Human Resource Management This module aims to enable YOU- the student to: Be aware of changing trends in human resource management and policies. critique.

Human Resource Management This module aims to enable YOU- the student to: Be aware of changing trends in human resource management and policies. critique and evaluate the application of HR policies, systems and procedures and their criticality for business success. Grasp the dynamics of personnel policies and industrial relations. Think critically in understanding people, productivity and performance in organizations Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-1

Your learning journey is with me – Who am I ? George Bell l was a Principle Lecturer in HRM for over 30 years. I retired as full time Director for Postgraduate Management programmes in the School of Business Computing and Information Management [BCIM] at London South Bank University.My areas of learning and teaching involved HRM and Organizational Behavior with responsibilities for postgraduate skills development via action and problem-based learning. I now work for 6 UK Universities i.e. Warwick – Leicester- Portsmouth- Derby- Cardiff Business School -London South Bank as a visiting academic /lecturer in HRM.I am an external examiner on the International MBA for Glendower University in Wrexham Wales. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-2

Introduction How will we learn ? Textbook and set reading – Discussion Questions. Expectations of the course. Introduction to daily discussions/debate – open forum to discuss set topic (20 minutes per day). Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-3

In Appendix 1 of the MIP there are - Daily open discussion/debate topics. Assessment methods, e.g. group work, 360-degree feedback and exam, marks and expectations. Group assignment. Groups of 4 for the assignment Choose a group of 4 Choice a topic. All topics, must be distributed across the groups and covered twice or more. We need to collate group names and topic. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-4

Daily open discussion/debate topics (20 minutes) In your tutorial you should discuss/research 20-30 minutes each topic using the set text [online/set text] and come to the next lecture prepared to discuss/debate the topics set out each day e.g. start the process by researching Tuesday’s topic Monday night and so on You may research the following topics from any source including the Internet. Please make sure that you note/write your reference source. This is required academic practice The more effort that you put in to research and discussion the greater your critical knowledge will become. Many of these topics will be included in the final exam so it is worth participating in these daily discussions / exercises. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-5

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, Inc. Publishing as Prentice Hall 1-6

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, Inc. Publishing as Prentice Hall 1-7

Human Resource Management The purpose of this introductory lecture 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. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-9

HRM Human resource management is also a separate function, usually with its own human resource or “HR” manager. We need to understand the meaning of human resource management; why human resource management is important to all managers, global and competitive trends, human resource management trends, this is covered in Chapter 1 of the set text G.Dessler Human Resource Management 13 th Edition. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-10

HRM CONTEXT In order to formulate and successfully apply HR practices for example - like testing and training you need to understand the cultural - strategic and legal context in which you’re managing. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-11

Organizations Organizations have been described in various ways. A simple understanding an organization is to see it as groups of individuals with formally assigned roles. Note that such individuals generally work together to achieve the common goals of an organization. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-13

HRM and the organization Working for any organization means that you and those around you share common goals among which include an interest in the growth and continuing development of the organization. Some of those common goals include how work is accomplished within the organization. Ok what are the elements of the management process and how do they relate to human resource management. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-14

What do managers do? Understanding the five elements of what managers do (planning, organizing, staffing, leading, and controlling) will help you understand you role as potential manager in an organization. For example, 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. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-16

Staffing Functions To understand the functional role of HRM we should 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 employee relations, health, safety, and fairness Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-17

Staffing issues Job analysis Planning labor needs Recruiting Orienting and training new employees Compensation Incentives and benefits Performance appraisal Communicating Training and development and Employee commitment HR is also responsible for compliance with national legislation e.g. in USA - federal, state and local laws, safety, and handling grievances and labor relations. In UK both national and EU regulations are important. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-19

Line and Staff Line and staff managers focus their energies in different yet related and complementary ways. Let’s consider the two types of managers and what each does for the organization. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-21

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, Inc. Publishing as Prentice Hall 1-22

Line mangers 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. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-23

HR as a staff manger HR manager is a staff manager and, like all staff managers, is responsible for influencing and advising others. Within the HR department a manager may be responsible for establishing goals and giving orders to those in the HRM department thus serving as a line manager within HR. Normally the principal duty is to the organization as a whole, however, that duty is that of a staff function, much the same as for example a purchasing or sales department. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-24

Line manger HR duties If you are a line manager, your duties and responsibilities concern how well you can successfully orient and integrate new hires into your unit, maintain their health and safety, supervise and motivate them, and effectively manage department costs. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-26

Human Resource Duties Staff Managers Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-27 Line function inside of HR department Coordination Assist and advise Sample HR organizational chart for a small company

Line manager Support Line managers require support to perform their jobs properly. Normally if you are a line manager, you will have the support of the specialists in your HR department. HR professionals ensure line adherence to company policies, provide training, advice on motivating the line managers employees, and other support as needed. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-28

Contribution of HRM HR exists to contribute to employee well- being, profits, and performance in many ways. Contributions include: Avoiding costly personnel mistakes Managing compensation and benefits Recruiting, hiring, and retaining good employees Managing performance and providing effective training and development Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-29

HRM a Staff function? HR is a staff function for the firm yet serves in a line capacity within the HR department. An HR manager’s duties also may include advising the CEO regarding strategies, helping managers with legal compliance, handling grievances, and functioning as an innovator Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-30

Take Note of this Profits and performance HR is a line function within HR department HR is a staff function to support line management Right person, right job Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-31

Trends Influencing the continuing development of human resource management, there exist various trends that will help shape its practice and evolution in the coming years.. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-33

Evolving Role Human Resource responsibilities have become broader and more strategic over time in response to a number of trends. The role of HR has evolved from primarily being responsible for hiring, firing, payroll, and benefits administration to one that is more strategic. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-34

Evolving Role The role of HR has evolved from primarily being responsible for hiring, firing, payroll, and benefits administration to one that is more strategic. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-35

Trends in Human Resource Management Globalization Competition Deregulation Increased indebtedness Technological innovation More high-tech & service jobs Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-36

Globalisation Globalization refers to the tendency of firms to extend their sales, ownership, and/or manufacturing to new markets abroad. Companies such as Toyota, BMW, and Honda build and sell some of their vehicles in the U.S. and also ship them to other countries from the U.S. The reasons for going global are many including: reaching new markets, selling more products or services, lower labor costs, forming partnerships, and becoming more competitive. China is expected to become the largest market for computers in the world Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-37

Financial Deregulation Stock brokering by banks Lending practices No money down/ no deposit Spending > Income Balance of payments Treasury bonds Risk Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-38

Deregulation caused big economic problems! Due to the deregulation of U.S. banking system many banks were able to offer stocks and other financial instruments in addition to traditional banking services. Such actions contributed to increased risks for the average banking customer. Questionable lending practices in housing /property markets led to easy credit for property developers and homebuyers alike. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-39

Excess Consumption! Such credit practices have allowed, even encouraged, many Americans/Europeans to buy what they want when they want it encouraging spending in excess of what they may earn. The U.S. and other countries have thus imported more than they’ve created and exported. Result in debtor nations ! Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-40

Debt /Economic Volatility Rating agencies such as Standard and Poor’s have threatened to and even lowered the ratings of some debtor nations. Such steps and other actions have contributed to economic volatility and changes in the way firms conduct business and employee people. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-41

Current trends impacting on Human Resource Management More knowledge work Aging workforce Economic downturn De-leveraging Deregulation slowdown Slower economic growth Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-42

Globalization Firms extend sales, ownership and manufacturing to other countries Sales expansion Lower labor costs Forming partnerships Offshoring Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-43

Problems from Indebtedness and Deregulation Stock brokering by banks Lending practices No money down Spending > Income Balance of payments Treasury bonds Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-44

Communications The impact and growth in the use of smart phones and tablet computers, such as the iPad, have opened doors to people how they communicate and changed the workplace in a way that previously has never occurred. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-46

Speed of information flow The speed of information exchange has contributed to the growth of social networking sites such as Face book and LinkedIn. Face book, for example, offers Facebookrecruiting which provides a rapid conduit between employers and job-seekers. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-47

Brawn to brains As employees enter the workforce or continue in their jobs, they are more likely to enter commands into a computer than perform dangerous physical labor. The “brawn to brains” changes have been fueled by moving manufacturing jobs to low-wage countries. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-49

Connections Just-in-time (JIT) manufacturing processes have connected the customer with the manufacturer and the distributor in real time resulting in more precise scheduling, production and delivery.. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-50

Human Capital Another trend, human capital, refers to the knowledge, education, training, skills, and expertise of a firm’s workers. Today’s (and tomorrow’s) best jobs will go to the individuals with the best reading, math, and communication skills. In other words, the best knowledge workers will be hired first. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-51

Some Basic Demographic Facts In 2010 China’s mainland population reached 1.34 billion people, with the population having grown at an annual average rate of 0.6 per cent over the past decade – down from 1.0 per cent over the previous decade. This slowing in the rate of population growth is significant, and ongoing changes to the age structure in China will have important implications for China’s labour market Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-53

Working age population The working-age population (ages 15– 64) increased to 74½ per cent of China’s population in 2010 (from around 70 per cent in 2000), reflecting a significant reduction in the share of the population below the age of 15. As a result, the dependency ratio (defined as the ratio of the population aged 0–14 or 65 and over to the working-age population) has declined to a very low level by international standards. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-54

Projections United Nations (UN) projections of China’s population suggest that the working-age population will peak within the next five years and subsequently will begin to shrink, while the dependency ratio is expected to rise rapidly as the population ages. [Hall J and A Stone (2010), ‘Demography and Growth’, RBA Bulletin, June, pp 15–23. for a detailed discussion of population trends in China]. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-55

Demographics Although you are in university now – perhaps with some limited work experiences – throughout your careers you will need to understand the people around you. One aspect of the changing nature of the workplace has to do with the age of the people with whom you work. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-56

Change Other factors include whether those around you come from other countries and the cultural qualities they represent. Conversely, if you are a nontraditional or older worker or come from abroad, understanding the nature of those around you will enable you to be more productive and make greater contributions. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-57

“Generation Y” Workers Considered to be high-performance and high-maintenance Fair and direct supervisors Creative challenges Day 1 impact Small goals Faster and better workers Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-58

Generation Y Generation Y” workers (those born from 1977-2002, also called “Millenials”) have, according to one expert, “…been pampered, nurtured, and programmed with a slew of activities….” Consequently, this generation: Is considered to be both high-performance and high- maintenance Wants fair and direct supervisors who are highly engaged in their professional development Seeks out creative challenges and view colleagues as vast resources from whom to gain knowledge Wants to make an important impact on Day 1 Wants small goals with tight deadlines so they can build up ownership of tasks, and Aims to work faster and better than other workers Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-59

Generations Consider to what extent you identify with any or all of these elements and what they might mean to those around you who are not of your generation. Keep in mind these descriptions are in comparison to baby-boomers and Generation X workers who have different characteristics Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-60

Retirees, Nontraditional Workers, Workers from Abroad Bringing retirees back Multiple jobs Contingent workers Alternative work arrangements Workers from abroad Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-61

Working Options According to one survey, 41% of employers are bringing retirees back into the workplace. Thirty-one percent of employers are offering employment options to attract semi-retired workers. Many workers hold multiple jobs or work in “contingent” arrangements such as two people sharing one job. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-62

Technology Technology enables employees to work from home. Technology also has helped create “co-working” sites where people may be working at a shared site for the same or different companies or even independently. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-63

Economics ups and downs An important measure of U.S. total economic output, the Gross National Product (GNP), boomed between 2001 and 2008. Home prices soared and unemployment was low. Economically speaking, somewhere between 2007 and 2008, however, everything fell off a cliff. Today, unemployment remains at a high and sustained 9.1% while home prices may have dropped 20% or more. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-65

HRM and change Financial institutions held enormous amounts of worthless debt on their books while lending dried up. In effect, the economy tanked. While this situation IS improving, global economic impacts have been felt and will continue to be felt for some time. The human resource management profession must continually evolve and change keeping pace with the changes in the global economy. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-66

Evidence Based HRM 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. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-68

Recap take note ! Globalization Indebtedness and deregulation Technology Trends in the nature of work Economic challenges and trends Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-69

Global shift The shifting role of workers worldwide is connected to the ways in which countries operate, produce, and distribute the goods and services they provide. The world economy is becoming more interdependent and interrelated. After World War II, the U.S. manufactured and sold almost all durable goods (automobiles, washers, dryers, etc.) but has now become an information and service-based society. U.S. citizens are now becoming knowledge workers. Meanwhile, countries such as Japan, China, and others have assumed global manufacturing roles. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-70

Recent trends The recent and continuing economic troubles in the U.S. also have impacted the ways in which workers are hired and employed by companies. Fewer available jobs may mean broader responsibilities for the workers within a given firm. The deregulation of banks and other financial institutions have contributed to individuals spending more than they make. Lending and borrowing practices have helped move the U.S. into a “debtor nation” status. Technology has contributed to widespread and rapid distribution of information between employees and employers. Sites such as Face book and LinkedIn contribute to the new ways potential employees get jobs and share information about companies. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-71

Recent trends There are more high-tech and service jobs available, and more focus on the knowledge, skills and experience people bring to the workplace. Trends in demographics indicate a growing proportion of Hispanic, Asian, African-American, and nontraditional workers in the workforce. A large jump in older workers is expected by 2018. The differences in style and values of such a changing workforce will challenge the role of HR. Finally, while the word economy is currently “in the tank,” [not so good ]undoubtedly it will improve. HR management must remain effective during times of economic upheaval yet plan for its future when the economy turns around. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-72

Trends and impact Trends such as the ones just discussed will have an impact on employees and how they are managed. The New Human Resource Managers require the new knowledge and skills and must demonstrate expected results for the future. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-74

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-75 The New Human Resource Managers Transactional Services Talent Management Competencies Big picture Ethics Employee Engagement Performance, results, evidence- based practice

Changing world economy If you had been working as an HR professional after World War II, your duties would have been significantly different than they are today. Early in the HR profession, most work was transactional in nature and involved such things as payroll and benefits administration and hiring and firing. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-76

Scope of HRM Today, however, the scope of responsibilities is vastly different. New responsibilities include finding new ways to get the job done. Getting the job done may include outsourcing routine functions including payroll and benefits or installing the company’s own internal social networking sites. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-77

Talent management In addition, the new HR managers take an integrated “talent management” approach to managing HR. Managing talent now includes managing ethics, employee engagement, adding value, having more and varied core competencies, and measuring HR performance and results Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-78

Talent Management Talent management is both a goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees. HR managers also manage ethics, the standards by which individuals judge their own behaviors. Engagement is the extent to which employees are emotionally and mentally invested in their work. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-80

Measurement Measurement of the impact of human resource practices on the profitability and growth of an organization can make a significant difference in productivity. For example, knowing that a company is able to recruit and hire productive employees 50% faster than its competition can make a significant difference in efficiency. Using evidence-based HR practices in addition to actual measurements such as existing data or outside research will help keep HR an effective strategic planning partner. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-81

HR Managers In both the long and the short run, HR managers must function as business partners, stewards of an effective organizational culture, a business ally and strategic partner. As the profession of HR continues to change, new competencies will be added to the list. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-82

Learning While not all of you desire or plan on becoming an HR professional, it is the responsibility of every manager to be proficient in basic HR knowledge and skills. To enable you to do this, we will emphasize practical material to help you conduct your day-to-day management duties. Domestic and international companies today require that HR contributes to the profitability of the firm, thus we will provide examples of how HR practices add measurable value. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-85

Learning Companies require HR to create policies and practices that produce employees who can contribute to the firm’s strategic aims. We provide strategic context features that demonstrate how this can be accomplished. Finally, we provide “Evidence-based HR” features in each chapter that will help HR defend its practices and results in measurable, understandable, and relevant ways. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-86

Review You should revise this lecture read the set text and be able to: 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, Inc. Publishing as Prentice Hall 1-88

You should be able to: 1.Briefly discuss and illustrate each of the important trends influencing human resource management. 2.List and briefly describe important traits of today’s human resource managers. 3.Define and give an example of evidence- based human resource management. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-89

Discussion Question “Why Is HR Management Important to All Managers?” You will need to research what is HR management. Think about trends in HRM and its importance to all managers. Is this understood in Chinese organizations? Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-90

This weeks discussions Tuesday “Why Is HR Management Important to All Managers?” You will need to research what is HR management- Think about trends in HRM and its importance to all managers. Is this understood in Chinese organizations? Wednesday “How important is an HR strategic plan, why do organizations need a plan?” You will need to research what an HR strategic plan is. How important is planning for an organization? How can HRM help planning and managing change in an organization? Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-92

This weeks discussions Thursday “What exactly is the war for talent? Why is it important for all organizations You will need to understand what The War for Talent is, and what it means for organisations. How important is this in China? Friday “What is the best method for recruitment and selection to make sure an organization gets the best employees?” You would have received an introduction to a range of recruitment and selection methods including for example- psychometric testing in your lecture; now consider the merits and disadvantages of these methods for attracting and appointing the best candidate. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-93

Human Resource Management and Why it is Important to all managers Human Resource Management and Why it is Important to all managers The Management process involves the following functions: planning, organizing, staffing, leading, and controlling. The “people” or personnel aspects of management jobs involve conducting job analyses; planning labor needs and recruiting job candidates; selecting job candidates; orienting and training new employees; managing wages and salaries; providing incentives and benefits; appraising performance; communicating; training and developing managers; building employee commitment; being knowledgeable about equal opportunity, affirmative action, and employee health and safety; and handling grievances and labor relations. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-94

What is HRM? What Is Human Resource Management? Human resource management is the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health and safety, and fairness concerns. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-95

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. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-96

Line and Staff Aspects of HRM Although most firms have a human resource department with its own manager, all managers tend to get involved in activities like recruiting, interviewing, selecting, and training. Line Managers’ HR Duties – Most line managers are responsible for line functions, coordinative functions, and some staff functions. HRM refer the best applicants to the supervisor (line manager), who interviews and selects the ones he/she wants. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-97

Human Resource Manager’s Duties Human Resource Managers have line, coordinative, and staff functions. However, they exert line authority only within the HR department. They have implied authority with line managers due to the fact that they have the ear of top management on many important issues contributing to organizational health. New Approaches to Organizing HR – Employers are experimenting with offering human resource services in new ways. For example, some employers organize their HR services around the following four groups: transactional, corporate, embedded, and centers of expertise. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-98

Cooperative Line and Staff HR Management: An Example In recruiting and hiring, it’s generally the line manager’s responsibility to specify the qualifications employees need to fill specific positions. Then the HR staff takes over. They develop sources of qualified applicants and conduct initial screening interviews. They administer appropriate tests, then refer the best applicants to the supervisor (line manager), who interviews and selects the ones he/she wants. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-99

Human Resource Management This module aims to enable YOU- the student to: Be aware of changing trends in human resource management and policies. critique.

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Human Resource Management This module aims to enable YOU- the student to: Be aware of changing trends in human resource management and policies. critique.

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