Presentation is loading. Please wait.

Presentation is loading. Please wait.

Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1- 1 A Framework for Human Resource Management,

Similar presentations


Presentation on theme: "Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1- 1 A Framework for Human Resource Management,"— Presentation transcript:

1 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1- 1 A Framework for Human Resource Management, 5 th ed. Gary Dessler

2 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1- 2 Managing Human Resources Today Ch 1

3 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1- 3 When you finish studying this chapter, you should be able to: Answer the question, “What is human resource management?” Discuss the components of the changing environment of human resource management. Describe the nature of strategic planning. Give examples of human resource management’s role as a strategic partner.

4 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1- 4 What is Human Resource Management? Human resource (HR) management -refers to the practices and policies you need to carry out the personnel aspects of your management job

5 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1- 5 Human Resource Management Conducting job analyses Planning labor needs and recruiting job candidates Selecting job candidates Orienting and training new employees Managing wages and salaries

6 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1- 6 Human Resource Management (cont.) Providing incentives and benefits Appraising performance Communicating Training and developing Building employee commitment

7 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1- 7 What a Manager Should Know About Equal opportunity, ethics, and affirmative action Employee health and safety, and ethical treatment Grievance and labor relations

8 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1- 8 Why Is HR Management Important to All Managers? Personnel mistakes you don’t want to make: Having your employees not performing at peak capacity Hiring the wrong person for the job Experiencing high turnover Finding employees not doing their best Having your company taken to court because of your discriminatory actions

9 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1- 9 Why Is HR Management Important to All Managers? (cont.) Personnel mistakes you don’t want to make: Having your company cited under federal occupational safety laws for unsafe practices Allowing a lack of training to undermine your department’s effectiveness Committing any unfair labor practices

10 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Line Versus Staff Authority Authority -the right to make decisions, to direct the work of others, and to give orders

11 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Line Versus Staff Authority (cont.) Line managers -authorized to give orders Line managers are associated with managing functions (like sales or production) that the company needs to exist

12 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Line Versus Staff Authority (cont.) Staff managers -assist and advise line managers in accomplishing these goals Staff managers generally run departments that are advisory or supportive, like purchasing, human resource management, and quality control

13 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Line Managers’ HR Responsibilities Placing the right person in the right job Starting new employees in the organization Training employees for jobs that are new to them Improving the job performance of each person Gaining creative cooperation and developing smooth working relationships

14 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Line Managers’ HR Responsibilities (cont.) Interpreting the company’s policies and procedures Controlling labor costs Developing the abilities of each person Creating and maintaining departmental morale Protecting employees’ health and physical conditions

15 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Human Resource Department’s Management Responsibilities Compensation and benefits Recruiting Training and development Job analysis Equal employment opportunity Labor relations

16 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Insert figure 1.1

17 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall HR in Small Business Small firms generally don't have the critical mass required for a full-time human resource manager. Their human resource management tends to be “ad hoc and informal.”

18 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall HR’s Changing Role The metamorphosis of personnel into human resource management reflects the fact that in today’s business environment, highly trained and committed employees are often a firm’s main real sustainable competitive advantage.

19 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall HR’s Changing Environment Globalization -refers to firms’ tendency to extend their sales, ownership, and/or manufacturing to new markets abroad

20 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall HR’s Changing Environment Technological advances Nature of work -service jobs -outsourcing -human capital

21 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Workforce Trends

22 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall HR’s Changing Environment Growing emphasis on “knowledge workers” and human capital Human capital -refers to the knowledge, education, training, skills, and expertise of a firm’s workers

23 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Demographic and Workforce Trends Labor force growth is not expected to keep pace with job growth Labor force is getting older Shift to nontraditional workers

24 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Gen Y May be “the most high maintenance workforce in the history of the world” Their capacity for using information technology will also make them the most high-performing

25 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall The Strategic Role of Human Resource Management Main responsibility facing human resource managers is to institute policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic goals

26 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall The Strategic Role of Human Resource Management (cont.) Strategy -the company’s plan for how it will balance its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage

27 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall HR’s Role in Executing Strategy Study found that mergers and/or acquisitions in which the human resource teams had been involved were more likely to have been successful

28 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Strategy and HR – Albertson’s Albertson’s human resource management team chose a computer system from Unicru of Portland, Oregon that collects and analyzes the information entered by applicants online.Unicru It ranks applicants based on the extent to which they exhibit the customer-focused traits that predict success in retail jobs and helps track candidates throughout the screening process.

29 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Two Strategic Human Resource Challenges 1.Focus on boosting competitiveness, reducing costs, and improving employee performance 2.Be more involved in both formulating and implementing company strategy

30 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Corporate Strategy

31 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Basics of Strategic Planning Corporate-level strategy -identifies the portfolio of businesses that comprise the company and the ways in which these businesses relate to each other

32 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Basics of Strategic Planning Business-level/competitive strategy -identifies how to build and strengthen the business’s long-term competitive position in the marketplace

33 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall HR and Competitive Advantage Competitive advantage -“any factors that allow an organization to differentiate its product or service from those of its competitors to increase market share”

34 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Basics of Strategic Planning Functional strategies -identify the basic courses of action that each of the business’s departments will pursue in order to help the business attain its competitive goals

35 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Strategic Human Resource Management Strategic human resource management -formulating and executing HR systems that produce the employee competencies and behaviors the company needs to achieve its strategic aims

36 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Linking Corporate and HR Strategies

37 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall HR’s Role in Formulating Strategy HR participates by supplying information regarding the company’s internal human strengths and weaknesses

38 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall High-Performance Work System High-performance work system -an integrated set of human resource management policies and practices that together produce superior employee performance

39 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Measuring HR Performance Employers expect their human resource management teams to provide measurable evidence of their effectiveness.

40 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Sample Metrics - IBM Human resource managers need access to the performance measures (or “metrics”), as well as to comparable, benchmark-able figures from similar firms. For example, median HR expenses as a proportion of companies’ total operating costs average about 0.8%. There tends to be between 0.9 and 1.0 human resource staff persons per 100 employees.

41 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall The HR Scorecard HR scorecard -shows the quantitative standards, or “metrics,” the firm uses to measure HR activities, and to measure the employee behaviors resulting from these activities, and to measure the strategically relevant organizational outcomes of those employee behaviors

42 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall HR and Technology Self-service Call centers Productivity improvement Outsourcing

43 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1- 43

44 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall HRIS HR portals provide employees with a single gateway to all HR information Streamline the HR process and enable HR managers to focus more on strategic issues

45 Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.


Download ppt "Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1- 1 A Framework for Human Resource Management,"

Similar presentations


Ads by Google