Dessler Ch1

download Dessler Ch1

of 45

  • date post

    01-Dec-2014
  • Category

    Documents

  • view

    75
  • download

    1

Embed Size (px)

Transcript of Dessler Ch1

A Framework for Human Resource Management, 5th ed. Gary Dessler

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 1

Managing Human Resources TodayCh 1

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 2

When you finish studying this chapter, you should be able to:

Answer the question, What is human resource management? Discuss the components of the changing environment of human resource management. Describe the nature of strategic planning. Give examples of human resource managements role as a strategic partner.

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 3

What is Human Resource Management? Human resource (HR) management- refers to the practices and policies you need to carry out the personnel aspects of your management job

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 4

Human Resource Management Conducting job analyses Planning labor needs and recruiting job candidates Selecting job candidates Orienting and training new employees Managing wages and salariesCopyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 5

Human Resource Management (cont.) Providing incentives and benefits Appraising performance Communicating Training and developing Building employee commitment

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 6

What a Manager Should Know About Equal opportunity, ethics, and affirmative action Employee health and safety, and ethical treatment Grievance and labor relations

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 7

Why Is HR Management Important to All Managers?Personnel mistakes you dont want to make: Having your employees not performing at peak capacity Hiring the wrong person for the job Experiencing high turnover Finding employees not doing their best Having your company taken to court because of your discriminatory actionsCopyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 8

Why Is HR Management Important to All Managers? (cont.)Personnel mistakes you dont want to make: Having your company cited under federal occupational safety laws for unsafe practices Allowing a lack of training to undermine your departments effectiveness Committing any unfair labor practicesCopyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 9

Line Versus Staff Authority Authority- the right to make decisions, to direct the work of others, and to give orders

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 10

Line Versus Staff Authority (cont.) Line managers- authorized to give orders

Line managers are associated with managing functions (like sales or production) that the company needs to exist

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 11

Line Versus Staff Authority (cont.) Staff managers- assist and advise line managers in accomplishing these goals

Staff managers generally run departments that are advisory or supportive, like purchasing, human resource management, and quality controlCopyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 12

Line Managers HR Responsibilities Placing the right person in the right job Starting new employees in the organization Training employees for jobs that are new to them Improving the job performance of each person Gaining creative cooperation and developing smooth working relationshipsCopyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 13

Line Managers HR Responsibilities (cont.) Interpreting the companys policies and procedures Controlling labor costs Developing the abilities of each person Creating and maintaining departmental morale Protecting employees health and physical conditionsCopyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 14

Human Resource Departments Management Responsibilities Compensation and benefits Recruiting Training and development Job analysis Equal employment opportunity Labor relations

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 15

Insert figure 1.1

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 16

HR in Small Business Small firms generally don't have the critical mass required for a full-time human resource manager.

Their human resource management tends to be ad hoc and informal.

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 17

HRs Changing Role The metamorphosis of personnel into human resource management reflects the fact that in todays business environment, highly trained and committed employees are often a firms main real sustainable competitive advantage.

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 18

HRs Changing Environment Globalization- refers to firms tendency to extend their sales, ownership, and/or manufacturing to new markets abroad

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 19

HRs Changing Environment Technological advances Nature of work- service jobs - outsourcing - human capital

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 20

Workforce Trends

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 21

HRs Changing Environment Growing emphasis on knowledge workers and human capital Human capital- refers to the knowledge, education, training, skills, and expertise of a firms workers

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 22

Demographic and Workforce Trends Labor force growth is not expected to keep pace with job growth Labor force is getting older Shift to nontraditional workers

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 23

Gen Y May be the most high maintenance workforce in the history of the world Their capacity for using information technology will also make them the most high-performing

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 24

The Strategic Role of Human Resource Management Main responsibility facing human resource managers is to institute policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic goals

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 25

The Strategic Role of Human Resource Management (cont.) Strategy- the companys plan for how it will balance its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 26

HRs Role in Executing Strategy Study found that mergers and/or acquisitions in which the human resource teams had been involved were more likely to have been successful

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 27

Strategy and HR Albertsons Albertsons human resource management team chose a computer system from Unicru of Portland, Oregon that collects and analyzes the information entered by applicants online. It ranks applicants based on the extent to which they exhibit the customer-focused traits that predict success in retail jobs and helps track candidates throughout the screening process.

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 28

Two Strategic Human Resource Challenges1. Focus on boosting competitiveness, reducing costs, and improving employee performance 2. Be more involved in both formulating and implementing company strategy

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 29

Corporate Strategy

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 30

Basics of Strategic Planning Corporate-level strategy- identifies the portfolio of businesses that comprise the company and the ways in which these businesses relate to each other

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 31

Basics of Strategic Planning Business-level/competitive strategy- identifies how to build and strengthen the businesss long-term competitive position in the marketplace

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 32

HR and Competitive Advantage Competitive advantage- any factors that allow an organization to differentiate its product or service from those of its competitors to increase market share

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 33

Basics of Strategic Planning Functional strategies- identify the basic courses of action that each of the businesss departments will pursue in order to help the business attain its competitive goals

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 34

Strategic Human Resource Management Strategic human resource management- formulating and executing HR systems that produce the employee competencies and behaviors the company needs to achieve its strategic aims

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 35

Linking Corporate and HR Strategies

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

1- 36

HRs Role in Formulating Strate