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Chapter 1 Overview & Introduction to Human Resource Management Chapter 1 Overview & Introduction to Human Resource Management Puan Sharizan Sharkawi HRM.

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Presentation on theme: "Chapter 1 Overview & Introduction to Human Resource Management Chapter 1 Overview & Introduction to Human Resource Management Puan Sharizan Sharkawi HRM."— Presentation transcript:

1 Chapter 1 Overview & Introduction to Human Resource Management Chapter 1 Overview & Introduction to Human Resource Management Puan Sharizan Sharkawi HRM INTRODUCTION TO HUMAN RESOURCE MANAGEMENT HRM INTRODUCTION TO HUMAN RESOURCE MANAGEMENT Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

2 1–2 WHERE WE ARE NOW…

3 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–3 1.Explain what human resource management (HRM) is and how it relates to the management process. 2.Show with examples why HRM is important to all managers. 3.Illustrate the human resources responsibilities of line and staff (HR) managers. 4.Briefly discuss and illustrate each of the important trends influencing HRM. 5.List and briefly describe important trends in human resource management. LEARNING OUTCOMES

4 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–4 Human Resource Management at Work What Is Human Resource Management (HRM)?What Is Human Resource Management (HRM)?  The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. OrganizationOrganization  People with formally assigned roles who work together to achieve the organization’s goals. ManagerManager  The person responsible for accomplishing the organization’s goals, and who does so by managing the efforts of the organization’s people.

5 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–5 The Management Process Planning Organizing Leading Staffing Controlling HRM

6 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–6 Human Resource Management Processes Acquisition/ Recruitment Training Appraisal CompensationLabor Relations Health and Safety Fairness Human Resource Management (HRM)

7 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–7 Personnel Aspects of a Manager’s Job Conducting job analysesConducting job analyses Planning labor needs and recruiting job candidatesPlanning labor needs and recruiting job candidates Selecting job candidatesSelecting job candidates Orienting and training new employeesOrienting and training new employees Managing wages and salariesManaging wages and salaries Providing incentives and benefitsProviding incentives and benefits Appraising performanceAppraising performance CommunicatingCommunicating Training and developing managersTraining and developing managers Building employee commitmentBuilding employee commitment

8 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–8 Why is HRM important? You don’t want to experience the following 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 firm in court because of discriminatory actions  Have your firm 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

9 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–9 Basic HR Concepts The bottom line of managing: Getting results …. Through peopleThe bottom line of managing: Getting results …. Through people HR creates value by engaging in activities that produce the employee behaviors that the organization needs to achieve its strategic goals.HR creates value by engaging in activities that produce the employee behaviors that the organization needs to achieve its strategic goals.

10 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–10 Line and Staff Aspects of HRM All Managers are human resource managers because they get involved in activities like recruiting, interviewing, selecting and training.All Managers are human resource managers because they get involved in activities like recruiting, interviewing, selecting and training. Line ManagerLine Manager  Is authorized (has line authority) to direct the work of subordinates and is responsible for accomplishing the organization’s tasks.  Eg. Sales Manager, Production Manager Staff ManagerStaff Manager  Assists and advises line managers.  Has functional authority to coordinate personnel activities and enforce organization policies.  Eg. HR Manager

11 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–11 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

12 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–12 Human Resource Managers’ Duties Line Function Line Authority Implied Authority Staff Functions Staff Authority Innovator/ Employee Advocacy Functions of HR Managers Coordinative Function Functional Authority An HR manager directs the activities of the people in the HR department, coordinates organizational-wide personnel activities and provides HRM assistance and advice to line managers.

13 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–13 FIGURE 1–1Human Resources Organization Chart for a Large Organization

14 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–14 FIGURE 1–2Human Resources Organization Chart for a Small Company

15 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–15 Human Resource Specialties Recruiter EEO coordinator Labor relations specialist Training specialist Job analyst Compensation manager Human Resource Specialties

16 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–16 Trends Shaping Human Resource Management Globalization and Competition Trends Technological Trends Indebtedness (“Leverage”) and Deregulation Trends in the Nature of Work Workforce and Demographic Trends Economic Challenges and Trends Trends in HR Management

17 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–17 FIGURE 1–4Trends Shaping Human Resource Management

18 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–18 FIGURE 1–5Employment Exodus: Percent of employers who said they planned as of 2008 to offshore a number of these jobs Globalization and Competition Trends

19 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–19 Trends in the Nature of Work High-Tech Jobs Service Jobs Changes in How We Work Knowledge Work and Human Capital

20 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–20 TABLE 1–1Demographic Groups as a Percent of the Workforce, 1986–2016 Workforce and Demographic Rends

21 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–21 Workforce and Demographic Trends (cont.) Demographic Trends Generation “Y” Retirees Nontraditional Workers Trends Affecting Human Resources

22 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–22 FIGURE 1–6Gross National Product (GNP) Economic Challenges and Trends

23 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–23 Important Trends in HRM The New HR Managers High-Performance Work Systems Strategic HRM Evidence-Based HRM Managing Ethics HR Certification Human Resource Management Trends

24 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–24 Meeting Today’s HRM Challenges Focus more on “big picture” (strategic) issues Find new ways to provide transactional services The New Human Resource Managers Acquire broader business knowledge and new HRM proficiencies

25 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–25 FIGURE 1–8Effects CFOs Believe Human Capital Has on Business Outcomes Strategic HRM

26 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–26 High-Performance Work Systems Increase productivity and performance by:Increase productivity and performance by:  Recruiting, screening and hiring more effectively  Providing more and better training  Paying higher wages  Providing a safer work environment  Linking pay to performance

27 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–27 Evidence-Based HRM Actual measurements Existing data Providing Evidence for HRM Decision Making Research studies

28 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–28 Managing Ethics EthicsEthics  Standards that someone uses to decide what his or her conduct should be HRM-related Ethical IssuesHRM-related Ethical Issues  Workplace safety  Security of employee records  Employee theft  Affirmative action  Comparable work  Employee privacy rights

29 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–29 HR Certification HR is becoming more professionalized.HR is becoming more professionalized. Society for Human Resource Management (SHRM)Society for Human Resource Management (SHRM)  SHRM’s Human Resource Certification Institute (HRCI)  SPHR (Senior Professional in HR) certificate  GPHR (Global Professional in HR) certificate  PHR (Professional in HR) certificate

30 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1–30 In summary…… HRM is the responsibility of every manager.HRM is the responsibility of every manager. The workforce is becoming increasingly diverse.The workforce is becoming increasingly diverse. Current economic challenges require that HR managers develop new and better skills to effectively and efficiently deliver and manage HR services.Current economic challenges require that HR managers develop new and better skills to effectively and efficiently deliver and manage HR services. The intensely competitive nature of business today means human resource managers must defend their plans and contributions in measurable terms.The intensely competitive nature of business today means human resource managers must defend their plans and contributions in measurable terms.


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