15th Edition by Author : Gary Dessler

Copyright 2017
Recruitment, Placement, and
Talent Management Training and Development

Introduction to
Human
Resource
Management

Enrichment Topics in Human

Compensation
Resource Management
All about Human Equal
HRM Strategy
Resource Opportunity and
and Analysis
Management the Law
 Job Analysis
Personnel
and the Talent
Planning and
Management
Recruiting
Process

Employee
Interviewing
Testing and
Candidates
Selection
Training and Performance Managing
Developing Management Careers and
Employees and Appraisal Retention
 Pay for
Establishing
Performance Benefits and
Strategic Pay
and Financial Services
Plans
Incentives
 Managing Human
Labor Relations
Building Positive Resources in
and Collective Safety, Health, and Managing Global
Employee Small
Bargaining Risk Management Human Resources
Relations Entrepreneurial
Agreement
Firms
Learning Objectives:

1. Explain what human resource management is and

how it relates to the management process.

2. Briefly discuss and illustrate each of the important

trends influencing human resource management.

3. Briefly describe “distributed HR” and other

important aspects of human management today.

4. List at least four important human resource

manager competencies.
 - Is the process of acquiring, training, appraising, and compensating employees, and of attending to their
labor relations, health and safety, and fairness concerns.

● Conducting job analyses (determining the nature of each employee’s job).

- You may well end up as your own
human resource manager.
●● 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 employees, and developing managers.
●● Building employee relations and engagement.

And what a manager should know about:

●● Equal opportunity and affirmative action.
●● Employee health and safety.
●● Handling grievances and labor relations
The Management Process:

● ● Planning. Establishing goals and standards; ● To have your employees not doing their best.
developing rules and procedures; developing plans and
forecasts
● To hire the wrong person for the job.
● To experience high turnover.
●● Organizing. Giving each subordinate a specific task;
establishing departments; delegating authority to
● To have your company in court due to your
subordinates; establishing channels of authority and discriminatory actions.
communication; coordinating the work of subordinates
● To have your company cited for unsafe practices.
●● Staffing. Determining what type of people should be ● To let a lack of training undermine your department’s
hired; recruiting prospective employees; selecting
employees; setting performance standards;
effectiveness.
compensating employees; evaluating performance; ● To commit any unfair labor practices.
counseling employees; training and developing
employees

●● Leading. Getting others to get the job done;

maintaining morale; motivating subordinates

●● Controlling. Setting standards such as sales quotas,

quality standards, or production levels; checking to see
how actual performance compares with these standards;
taking corrective action as needed
1. Placing the right person in 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 company’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining departmental morale
10. Protecting employees’ health and physical condition
Examples of Duties :
● Recruiters: Maintain contacts within the community and
perhaps travel extensively to search for qualified job
applicants.
● Equal employment opportunity (EEO) representatives or
affirmative action coordinators: Investigate and resolve EEO
grievances, examine organizational practices for potential
violations, and compile and submit EEO reports.
● Job analysts: Collect and examine detailed information
about job duties to prepare job descriptions.
● Compensation managers: Develop compensation plans
and handle the employee benefits program.
● Training specialists: Plan, organize, and direct training
activities.
● Labor relations specialists: Advise management on all
aspects of union–
management relations.
1. Shared Services
- For transactional arrangement

2. Specialized corporate HR teams within a company.

- These assist top management in top-level issues such as developing the personnel aspects
of the company’s long-term strategic plan.

3. Embedded HR teams
- have HR generalists (also known as “relationship managers” or “HR business partners”)
assigned to functional departments like sales and production.

4. Centers of expertise
- are basically specialized HR consulting firms within the company. For example, one center
might provide specialized advice in areas such as organizational change to all
the company’s various units.
1. The use of Facebook, Linked in, Twitter and other Social Media Platforms to recruit new
employees.

2. Employers use new mobile applications, for instance, to monitor employee location and to
provide digital photos at the facility clock-in location to identify workers.

3. The feedback, fun, and objectives inherent in gaming support many new training
applications, and websites such as Knack, Gild, and True Office enable employers to inject
gaming features into training, performance appraisal, and recruiting. Cloud computing and
more intuitive user interfaces. enable employers to monitor and report on things like a
team’s goal attainment and to provide real-time evaluative feedback.

4. Data analytics basically means using statistical techniques, algorithms, and problem-
solving to identify relationships among data for the purpose of solving particular problems
(such as what are the ideal candidate’s traits, or how can I tell in advance which of my best
employees is likely to quit?).
1. HR and Strategy
2. Manage employee performance-improvement efforts.
3. Measure Performance
- Measure the company’s skills and what skills they
don’t have (Chapter 3)

4. HR and Evidence – based management

- This is the use of data, facts, analytics, scientific rigor,
critical evaluation, and critically evaluated
research/case studies to support human resource
management proposals, decisions, practices, and
conclusions.

5. HR and Adding Value

- helping the firm and its employees improve in a
measurable way as a result of the human resource
manager’s actions.

6. HR and Performance and Sustainability

7. HR and Employee Engagement

- refers to being psychologically involved in, connected
to, and committed to getting one’s jobs done.

 they must “speak the CFO’s
language” by defending
human resource plans in
measurable terms (such as
return on investment).
 They must be able to formulate
and implement large-scale
organizational changes, drive
employee engagement, and
redesign organizational
structures and work processes.
Today’s HR manager should be able to exhibit:
●● Leadership & Navigation
- The ability to direct and contribute to initiatives and processes within the
organization.
●● Ethical Practice The ability to integrate core values, integrity, and
accountability throughout all organizational and business practices.
●● Business Acumen The ability to understand and apply information with
which to contribute to the Organization’s strategic plan.
●● Relationship Management The ability to manage interactions to provide
service and to support the organization.
●● Consultation The ability to provide guidance to organizational
stakeholders.
●● Critical Evaluation The ability to interpret information with which to make
business decisions and recommendations.
●● Global & Cultural Effectiveness The ability to value and consider the
perspectives and backgrounds of all parties.
●● Communication The ability to effectively exchange information with
stakeholders.
Talent Acquisition & Retention
Employee Engagement
Learning & Development
Total Rewards
Structure of the HR Function
Organizational Effectiveness & Development
Employee Relations
Technology & Data
HR in the Global Context
Diversity & Inclusion
Risk Management
Corporate Social Responsibility
Business & HR Strategy