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Chapter 1

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19 views12 pages

Chapter 1

Uploaded by

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

Management
ELEVENTH EDITION
1
GARY DESSLER

Part 1 | Introduction

Chapter 1

Introduction to Human Resource Management

© 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook


All rights reserved. The University of West Alabama
After studying this chapter, you should be able to:

1. Explain what human resource management is and how


it relates to the management process.
2. Give at least eight examples of how all managers can
use human resource management concepts and
techniques.
3. Illustrate the human resources responsibilities of line
and staff (HR) managers.
4. Provide a good example that illustrates HR’s role in
formulating and executing company strategy.
5. Write a short essay that addresses the topic: Why
metrics and measurement are crucial to today’s HR
managers.
6. Outline the plan of this book.
© 2008 Prentice Hall, Inc. All rights reserved. 1–2
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,
screening, training, rewarding, and appraising.

© 2008 Prentice Hall, Inc. All rights reserved. 1–3


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.

© 2008 Prentice Hall, Inc. All rights reserved. 1–4


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.

© 2008 Prentice Hall, Inc. All rights reserved. 1–5


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

© 2008 Prentice Hall, Inc. All rights reserved. 1–6


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

© 2008 Prentice Hall, Inc. All rights reserved. 1–7


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
© 2008 Prentice Hall, Inc. All rights reserved. 1–8
Measuring HR’s Contribution
• The HR Scorecard
 Shows the quantitative standards, or
“metrics” the firm uses to measure
HR activities.
 Measures the employee behaviors
resulting from these activities.
 Measures the strategically relevant
organizational outcomes of those
employee behaviors.

© 2008 Prentice Hall, Inc. All rights reserved. 1–9


The Human Resource Manager’s
Proficiencies
• New Proficiencies
 HR proficiencies

 Business proficiencies

 Leadership proficiencies

 Learning proficiencies

© 2008 Prentice Hall, Inc. All rights reserved. 1–10


• HR proficiencies represent traditional knowledge and
skills in areas such as employee selection, training,
and compensation.
• Business proficiencies reflect human resource
professionals’ new strategic role.
For example, to assist the top management team in
formulating strategies, he human resource manager needs to
be familiar with strategic planning, marketing, production,
and finance.
They must also be able to “speak the CFO’s language,” by
explaining human resources activities in financially
measurable terms, such as return on investment, pay back
period, and cost per unit of service.

11
• HR managers also require leadership proficiencies.
For example, they need the ability to work with and lead
management groups, and to drive the changes required.

• Finally, because the competitive landscape is changing so


quickly and new technologies are being continually
introduced, the human resource manager needs learning
proficiencies.
He or she must have the ability to stay in touch of and
apply all the new technologies and practices affecting the
profession.

12

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