRM • The Policies and practices in carrying out theThe Policies and practices in carrying out the “people” or human resource aspects of a“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. (Dessler G.)(Dessler G.) • The Charted Institute of PersonnelThe Charted Institute of Personnel Management “ The design, implementation andManagement “ The design, implementation and maintenance of strategies to manage people formaintenance of strategies to manage people for optimum business performance including theoptimum business performance including the development of policies and process to supportdevelopment of policies and process to support these strategies”these strategies” Dr Vijay Pithadia 1–14
- 15. HRM: Peoples Dimensions In OrganizationsHRM: Peoples Dimensions In Organizations • HRM: the application of management functions andHRM: the application of management functions and principles related to employeesprinciples related to employees • HRM functions applicable every where (not for profit andHRM functions applicable every where (not for profit and profit driven organizations)profit driven organizations) • Employees decisions are integratedEmployees decisions are integrated • Employee decision brings effectiveness/efficiency inEmployee decision brings effectiveness/efficiency in organizationorganization • HRM includes all major activities in professional life of aHRM includes all major activities in professional life of a workerworker • All activities from employee entry to managingAll activities from employee entry to managing performance and training until s/he leavesperformance and training until s/he leaves Dr Vijay Pithadia 1–15
- 16. HRM ActivitiesHRM Activities • HR PlanningHR Planning • Job Analysis and DesignJob Analysis and Design • Recruitment and SelectionRecruitment and Selection • Training and DevelopmentTraining and Development • RemunerationRemuneration • WelfareWelfare • Safe and Healthy Work EnvironmentSafe and Healthy Work Environment • Industrial RelationsIndustrial Relations Dr Vijay Pithadia 1–16
- 17. ‘‘4 C's' or HR policies that have to be achieved:4 C's' or HR policies that have to be achieved: • Commitment (Promise)Commitment (Promise) • Congruence (Similarity)Congruence (Similarity) • Competence (Ability) &Competence (Ability) & • Cost effectivenessCost effectiveness Dr Vijay Pithadia 1–17
- 18. Scope Of HRMScope Of HRM 1.1. Introduction to HRMIntroduction to HRM 2.2. Employee HiringEmployee Hiring 3.3. Employee RemunerationEmployee Remuneration 4.4. Employee MotivationEmployee Motivation 5.5. Employee MaintenanceEmployee Maintenance 6.6. Industrial RelationsIndustrial Relations Dr Vijay Pithadia 1–18
- 19. The SemanticsThe Semantics • There two termsThere two terms 1.1. PM (Personnel Management )PM (Personnel Management ) 2.2. HRM (Human Resource Management )HRM (Human Resource Management ) • PM and HRM are different in scope andPM and HRM are different in scope and orientationorientation • HRM is broad conceptHRM is broad concept • PM and HRD (Human ResourcePM and HRD (Human Resource Development) are part of HRMDevelopment) are part of HRM Dr Vijay Pithadia 1–19
- 20. HRM Functions and ObjectivesHRM Functions and Objectives • The main objective of HRM is to ensure theThe main objective of HRM is to ensure the availability of willing and competent force to anavailability of willing and competent force to an organization. There are other objective of HRM too;organization. There are other objective of HRM too; 1.1. Societal objectivesSocietal objectives 2.2. Functional objectivesFunctional objectives 3.3. Organizational objectivesOrganizational objectives 4.4. Personal objectivesPersonal objectives Dr Vijay Pithadia 1–20
- 21. Organization Of HR DepartmentOrganization Of HR Department Two issuesTwo issues 1. HR department placement in overall1. HR department placement in overall setupsetup 2. Composition of HR department2. Composition of HR department Structure of HRStructure of HR • Structure of organization depend on whetherStructure of organization depend on whether organization is small or largeorganization is small or large • In small organization there is no need to haveIn small organization there is no need to have separate department to deals with activitiesseparate department to deals with activities relating to peoplerelating to people • Many small organizations even do not haveMany small organizations even do not have personnel managerspersonnel managers Dr Vijay Pithadia 1–21
- 22. Outsourcing HR ActivitiesOutsourcing HR Activities Outsourcing or Subcontracting:Outsourcing or Subcontracting: Transfer activities to specialist organizationsTransfer activities to specialist organizations Reasons:Reasons: Restructuring, Downsizing,Restructuring, Downsizing, Growth in business, Decline in businessGrowth in business, Decline in business Benefits:Benefits: Cost efficiency, Access to expertiseCost efficiency, Access to expertise Dr Vijay Pithadia 1–22
- 23. Factors Affecting HRFactors Affecting HR • LegislationLegislation • The Economic environmentThe Economic environment • The global economyThe global economy • The structure of the labor marketThe structure of the labor market • The Political environmentThe Political environment • Changes in technologyChanges in technology • Need to constantly retrain staffNeed to constantly retrain staff Dr Vijay Pithadia 1–23