Trt_mgt351 Chapter 1

5/28/2018 Trt_mgt351 Chapter 1

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PowerPoint Presentation by Charlie Cook

The University of West Alabama

Chapter 1

Introduction to

Human Resource

Management

Part One | Introduction

Copyright 2011 Pearson Education, Inc.

publishing as Prentice Hall


2/20Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 12

Human Resource Management at Work

What Is Human Resource Management (HRM)?

The process of acquiring, training, appraising, and compensatingemployees, and of attending to their labor relations, health and

safety, and fairness concerns.

Organization

People with formally assigned roles who work together toachieve the organizations goals.

Manager

The person responsible for accomplishing the organizations

goals, and who does so by managing the efforts of the

organizations people.



The Management Process

Planning

Organizing

Leading Staffing

Controlling



Human Resource Management Process

Acquisition

Training

Appraisal

CompensationLabor Relations

Health and Safety

Fairness

Human

Resource

Management

(HRM)



Personnel Aspects of a Managers Job

Conducting job analyses (determining the nature of each

employees job) Planning labor needs and recruiting job candidates

Selecting job candidates

Orienting and training new employees

Managing wages and salaries (compensating employees)

Providing incentives and benefits

Appraising performance

Communicating (interviewing, counseling, disciplining)

Training and developing managers

Building employee commitment



Personnel Mistakes

Hire the wrong person for the job

Experience high turnover

Have people not doing their best

Waste time with useless interviews

Have your firm in court because of discriminatory actions

Have your firm cited by occupational safety laws for unsafepractices and accidents

Have some employees think their salaries are unfair relative to

others in the organization

Allow a lack of training to undermine the departments 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

organization needs to achieve its strategic goals.



Line and Staff Aspects of HRM

Line Manager

Is authorized (has line authority) to direct the work ofsubordinates and is responsible for accomplishing the

organizations tasks.

Staff Manager

Assists and advises line managers. Has functional authority to coordinate personnel activities

and enforce organization policies.



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 smoothworking relationships

6. Interpreting the firms policies and procedures

7. Controlling labor costs

8. Developing the abilities of each person9. Creating and maintaining department morale

10. Protecting employees health and physical condition


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Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 110

Human Resource Managers Duties

Line FunctionLine Authority

Staff FunctionsStaff Authority

Functions of

HR Managers

oordinativeFunction

Functional Authority


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Human Resource Specialties

Recruiter

Equal Employment

Opportunity (EEO)

coordinator

Labor relations

specialist

Training specialist Job analyst

Compensation

manager

Human

Resource

Specialties


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New Approaches to Organizing HR

Transactional HR

group

Corporate

HR group

Embedded

HR unit

New HR Services Groups

Centers of

Expertise


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Definitions

Globalization

The tendency of firms to extend their sales, ownership, and/ormanufacturing to new markets abroad.

Human capital

The knowledge, education, training, skills, and expertise of a

firms workers.


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Important Trends in HRM

The New HR

Managers

High-Performance

Work Systems

Strategic

HRM

Evidence-Based

HRM

Managing

Ethics

HR

Certification

HumanResource

Management

Trends


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Meeting Todays HRM Challenges

Focus more on

big picture

(strategic) issues

Find new ways to

provide

transactional

services

The New Human Resource

Managers

Acquire new

HRM

proficiencies


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High-Performance Work Systems

High-Performance Work Systems (HPWS)

A set of HRM policies and practices that together producesuperior employee performance.

Increase productivity and performance by:

Recruiting, screening and hiring more effectively

Providing more and better training Paying higher wages

Providing a safer work environment

Linking pay to performance


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Evidence-Based HRM

Actual

measurements

Existing

data

Providing Evidence for

HRM Decision Making

Research

studies


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Managing Ethics

Ethics

Standards that someone uses to decidewhat his or her conduct should be

HRM-related Ethical Issues

Workplace safety

Security of employee records Employee theft

Affirmative action

Comparable work

Employee privacy rights


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HR Certification

HR is becoming more professionalized.

Society for Human Resource Management (SHRM)

SHRMs Human Resource Certification Institute (HRCI)

SPHR (Senior Professional in HR) certificate

GPHR (Global Professional in HR) certificate

PHR (Professional in HR) certificate


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Basic Themes

HRM is the responsibility of every manager.

The workforce is becoming increasingly diverse.

Current economic challenges require that HR managers develop

new and better skills to effectively and efficiently deliver and

manage HR services.

The intensely competitive nature of business today means humanresource managers must defend their plans and contributions in

measurable terms.

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