1. Human resource management
Zanete Garanti
Lecturer
University of Mediterranean Karpasia

2. About the teacher Zanete Garanti Email: zanete.garanti@akun.edu.tr
Office: AKUN main building, room 202
Telephone: /8 (113)
Mobile phone:

3. About the course
This course is designed to deal with latest trends in Human Resource Management. The topics include:
Job Analysis,
Talent Management,
Personell Planning,
Job Interviews,
Performance Management,
Pay Plans,
Benefits and Services,
Ethics and Employee Rights,
And others.

4. Assesment Type Note Weight Makeup Project Case study presentation % 10
% 10 -
Midterm:
Examination – Multiple choice and true - false
% 30
Quiz/Homework/ Project:
In class assignments (portfolio)
% 20
No make-up
Final:
% 40

5. 1 Introduction to Human Resource Management Human Resource Management
14th Edition, Global Edition
Copyright © 2015 Pearson Education Ltd.
The purpose of this chapter is to explain what human resource management is, and why it’s important to all managers. We look at the human resource manager’s job; crucial global and competitive trends; how managers use technology and modern HR measurement systems to create high-performance work systems. The main topics we’ll cover include the meaning of human resource management; why human resource management is important to all managers competencies today’s HR managers need and the plan of this book.
More importantly, the human resource management concepts and techniques you’ll learn in this book can help ensure that you get results—through people. Remember that you can do everything else right as a manager—lay brilliant plans, draw clear organization charts, set up world-class assembly lines, and use sophisticated accounting controls—but still fail, by hiring the wrong people or by not motivating subordinates. On the other hand, many managers—presidents, generals, governors, supervisors—have been successful even with inadequate plans, organization, or controls. They were successful because they had the knack of hiring the right people for the right jobs and motivating, appraising, and developing them. Remember as you read this book that getting results is the bottom line of managing, and that, as a manager, you will have to get those results through people.
Gary Dessler

6. Learning Objectives
Explain what human resource management is and how it relates to the management process.
Briefly discuss and illustrate each of the important trends influencing human resource management.
Copyright © 2015 Pearson Education Ltd.
After studying this chapter, you will be able to:
1. Explain what human resource management is and how it relates to the
management process.
2. Briefly discuss and illustrate each of the important trends influencing human
resource management.

7. Learning Objectives
List and briefly describe important traits of today’s human resource
managers.
Describe four important human resource manager competencies.
5. Outline the plan of this book.
Copyright © 2015 Pearson Education Ltd.
After studying this chapter, you will be able to:
3. List and briefly describe important traits of today’s human resource
managers.
4. Describe four important human resource manager competencies.
5. Outline the plan of this book.

8. Explain what human resource management the management process.
is and how it relates to
the management process.
Copyright © 2015 Pearson Education Ltd.
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. We now begin our study of the elements of the management process and how they relate to human resource management.Note that such individuals generally work together to achieve the common goals of an organization.
In this book, we are going to focus on one of these functions—the staffing, personnel management, or human resource management (HRM) function. Human resource management (HRM) is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.

9. What Is Human Resource Management?
The Management Process
Planning
Organizing
Staffing
Leading
Controlling
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Understanding the five elements of what managers do (planning, organizing, staffing, leading, and controlling) will assist you in your career. 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.
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

10. Why Is Human Resource Management Important to All Managers?
No manager wants to:
Hire the wrong person for the job
Experience high turnover
Have your people not doing their best
You May Spend Some Time as an HR Manager 
Copyright © 2015 Pearson Education Ltd.
No manager wants to:
Waste time with useless interviews
Have your company taken to court because of your discriminatory actions
Have your company cited under federal occupational safety laws for unsafe practices
Have some employees think their salaries are unfair relative to others in the organization
Allow a lack of training to undermine your department’s effectiveness
Commit any unfair labor practices
Carefully studying this book will help you avoid mistakes like these.
About one-third of the top HR managers in Fortune 100 companies moved there from other
functional areas. Reasons given include the fact that such people may give the firm’s HR
efforts a more strategic emphasis, and the possibility that they’re sometimes better equipped
to integrate the firm’s human resource efforts with the rest of the business.

11. Human Resource (HR) Responsibilities of Line and Staff Managers
Copyright © 2015 Pearson Education Ltd.
Line and staff managers focus their energies in different yet related and complementary ways. Let’s talk about the two types of managers and what each does for the firm.

12. Line and Staff Aspects of Human Resource Management
Authority is the right to make decisions, to direct the work of others, and to give orders. Managers usually distinguish between line authority and staff authority.
Copyright © 2015 Pearson Education Ltd.
Remember that you can do everything else right as a manager—lay brilliant plans, draw clear organization charts, set up world-class assembly lines, and use sophisticated accounting controls—but still fail, by hiring the wrong people or by not motivating subordinates. On the other
hand, many managers—presidents, generals, governors, supervisors—have been successful even with inadequate plans, organization, or controls. They were successful because they had the knack of hiring the right people for the right jobs and motivating, appraising, and developing them.

13. 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 © 2015 Pearson Education Ltd.
When the vice president of sales tells her sales director to “get the sales presentation ready by Tuesday,” she is exercising her line authority. Staff authority gives a manager the right to advise other managers or employees. It creates an advisory relationship. When the human resource manager suggests that the plant manager use a particular selection test, he or she is exercising staff authority.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.

14. Human Resource Duties Line Managers Job placement
Orientation & Training
Performance
Cooperation
Labor costs
Development
Copyright © 2015 Pearson Education Ltd.
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.

15. Human Resource Duties Staff Managers
Line function inside of HR department
Coordination
Assist and advise
Line managers require support to perform their jobs properly. If you are a line manager, you will have the help of the people in your HR department. HR professionals ensure adherence to company policies, provide training, advice on motivating your employees, and other support as needed.

16. Organizing the Human Resource Department’s Responsibilities
Size of HR reflects the company’s size
Reorganizing the HR Management function
Transactional HR teams
Corporate HR teams
Embedded HR teams
Centers of expertise
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Examples of human resource management specialties include:
● Recruiters. Search for qualified job applicants.
● Equal employment opportunity (EEO) coordinators. Investigate and resolve EEO grievances,
examine organizational practices for potential violations, and compile and submit EEO reports.
● Job analysts. Collect and examine information about jobs to prepare job descriptions.
● Compensation managers. Develop compensation plans and handle the employee benefits
program.
● Training specialists. Plan, organize, and direct training activities.
● Labor relations specialists. Advise management on all aspects of union-management relations.
At the other extreme, the human resource team for a small manufacturer may contain just
five or six (or fewer) staff, and have an organization similar to that in Figure 1-2. There is generally
about one human resource employee per 100 company employees.
Many employers are changing how they organize their human resource functions.
For example, some employers create transactional HR teams. These teams provide specialized
support in day-to-day HR activities (such as changing benefits plans), usually through centralized
call centers and through outside vendors (such as benefits advisors). Specialized
corporate HR teams assist top management in top-level issues such as developing the
personnel aspects of the company’s long-term strategic plan. Embedded HR teams have HR generalists
(also known as “relationship managers” or “HR business partners”) assigned to functional departments
like sales and production. They provide the selection and other assistance the departments need.
Centers of expertise are like specialized HR consulting firms within the company. For example, one
might provide specialized advice in organizational change to the company’s department managers.

17. Human Resource Management
Review
Human Resource Management
Part of total management process
Focus on staffing processes
Job analyses
Recruiting
Compensation
Performance
Compliance issues, etc.
Copyright © 2015 Pearson Education Ltd.
The HR function is primarily concerned with the “staffing” component of the five management processes, namely, planning, organizing, staffing, leading, and controlling. The key elements of staffing include:
Job analysis
Planning labor needs
Recruiting
Orienting and training new employees
Compensation
Incentives and benefits
Performance appraisal
Communicating
Training and development, and
Employee commitment
In addition, HR is responsible for compliance with federal, state and local laws, safety, and handling grievances and labor relations.

18. Review Human Resource Duties
In providing specialized assistance, the human resource manager carries out three distinct functions:
line function
coordinative function
Staff (assist and advise) functions
Copyright © 2015 Pearson Education Ltd.
The human resource manager carries out three distinct functions:
1. A line function. The human resource manager directs the activities of the people in his or her own department, and perhaps in related areas (like the plant cafeteria).
2. A coordinative function. The human resource manager also coordinates personnel activities, a duty often referred to as functional authority (or functional control). Here he or she ensures that line managers are implementing the firm’s human resource policies and practices (for example, adhering to its sexual harassment policies).
3. Staff (assist and advise) functions. Assisting and advising line managers is the heart of the human resource manager’s job. He or she advises the CEO so the CEO can better understand the personnel aspects of the company’s strategic options. HR assists in hiring, training, evaluating, rewarding, counseling, promoting, and firing employees. HR administers benefit programs (health and accident insurance, retirement and vacation).
Cooperative Line and Staff HR Management: An Example Line managers and human resource managers share responsibility for most human resource management activities. For example, in recruiting and hiring, the line manager describes the qualifications employees need to fill specific positions. Then the human resource team develops sources of qualified applicants and conducts initial screening interviews. They administer the appropriate tests. Then they refer the best applicants to the line manager, who interviews and selects the ones he or she wants. In training, the line manager again describes what he or she expects the employee to be able to do. Then the human resource team devises a training program, which the line manager may then administer.

19. Briefly discuss and illustrate each of the important trends influencing human
resource management.
Copyright © 2015 Pearson Education Ltd.
In the continuing development of human resource management, there exist various trends that will help shape its practice and evolution in the coming years. 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.

20. Trends in Human Resource Management
Technological advances
Globalization and competition
Indebtedness (“Leverage”) deregulation
Trends in the nature of work
Demographic and workforce trends
Economic challenges and trends
Copyright © 2015 Pearson Education Ltd.
Trends in Human Resource Management
Technology dramatically changed how human resource managers do their jobs.
LinkedIn and Facebook recruiting are examples. Employers can access candidates via Facebook’s
job board. This provides a seamless way to recruit and promote job listings from Facebook.Then,
after creating a job listing, the employer can advertise its job link using Facebook.
Globalization refers to companies extending their sales, ownership, and/or manufacturing to new markets abroad. For example, Toyota builds Camrys in Kentucky, while Dell assembles PCs in China. Free-trade areas—agreements that reduce tariffs and barriers among trading partners—further encourage international trade. NAFTA (the North American Free Trade Agreement) and the EU (European Union) are examples.
Indebtedness In many countries, governments stripped away regulations. In the United States and Europe, for instance, the rules that prevented commercial banks from expanding into stock brokering were relaxed. Giant, multinational “financial supermarkets” such as Citibank quickly emerged. As economies boomed, more businesses and consumers went deeply into debt. Homebuyers bought homes, often with little money down. Banks freely lent money to developers to build more homes creating this bubble in the economy.
Nature of Work In older plants, machinists would manually control machines that cut chunks of metal into things like engine parts.
High-Tech Jobs Today, a team spends much of their time keying commands into computerized machines that create precision parts for products, including water pumps. As the U.S. government’s Occupational Outlook Quarterly put it, “knowledge-intensive high-tech manufacturing in such industries as aerospace, computers, telecommunications, home electronics, pharmaceuticals, and medical instruments” is replacing factory jobs in steel, auto, rubber, and textiles.
Services Today, over two-thirds of the U.S. workforce is already employed in producing and delivering services,
not products. By 2020, service-providing industries are expected to account for 131 million out of 150 million (87%) of wage and salary jobs overall. So in the next few years, almost all the new jobs added in the United States will be in services, not in goods-producing industries.
Manufacturers have been squeezing slack and inefficiencies out of production, enabling companies to produce more products with fewer employees. So, in America and much of Europe, manufacturing jobs are down, service jobs up, and the manufacturing jobs that remain are increasingly high-tech.
Knowledge Work and Human Capital In general, therefore, jobs require more education and more skills. For example, we saw that automation and just-in-time manufacturing mean that even manufacturing jobs require more reading, math, and communication skills.
Demographic and Workforce TrendsThe U.S. workforce is also becoming older and more multiethnic.Table 1-1 offers a bird’s eye view. Between 1990 and 2020, the percent of the workforce that the U.S. Department of Labor classifies as “white, non-Hispanic” will have dropped from 77.7% to 62.3%. At the same time, the percent of the workforce that it classifies as Asian will have risen from 3.7% to 5.7%, and those of Hispanic origin from 8.5% to 18.6%. The percentages of younger workers will fall, while those over 55 years of age will leap from 11.9% of the workforcein 1990 to 25.2% in 2020.
“Generation Y” Furthermore, many younger workers may have different work values than did their parents. These “Generation Y” employees (also called “Millennials”) were born from roughly 1977 to They take the place of the labor force’s previous new entrants, Generation X, those born roughly from 1965 to 1976 (themselves the children of the baby boomers, born roughly from 1946 to 1964). Based on one study, older employees are more likely to be workcentric (to focus more on work than on family with respect to career decisions). Gen Y workers tend to be more family-centric or dual-centric (balancing family and work life).
Retirees Many employers call “the aging workforce” their biggest demographic threat. The problem is that there aren’t enough younger workers to replace the projected number of baby boom–era older workers retiring.
Nontraditional Workers At the same time, work is shifting to nontraditional workers. Nontraditional workers are those who hold multiple jobs, or who are “temporary” or part-time workers, or those working in alternative arrangements (such as a mother–daughter team sharing one clerical job). Others serve as “independent contractors” on projects. Almost 10% of American workers—13 million people—fit this nontraditional workforce category.
Workers from Abroad With projected workforce shortfalls, many employers are hiring foreign workers for U.S. jobs. The H-1B visa program lets U.S. employers recruit skilled foreign professionals to work in the United States when they can’t find qualified American workers. U.S. employers bring in about 181,000 foreign workers per year under these programs.
Economic Challenges and TrendsIt’s doubtful that the deregulation, leveraging, and globalization that drove economic growth for the previous 50 years will continue unabated. That may mean slower growth for many countries, perhaps for years. This means challenging times ahead for employers. The challenging times mean that for the foreseeable future—and even well after things turn positive—employers will be more
frugal and creative in managing their human resources than perhaps they’ve been in the past.

21. IMPROVING PERFORMANCE: HR as a Profit Center
Computer system dramatically improves
sales and profitability along with:
Upgraded jobs
Training in how to sell services
New job descriptions
New pay policies
Copyright © 2015 Pearson Education Ltd.
Improving a Bank’s Customer Service
One bank installed special software that made it easier for its customer service representatives to handle
customers’ inquiries. However, the bank did not otherwise change the service reps’ jobs or training in any
way. Here, the new software system did help the service reps handle more calls. But otherwise, this bank
saw no big performance gains.
Interestingly, a second bank installed the same software. But, seeking to capitalize on how the new
software freed up customer reps’ time, this bank’s human resource team also upgraded the customer
service representatives’ jobs. New training programs taught them how to sell more of the bank’s services,
new job descriptions gave them more authority to make decisions, and new pay policies raised their wages.
Here, the new computer system did dramatically improve product sales and profitability, thanks to the
newly trained and empowered customer service reps. Today’s employers need human resource practices like
these that improve employee performance and company profitability.
Discussion Question 1-1: Discuss three more specific examples of what you believe this second bank’s
HR department could have done to improve the reps’ performance.

22. Trends in Human Resource Management
Review
Trends in Human Resource Management
Technology
Globalization
Indebtedness and deregulation
Trends in the nature of work
Demographic and workforce trends
Economic challenges and trends
Copyright © 2015 Pearson Education Ltd.
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.
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 Facebook and LinkedIn contribute to the new ways potential employees get jobs and share information about companies.
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 non-traditional workers in the workforce see Table 1. A large jump in older workers is expected by The differences in style and values of such a changing workforce will challenge the role of HR.
Finally, the challenging times mean that for the foreseeable future—and even well after things turn positive—employers will be more frugal and creative in managing their human resources than perhaps they’ve been in the past.

23. Trends in Human Resource Management
Review
Trends in Human Resource Management
More knowledge work
Aging workforce
Economic downturn
De-leveraging
Deregulation slowdown
Slower economic growth
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In addition, there are other trends such as:
More knowledge work
Aging workforce
Economic downturn
De-leveraging
Deregulation slowdown
Slower economic growth

24. List and briefly describe important traits of today’s human resource managers.
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As the challenges changes for todays HR managers so do the traits they need to succeed. Let take a detailed look at these traits needed for success today.

25. The New Human Resource Manager
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Today, employers face new challenges, such as squeezing more profits from operations. They expect their human resource managers to have what it takes to address these new challenges.

26. The New Human Resource Manager
Focus More on Strategy
Focus on Improving Performance
Measure HR Performance and Results
Use Evidence-Based Human Resource Management
TheyAdd Value
They Use New Ways to Provide HR Services
Copyright © 2015 Pearson Education Ltd.
Tasks like formulating strategic plans and making data-based decisions require new human resource manager skills. HR managers can’t just be good at traditional personnel tasks like hiring and training. Instead, they must “speak the CFO’s language” by defending human resource plans in measurable terms (such as return on investment).
To create strategic plans, the human resource manager must understand strategic planning, marketing, production, and finance. (Perhaps this is why about one third of top HR managers in Fortune 100 companies moved there from other functional areas.) He or she must be able to formulate and implement large-scale organizational changes, design organizational structures and work processes, and understand how to compete in and succeed in the marketplace.
The bottom line is that today’s employers want their HR managers to add value by boosting profits and performance. “Adding value” means helping the firm and its employees improve in a measurable way as a result of the human resource manager’s actions.
HR will use new technology to free up time for their new strategic duties and to provide HR services cost effectively.

27. The New Human Resource Manager
They Take a Talent Management Approach
They Manage Employee Engagement
They Manage Ethics
They Understand Their Human Resource Philosophy
They Have New Competencies
Copyright © 2015 Pearson Education Ltd.
Improved performance requires engaged employees. The Institute for Corporate Productivity defines engaged employees “as those who are mentally and emotionally invested in their work and in contributing to an employer’s success.” Unfortunately, studies suggest that less than one-third of the U.S. workforce is engaged. Today’s human resource managers need skills to manage employee engagement. We’ll look at employee engagement in later chapters.

28. Evidence-based Human Resource Management
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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.

29. The New Human Resource Managers
Transactional Services
Talent Management
Competencies
Big picture
Ethics
Employee Engagement
Performance, results, evidence-based practice
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Employers expect their human resource managers to help lead their companies’ performance-improvement efforts. Human resource managers recognize this. Surveys of HR professionals list competition for market share, price competition/price control, governmental regulations, need
for sales growth, and need to increase productivity as top challenges HR managers face.

30. Review Talent management Ethics Employee engagement Measurement
Evidence-based management
Value
New competencies
Copyright © 2015 Pearson Education Ltd.
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.
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.
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.

31. Describe four important Human Resource Manager competencies.
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The role of the HR manager has changed. Now lets look at whatHR managercompetencies are needed today.

32. Human Resource Manager’s Competencies
Strategic positioners
Credible activists
Capability builders
HR innovators and integrators
Technology proponents
Copyright © 2015 Pearson Education Ltd.
This slide has Figure 1-7 the Human Resource Manager’s competencies.
Strategic positioners—for instance, by helping to create the firm’s strategy.
Credible activists—for instance, by exhibiting the leadership and other competencies that
make them “both credible (respected, admired, listened to) and active (offers a point of view,
takes a position, challenges assumptions).”
Capability builders—for instance, by creating a meaningful work environment and aligning
strategy, culture, practices, and behavior.Capability builders—for instance, by initiating and
sustaining change.
HR innovators and integrators—for instance, by developing talent, and optimizing human
capital through workforce planning and analytics.
Technology proponents—for instance, by connecting people through technology.

33. Human Resource Manager’s Competencies
HRCI Certification
HR managers use certification to show their mastery of modern human resource management knowledge
The HRCI Knowledge Base
The HRCI body of knowledge has a list of main topic areas
Chapter objectives follow the HRCI Knowledge Base’s list
Copyright © 2015 Pearson Education Ltd.
The HR Certification Institute (HRCI) is an independent certifying organization for human
resource professionals (see Through testing, HRCI awards several credentials,
including Professional in Human Resources (PHR) and Senior Professional in Human Resources
(SPHR).
The evidence to date, while incomplete, generally suggests a positive relationship between
human resource managers’ competence, as reflected by PHR or SPHR certification, and the human
resource managers’ effectiveness (although of course it is the person’s ability to apply what he or she
knows, rather than just the knowledge, that ultimately determines one’s success). Managers can take
an online HRCI practice quiz at
The HRCI body of knowledge devotes roughly the following percentages to its main topic areas
(PHR exam %—SPHR exam %):
Strategic Business Management, 12%—29%;
Workforce Planning and Employment, 26%—17%;
Human Resource Development, 17%—17%;
Total Rewards, 16%—12%;
Employee and Labor Relations, 22%—18%;
Risk Management, 7%—7%; as well as certain Core Knowledge—for example, with respect to motivation and job analysis. The space
this book devotes to these topics roughly follows these HRCI suggestions.

34. Review
We review by looking at FIGURE 1-3 Trends Shaping Human Resource Management.
Figure 1-7 showed the Human Resource Manager’s competencies.
We discussed the new HR competencies that align with the HRCI Knowledge Base list
of topic areas.
The Knowledge Base (see Appendix A of this book, pp. 580–588) lists about 91 specific
“Knowledge of” subject areas within these main topic area groups with which those taking the
test should be familiar; we use special BASE KNOWLEDGE icons starting in the following chapter to
denote coverage of HRCI knowledge topics. Furthermore, most of this book’s chapter-opening behavioral
objectives follow the Knowledge Base’s list of what test takers should be able to do.
Copyright © 2015 Pearson Education Ltd.

35. Outline the Plan of this Book.
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In this book, several themes and features highlight particularly important issues, and provide continuity from chapter to chapter.

36. Themes and Features
Human resource management is the responsibility of every manager—not just those in human resources.
Copyright © 2015 Pearson Education Ltd.
In this new edition you will find features that are titled:
IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND ENTREPRENURS.
These features highlight actual tools and practices any manager can use to improve performance
at work.
IMPROVING PERFORMANCE: HR AS A PROFIT CENTER. We’ve seen that employers
need human resource management practices that add value. These show actual examples of how
human resource management practices add measurable value—by reducing costs or boosting revenues.
IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE. These features
highlight how actual companies around the globe use effective HR practices to improve their
teams’ and companies’ performance.
IMPROVING PERFORMANCE THROUGH HRIS. These features highlight how managers
use human resource technology to improve performance.
DIVERSITY COUNTS. These features provide insights and guidelines for managing
a diverse workforce.
SOCIAL MEDIA AND HR. These features explain how managers use social media to
improve human resource performance.
Translating Strategy into HR Policies and Practices Case. Improving Performance at The Hotel Paris.
These features in chapter explain how HR Director Lisa Cruz aligns HR practices with
the hotel’s strategy for superior guest services.
There is a strategy map starting in chapter 3 located in MyManagementLab at the end of the chapter, and the overall map is on the inside back cover of this text and outlines the relationships involved.

37. Review The HR process Importance HR responsibilities Trends
Copyright © 2015 Pearson Education Ltd.
In review, you should now be able to:
Explain what human resource management is and how it relates to the management process.
Show with examples why human resource management is important to all managers.
Illustrate the human resources responsibilities of line and staff (HR) managers.
Briefly discuss and illustrate each of the important trends influencing human resource management.
List and briefly describe important traits of today’s human resource managers.
Define and give an example of evidence-based human resource management.