Human Resource Management HRM Gary Dessler

Our syllabus will include these chapters: Ch. 1- Introduction to Human Resource Management Ch. 3- Human Resource Management Strategy and Analysis Ch. 4- Job Analysis and Talent Management Process Ch. 5- Personnel Planning and Recruiting Ch. 7- Interviewing Candidates Ch. 8- Training and Developing Employees Ch. 9- Performance Management and Appraisal Ch- 10- Managing Employee Career ………………..

Introduction to Human Resource Management 1-3Copyright © 2013 Pearson Education 1

The purpose of this chapter is to explain what human resource management is, and why it’s important to all managers. We’ll see that human resource management activities such as hiring, training, appraising, compensating, and developing employees are part of every manager’s job. And we’ll see that human resource management is also a separate function, usually with its own human resource or “HR” manager. The main topics we’ll cover include the meaning of human resource management; why human resource management is important to all managers, global, competitive trends, human resource management trends, and new human resource manager traits.

Learning Objectives 1.Explain what human resource management is and how it relates to the management process. 2.Show with examples why human resource management is important to all managers. 3.Illustrate the human resources responsibilities of line and staff (HR) managers. Copyright © 2013 Pearson Education 1-5

Learning Objectives 4.Briefly discuss and illustrate each of the important trends influencing human resource management. 5.List and briefly describe important traits of today’s human resource managers. 6.Define and give an example of evidence-based human resource management. Copyright © 2013 Pearson Education 1-6

Explaining what human resource (HR) management is and how it relates to the management process. Copyright © 2013 Pearson Education 1-7

What is human resource (HR) management and why is it important? Copyright © 2013 Pearson Education 1-8

9 The Management Process Planning Organizing Leading Staffing Controlling Organization is groups of individuals with formally assigned roles, such individuals generally work together to achieve the common goals of an organization.

The Management Process No matter what your job, planning involves establishing goals, rules and procedures and attempting to forecast the future. Planning will enhance your ability to manage people and functions. For our purposes, we will focus our efforts on basic staffing functions. These include: Acquiring talented employees Training new hires and existing managers and employees Creating and administering effective performance appraisals Properly compensating employees, and, Attending to concerns about labor relations, health, safety, and fairness Copyright © 2013 Pearson Education 1-10

11 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, managing, screening, developing, orienting, training, rewarding, and appraising employees at work, and of attending to their labor relations, health, safety, and fairness concerns.

12 Human Resource Management at Work Acquisition Training Appraisal CompensatingLabor Relations Health and Safety Fairness Human Resource Management (HRM)

Why Is HR Management Important to All Managers ? Managers don’t want to make personnel mistakes, such as hiring the wrong person, having their company taken to court because of discriminatory actions, or committing unfair labor practices. HRM can improve profits and performance by hiring the right people and motivating them appropriately. It is also possible you may spend some time as an HR Manager, so being familiar with this material is important.

Human Resource (HR) Responsibilities of Line and Staff Managers Copyright © 2013 Pearson Education 1-14

Line and Staff Managers Line authority gives you the right to issue orders Staff authority gives you the right to advise others in the organization Copyright © 2013 Pearson Education 1-15

If you are a line manager, you will hold responsibilities to issue orders, provide directions and establish rules and procedures. For example, as a sales manager, you will be responsible for requiring adherence to your rules relative to sales quotas and goals. On the other hand, an HR manager is a staff manager and, like all staff managers, is responsible for influencing and advising others. Within the HR department you may be responsible for establishing goals and giving orders to those in your department thus serving as a line manager within HR. Your principal duty to the organization as a whole, however, is that of a staff function, much the same as a purchasing department. Staff departments may include finance, accounting, and logistics. Sales, production, and operations departments generally are considered line functions.

17 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

Human Resource Duties Job placement Orientation & Training Improving Performance Cooperative relations Motivating, Morale Development Safety & health concerns Copyright © 2013 Pearson Education 1-18 Line Managers

Human Resource Duties Staff Managers Copyright © 2013 Pearson Education 1-19 Line function inside of HR department Coordination Assist and advise HR professionals ensure adherence to company policies, provide training, advice on motivating your employees, and other support as needed.

20 Human Resource Managers’ Duties Functions of HR Managers Line Function Line Authority Implied Authority Staff Functions Staff Authority Innovator Coordinative Function Functional Authority Within HR department Ensures the implementation of HR policies, & coordinates personnel activities Advices on hiring, training, evaluation, rewarding, firing New ways for better utilization of employees

21 Human Resource Specialties Recruiters Labor Relations Specialists Training Specialists Job Analysts Compensation Managers Human Resource Specialties Cooperative Line & Staff HRM Line managers & HR manager share in many HR activities as in recruiting, interviewing, and hiring, training, job description, ….etc.

Important Trends in Human Resource Management Copyright © 2013 Pearson Education 1-22

23 Globalization Trends Technological Trends Trends in the Nature of Work Workforce Demographic Trends Changes and Trends in Human Resource Management The Changing Environment of Human Resource Management

Trends in Human Resource Management Globalization Competition Deregulation Increased indebtedness Technological innovation More high-tech & service jobs Copyright © 2013 Pearson Education 1-24

Trends in Human Resource Management More knowledge work Aging workforce Economic downturn De-leveraging Deregulation slowdown Slower economic growth Copyright © 2013 Pearson Education 1-25

Globalization Firms extend sales, ownership and manufacturing to other countries Sales expansion Lower labor costs Forming partnerships Offshoring Copyright © 2013 Pearson Education 1-26

Indebtedness and Deregulation Stock brokering by banks Lending practices No money down Spending > Income Balance of payments Treasury bonds Copyright © 2013 Pearson Education 1-27

Technological Trends Smart phones Tablet computers Facebook Job seeking Copyright © 2013 Pearson Education 1-28

Trends in the Nature of Work High-tech jobs Service jobs Knowledge work and human capital Copyright © 2013 Pearson Education 1-29

Evidence-basedHuman Resource Management Copyright © 2013 Pearson Education 1-30 Evidence-based human resource management involves the use of the best available evidence with respect to human resource practices. For example, tracking median HR expense as a percentage of a company’s total operating costs may average less than 1%. The use of this and similar metrics will help control expenses and contribute to profits.

31 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

Copyright © 2013 Pearson Education 1-32 The New Human Resource Managers Transactional Services Talent Management Competencies Big picture Ethics Employee Engagement Performance, results, evidence- based practice