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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.
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.
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Intro to HRM

Asks (2) questions:

1. Does it matter?
2. Why does it matter?

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 Human Resources
• Organization

➢ People with formally assigned roles who work together to

achieve the organization’s goals.

• Manager

➢ The person responsible for accomplishing the organization’s

goals, and who does so by managing the efforts of the
organization’s people.
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In what ways can we
improve profit &
performance ?

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 The Management Process

Planning

Controlling Organizing

Leading Staffing
 Planning Organizing

● Establishing goals and ● Giving each subordinate a

standards, specific task
● Developing rules and ● Establishing departments
procedures ● Delegating authority to
● Developing plans and subordinates,
forecasting. ● Establishing channels of
authority and
communication,
● Coordinating subordinates
work

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Staffing Leading
● Determine what type of
people you should hire ● Getting others to get
● Recruiting prospective
the job done
employees ● Maintain morale
● Selecting employees ● Motivating
● Training and developing
subordinates
employees
● Setting performance
standards
● evaluating performance
● counseling employees
● compensating employees 11
 Controlling

Setting standards Check to see how Taking corrective

actual performance actions as needed
example : Sales compares to
quotas ,quality standards
standards or
production levels

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 Human Resource Management Processes

Acquisition

Fairness Training

Human
Resource
Management
Health and Safety (HRM) Appraisal

Labor Relations Compensation

Copyright © 2011 Pearson Education 1–13

Aspects of a • Conducting job analysis
Manager’s • Planning labor needs and recruiting job candidates
Job
• Selecting job candidates

• Orienting and training new employees

• Managing wages and salaries

• Providing incentives and benefits

• Appraising performance

• Communicating

• Training and developing managers

• Building employee commitment

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Personnel
Mistakes

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 Hire the wrong person for the job:

Avoid Personnel ● Experience high turnover

Mistakes
● 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
departments effectiveness
● Commit any unfair labor practices
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Basic HR Concepts

• The bottom line of

managing:
Getting results

• HR creates value
by: engaging in
activities that help
employees to
achieve an org.
strategic goals.

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 Line and Staff Aspects of HRM

• Line Manager

➢ Is authorized (has
line authority) to
direct the work of
subordinates and is
responsible for
accomplishing the
organization’s tasks.

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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
 Staff Manager &
Authority

• Staff Manager

➢ Assists and advises

line managers.

➢ Has functional
authority to coordinate
personnel activities
and enforce
organization policies.

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 Human Resource Managers’ Duties

Functions of
HR Managers

Line Function Coordinative Staff Functions

Line Authority Function Staff Authority
Implied Authority Functional Authority Innovator/Advocacy
FIGURE 1–2 Human Resources Organization Chart for a Small Company
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 Human Resource Specialties

Recruiter

Labor relations
specialist EEO coordinator
Human
Resource
Specialties
Training specialist Job analyst

Compensation
manager

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New Approaches to
Organizing HR
● Transactional HR
● Corporate HR
● Embedded HR
● Centers of Expertise

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 FIGURE 1–4 Trends Shaping Human Resource Management

Copyright © 2011 Pearson Education 1–27

Why Do organizations want to Globalize

● Sales Expansion
● Some manufacturers seek new foreign products and services to sell, and to
cut labor costs.
● Forming partnerships

Globalization therefore brings both benefits and threats.

● For consumers it means lower prices and higher quality on products from
computers to cars, but
● For workers it means the prospect of working harder, and perhaps less secure
jobs.

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Trends in the Nature of Work

Changes in How We Work

High-Tech Service Knowledge Work and

Jobs Jobs Human Capital

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Workforce and Demographic Trends

Demographic Trends

Generation “Y”
Trends Affecting
Human Resources
Retirees

Nontraditional Workers

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Demographics

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 Meeting Today’s HRM Challenges

The New Human Resource

Managers

Acquire broader
Find new ways to
Focus more on business
provide
“big picture” knowledge and
transactional
(strategic) issues new HRM
services
proficiencies

Copyright © 2011 Pearson Education 1–35

 TABLE 1–2 Some Technological Applications to Support HR

Technology How Used by HR

Application service providers ASPs provide software application, for instance, for processing
(ASPs) and technology employment applications. The ASPs host and manage the services
outsourcing for the employer from their own remote computers

Web portals Employers use these, for instance, to enable employees to sign up
for and manage their own benefits packages and to update their
personal information

Streaming desktop video Used, for instance, to facilitate distance learning and training or to
provide corporate information to employees quickly and
inexpensively

Internet- and network- Used to track employees’ Internet and e-mail activities or to monitor
monitoring software their performance

Electronic signatures Legally valid e-signatures that employers use to more expeditiously
obtain signatures for applications and record keeping

Electronic bill presentment Used, for instance, to eliminate paper checks and to facilitate
and payment payments to employees and suppliers

Data warehouses and Help HR managers monitor their HR systems. For example, they
computerized analytical make it easier to assess things like cost per hire, and to compare
programs current employees’ skills with the firm’s projected strategic needs

Copyright © 2011 Pearson Education 1–36

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High-Performance
Work Systems

• Increase productivity and performance by:

➢ Recruiting, screening and hiring more effectively

➢ Providing increased and better training

➢ Paying higher wages

➢ Providing a safer work environment

➢ Linking pay to performance

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 Managing Ethics
• Ethics

➢ Standards that someone

uses to decide what 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 39

HR Certification
• HR is becoming more professionalized.
• Society for Human Resource Management (SHRM)
➢ SHRM’s Human Resource Certification Institute (HRCI)
❖ SPHR (Senior Professional in HR) certificate
❖ GPHR (Global Professional in HR) certificate
❖ PHR (Professional in HR) certificate
KEY TERMS

organization
manager
management process
human resource management (HRM)
authority
line authority
staff authority
line manager
staff manager
functional authority
globalization
human capital

Copyright © 2011 Pearson Education 1–41