Introduction to Human

Resource
1 Management

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 Learning Objectives
1. Explain what human resource
management is and how it relates to the
management process.
2. Show with examples why human resource
management is important to all managers.
3. Illustrate the human resources
responsibilities of line and staff (HR)
managers.

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 Learning Objectives
4.Briefly discuss and illustrate each of the
important trends influencing human
resource management.
5.List and briefly describe important traits of
today’s human resource managers.
6.Define and give an example of evidence-
based human resource management.
7.Outline the plan of this book.
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 • An organization consists of people with
formally assigned roles who work together
to achieve the organization’s goals

• A manager is the person responsible for

accomplishing the organization’s goals, who
does so by managing the efforts of the
organization’s people.

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 What is human resource (HR)
management and why
is it important?

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 The Management Process
• Planning. Establishing goals and standards; developing rules and
procedures; developing plans and forecasting.
• 􏰀Organizing. Giving each subordinate a specific task; establishing
departments; delegating authority to subordinates; establishing
channels of authority and communication; coordinating subordinates’
work.
• 􏰀Staffing. Determining what type of people you should hire; recruiting
prospective employees; selecting employees; training and developing
employees; setting performance standards; evaluating performance;
counseling employees; compensating 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
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 Review

• Conducting job analyses (determining the nature of each

employee’s 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

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 Why Is Human Resource Management
Important to All Managers
• Hire the wrong person for the job
• Experience high turnover
• 􏰀Have your people not doing their best
• 􏰀Waste time with useless interviews
• 􏰀Have your company taken to court because of your discriminatory
actions
• 􏰀Have your company cited under federal occupational safety laws for
unsafe practices
• 􏰀Have some employees think their salaries are unfair relative to
others in the organization
• 􏰀Allow a lack of training to undermine your department’s
effectiveness
• Commit any unfair labor practice
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 Human Resource (HR)
Responsibilities of Line
and Staff Managers

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 Line and Staff Managers
• Line authority: gives managers the right to issue orders to other
managers or employees

• Staff authority: gives a manager the right to advise other managers

or employees. It creates an advisory relationship

• Line managers: managers with line authority

• Staff managers: staff (advisory) authority

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 Human Resource Duties
Line Managers Duties
• Job placement
• Orientation & Training
• Performance
• Cooperation
• Labor costs
• Ability Development
• Department morale
• Protecting employees’ health & physical condit.
1-11
 Human Resource Duties
Staff Managers
• Line function inside of
HR department
• Coordination
• Assist and advise

Sample HR organizational chart for a small

company
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Examples of human resource management specialties

• Recruiters. Search for qualified job applicants.

• Job analysts. Collect and examine information about jobs 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 relation

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Important Trends in Human
Resource Management

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 Trends in Human Resource
Management
• Globalization
• Competition
• Deregulation
• Increased indebtedness
• Technological innovation
• More high-tech & service jobs

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 Trends in Human Resource
Management
• More knowledge work
• Aging workforce
• Economic downturn
• De-leveraging
• Deregulation slowdown
• Slower economic growth

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 Globalization
• Firms extend sales, ownership and
manufacturing to other countries
• Sales expansion
• Lower labor costs
• Forming partnerships
• Offshoring

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 Indebtedness and
Deregulation
• Stock brokering by banks
• Lending practices
• No money down
• Spending > Income
• Balance of payments
• Treasury bonds
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 Technological Trends
• Smart phones
• Tablet computers
• Facebook
• Job seeking

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 Trends in the Nature of
Work
• High-tech jobs
• Service jobs
• Knowledge work
and human
capital

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 Workforce and
Demographic Trends

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 Demographic Trends

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 “Generation Y” Workers
• Considered to be high-performance
and high-maintenance
• Fair and direct supervisors
• Creative challenges
• Day 1 impact
• Small goals
• Faster and better workers
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 Retirees, Nontraditional
Workers, Workers from Abroad
• Bringing retirees back
• Multiple jobs
• Contingent workers
• Alternative work arrangements
• Workers from abroad

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 Economic Challenges and
Trends
• GNP growth boom 2001 – 2008
• Falling off a cliff
• Debt accumulation
• Worthless loans
• Economy tanks

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 Evidence-basedHuman
Resource Management

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 Review
• Globalization
• Indebtedness and deregulation
• Technology
• Trends in the nature of work
• Economic challenges and trends

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 TheNew Human Resource
Managers

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 Big Transactional
picture Services

The New
Human Talent
Competencies Resource Management
Managers
Performance,
results,
evidence- Employee Ethics
based Engagement
practice
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 Review
• Talent management
• Ethics
• Employee engagement
• Measurement
• Evidence-based management
• Value
• New competencies
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 Plan of the Book

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 Plan of the Book

• Practical tools
• HR as a profit center
• Strategic context
• Evidence-based HR

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 Review
• The HR process
• Importance
• HR responsibilities
• Trends

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 All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted, in
any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without the prior
written permission of the publisher. Printed in the United
States of America.

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