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Chapter 1 - Intro To HRM

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332 views13 pages

Chapter 1 - Intro To HRM

Uploaded by

Nur Firdaus
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Human Resource Management

Fifteenth Edition, Global Edition

Chapter 1
Introduction to Human
Resource management

Copyright © 2019 Pearson Education, Ltd. All Rights Reserved


Learning Objectives
1. Define human resource management.
2. Identify the human resource management functions.
3. Describe who performs human resource
management activities.
4. Explain how HR serves as a strategic business
partner.
5. Identify the elements of the dynamic HRM
environment.
6. Describe the human resource management
profession.
Copyright © 2019 Pearson Education, Inc. 1-2
LO 1
Human Resource Management (HRM)

 Utilization of individuals to achieve


organizational objectives
 Concern of all managers at every level
 Face a multitude of challenges

Copyright © 2019 Pearson Education, Inc. 1-3


LO 2
Human Resource Management
Functions

Copyright © 2019 Pearson Education, Inc. 1-4


LO 2
Interrelationships of HRM
Functions
 All HRM functions are interrelated so that
each function affects the others
 For example, a pay-for-performance
compensation plan depends upon reliable
and valid performance appraisal practices

Copyright © 2019 Pearson Education, Inc. 1-5


LO 3
Who Performs Human
Resource Management Tasks?

 Human resource professionals


 Line managers
 HR outsourcing
 HR shared service centers
 Professional employer organization
(employee leasing)

Copyright © 2019 Pearson Education, Inc. 1-6


LO 4
HR as a Strategic Business Partner

 HR professionals must understand the company’s


business (e.g., sale of medical equipment)
 HR professionals must use this knowledge to
support competitive advantage
 Recruit and select the most highly qualified individuals
 Manage performance and compensate based on
performance that supports competitive advantage
 HR development such as training to ensure that
employees are as knowledgeable as possible about their
jobs

Copyright © 2019 Pearson Education, Inc. 1-7


LO 4
Employees as Human Capital
 Capital  refers to the factors that enable companies, for
example, to generate income, higher economic value,
strong positive brand identity, and reputation. There is a
variety of capital, including financial capital:
 Cash
 Capital equipment (for example, state-of-the-art robotics used in
manufacturing)

 Human capital, as defined by economists, refers to sets of


collective skills, knowledge, and ability that employees can apply to
create value for their employers

Copyright © 2019 Pearson Education, Inc. 1-8


LO 5
Dynamic Human Resource
Management Environment

Copyright © 2019 Pearson Education, Inc. 1-9


LO 8
Human Resource Management in
Small Businesses

 Many college graduates obtain jobs in


small businesses
 Same HR functions must be accomplished
 Manner in which they are accomplished
may differ

Copyright © 2019 Pearson Education, Inc. 1-10


LO 10

Describe the HR Profession


Various designations are used within the HR
profession:
 Executive: A top-level manager who reports directly to the
corporation’s CEO or to the head of a major division

 Generalist: Employee who may be an executive, performs


tasks in a variety of several or all of the six functional
areas of HRM

 Specialist: Employee who may be an HR executive,


manager, or non-manager who is typically concerned with
only one of the six functional areas of HRM

Copyright © 2019 Pearson Education, Inc. 1-11


LO 10
Human Resource Executives,
Generalists, and Specialists

Copyright © 2019 Pearson Education, Inc. 1-12


LO 10
Competency Model for HR
Professionals

Copyright © 2019 Pearson Education, Inc. 1-13

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