Introduction to Human
Resource Management
Chapter 1
After studying this chapter, you should be able to:
- Explain what human resource management is and how it relates to the management process.
- Give at least eight examples of how all managers can use human resource management concepts and techniques.
- Illustrate the human resources responsibilities of line and staff (HR) managers.
- Provide a good example that illustrates HR’s role in formulating and executing company strategy.
- Write a short essay that addresses the topic: Why metrics and measurement are crucial to today’s HR managers.
- Outline the plan of this book.
The Management Process
•
POSLC – Planning,
Organisation, Staffing, Leading, Controlling
Human Resource Management at Work
•
What Is Human Resource
Management (HRM)?
Ø The policies and practices involved in carrying out the “people”
or human resource aspects of a management position, including recruiting,
screening, training, rewarding, and appraising.
Ø HALF CAT – Health & Safety, Acquisition, Labour Relations,
Fairness, Compensatiing, Appraisal, Training.
Personnel Aspects of a Manager’s Job
•
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
Personnel 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 company in court
because of discriminatory actions
•
Have your company 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
Basic HR Concepts
•
The bottom line of
managing: Getting results
•
HR creates value by
engaging in activities that produce the employee behaviors that the company
needs to achieve its strategic goals.
Line and Staff Aspects of HRM
•
Line manager
Ø A manager who is authorized to direct the work of subordinates
and is responsible for accomplishing the organization’s tasks.
•
Staff manager
Ø A manager who assists and advises line managers.
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
Human Resource Managers’ Duties
Human Resource Specialties
•
FIGURE 1–1
HR Organization Chart
for a Large Organization
HR Organization Chart
for a Large Organization
•
FIGURE 1–2 HR Organizational Chart (Small Company)
•
FIGURE 1–3 Employment and Recruiting—Who Handles
It?
(Percentage of All Employers)
(Percentage of All Employers)
The Changing Environment of Human Resource
Management
•
FIGURE 1–4 Employment Exodus: Projected Loss of
Jobs and Wages
The Changing Role of Human Resource
Management
Ø TABLE 1–1 Technological
Applications for HR
High-Performance Work System Practices
•
Employment security
•
Selective hiring
•
Extensive training
•
Self-managed
teams/decentralized decision making
•
Reduced status distinctions
•
Information sharing
•
Contingent
(pay-for-performance) rewards
•
Transformational leadership
•
Measurement of management
practices
•
Emphasis on high-quality
work
Benefits of a High-Performance Work System (HPWS)
•
Generate more job
applicants
•
Screen candidates more
effectively
•
Provide more and better
training
•
Link pay more explicitly to
performance
•
Provide a safer work
environment
•
Produce more qualified
applicants per position
•
Hiring based on validated
selection tests
•
Provide more hours of
training for new employees
•
Conduct more performance
appraisals
Ø FIGURE 1–5 Five
Sample HR Metrics
Measuring HR’s Contribution
•
The HR Scorecard
Ø Shows the quantitative standards, or “metrics” the firm uses to
measure HR activities.
Ø Measures the employee behaviors resulting from these activities.
Ø Measures the strategically relevant organizational outcomes of
those employee behaviors.
The Human Resource Manager’s Proficiencies
•
New Proficiencies
Ø HR proficiencies
Ø Business proficiencies
Ø Leadership proficiencies
Ø Learning proficiencies
•
FIGURE 1–6 Effects CFOs Believe Human Capital Has
on Business Outcomes
HR Certification
•
HR is becoming more professionalized.
•
Society for Human Resource
Management (SHRM)
Ø SHRM’s Human Resource Certification Institute (HRCI)
v SPHR (senior professional in HR) certificate
v PHR (professional in HR) certificate
•
FIGURE 1–7
2004 SHRM® Learning System Module Descriptions
2004 SHRM® Learning System Module Descriptions
•
Managing within the Law
Ø Equal employment laws
Ø Occupational safety and health laws
Ø Labor laws
•
Managing Ethics
Ø Ethical lapses
Ø Sarbanes-Oxley in 2003
•
The Plan of This Book:
Basic Themes
•
HRM is the
responsibility of every manager.
•
HR managers must defend
their plans and contributions in measurable terms.
•
All personnel actions and
decisions have strategic implications.
•
All managers rely on
information technology.
•
Virtually every personnel
decision has legal implications.
Ø FIGURE 1–8 Strategy
and the Basic Human Resource Management Process
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