Ch1 HR

Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
Part 1 | Introduction
Chapter 1
Introduction to Human Resource Management
© 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

All rights reserved. The University of West Alabama
The Management Process
Planning
Controlling Organizing
Leading Staffing
© 2008 Prentice Hall, Inc. All rights reserved. 1–2

Human Resource Management at Work
• What Is Human Resource Management
(HRM)?
 The policies and practices involved in carrying out
the “people” or human resource aspects of a
management position, including recruiting,
screening, training, rewarding, and appraising.

Human Resource Management at Work
Acquisition
Fairness Training
Human
Resource
Management
Health and
(HRM) Appraisal
Safety
Labor Relations Compensating

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

Personnel Mistakes
• 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 in court because of discriminatory actions
• Have your company cited by OSHA for unsafe practices
• Have some employees think their salaries are unfair and
inequitable relative to others in the organization
• Allow a lack of training to undermine your department’s
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
company needs to achieve
its strategic goals.

Line and Staff Aspects of HRM
• Line manager
 A manager who is authorized to direct the work of
subordinates and is responsible for accomplishing
the organization’s tasks.
• Staff manager
 A manager who assists and advises line managers.

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

Human Resource Managers’ Duties
Line Function Coordinative

Line Authority Function
Implied Authority Functional Authority
Functions of
HR Managers
Staff Functions
Staff Authority
Innovator
Employee Advocacy

Human Resource Specialties
Recruiters
Labor Relations EEO

Specialists Coordinators
Human
Resource
Specialties
Training
Job Analysts
Specialists
Compensation
Managers

FIGURE 1–1
HR Organization Chart
for a Large Organization
Source: www.hr.wayne.edu/orgcharts.php. Accessed May 6, 2007.

FIGURE 1–2 HR Organizational Chart (Small Company)

The Changing Environment of
Human Resource Management
Globalization Trends
Technological Trends
Changes and Trends
in Human Resource
Management
Trends in the Nature of Work
Workforce Demographic Trends

FIGURE 1–4 Employment Exodus: Projected Loss of Jobs and Wages
Source: Michael Schroeder, “States Fight Exodus of Jobs,” Wall Street Journal, June 3,
2003, p. 84. Reproduced with permission of Dow Jones & Co. Inc. via Copyright Clearance
Center.
The Changing Role of
Human Resource Management
Strategic Human
Resource
Management
Managing with the New Creating High-

HR Scorecard Responsibilities Performance Work
Process for HR Managers Systems
Measuring the HRM

Team’s Performance

TABLE 1–1 Technological Applications for HR
Application Service Providers (ASPs) and technology outsourcing

Web portals
PCs and high-speed access
Streaming desktop video
The mobile Web and wireless net access
E-procurement
Internet- and network-monitoring software
Bluetooth
Electronic signatures
Electronic bill presentment and payment
Data warehouses and computerized analytical programs

High-Performance Work System Practices
• Employment security
• Selective hiring
• Extensive training
• Self-managed teams/decentralized decision making
• Reduced status distinctions
• Information sharing
• Contingent (pay-for-performance) rewards
• Transformational leadership
• Measurement of management practices
• Emphasis on high-quality work

Benefits of a High-Performance
Work System (HPWS)
• Generate more job applicants
• Screen candidates more effectively
• Provide more and better training
• Link pay more explicitly to performance
• Provide a safer work environment
• Produce more qualified applicants per position
• Hiring based on validated selection tests
• Provide more hours of training for new employees
• Conduct more performance appraisals
Measuring HR’s Contribution
• The HR Scorecard
 Shows the quantitative standards, or
“metrics” the firm uses to measure
HR activities.
 Measures the employee behaviors
resulting from these activities.
 Measures the strategically relevant
organizational outcomes of those
employee behaviors.

The Human Resource Manager’s
Proficiencies
• New Proficiencies
 HR proficiencies
 Business proficiencies
 Leadership proficiencies
 Learning proficiencies

FIGURE 1–6 Effects CFOs Believe Human Capital Has on Business Outcomes
Source: Steven H. Bates, “Business Partners,” HR Magazine, September 2003, p. 49. Reproduced
with permission of the Society for Human Resource Management via Copyright Clearance Center.
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
 PHR (professional in HR)
certificate

The Human Resource Manager’s
Proficiencies (cont’d)
• Managing within the Law
 Equal employment laws
 Occupational safety and health laws
 Labor laws
• Managing Ethics
 Ethical lapses
 Sarbanes-Oxley in 2003

The Plan of This Book: Basic Themes
• HRM is the responsibility of every manager.
• HR managers must defend their plans and
contributions in measurable terms.
• All personnel actions and decisions have strategic
implications.
• All managers rely on information technology.
• Virtually every personnel decision has legal
implications.

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Human Resource

Introduction to Human Resource Management

© 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

© 2008 Prentice Hall, Inc. All rights reserved. 1–2

© 2008 Prentice Hall, Inc. All rights reserved. 1–3

Labor Relations Compensating

© 2008 Prentice Hall, Inc. All rights reserved. 1–4

© 2008 Prentice Hall, Inc. All rights reserved. 1–5

© 2008 Prentice Hall, Inc. All rights reserved. 1–6

© 2008 Prentice Hall, Inc. All rights reserved. 1–7

© 2008 Prentice Hall, Inc. All rights reserved. 1–8

© 2008 Prentice Hall, Inc. All rights reserved. 1–9

Line Function Coordinative

© 2008 Prentice Hall, Inc. All rights reserved. 1–10

Labor Relations EEO

© 2008 Prentice Hall, Inc. All rights reserved. 1–11

Source: www.hr.wayne.edu/orgcharts.php. Accessed May 6, 2007.

© 2008 Prentice Hall, Inc. All rights reserved. 1–13

Workforce Demographic Trends

© 2008 Prentice Hall, Inc. All rights reserved. 1–14

Managing with the New Creating High-

Measuring the HRM

© 2008 Prentice Hall, Inc. All rights reserved. 1–16

Application Service Providers (ASPs) and technology outsourcing

© 2008 Prentice Hall, Inc. All rights reserved. 1–17

© 2008 Prentice Hall, Inc. All rights reserved. 1–18

© 2008 Prentice Hall, Inc. All rights reserved. 1–20

© 2008 Prentice Hall, Inc. All rights reserved. 1–21

© 2008 Prentice Hall, Inc. All rights reserved. 1–23

 Occupational safety and health laws

© 2008 Prentice Hall, Inc. All rights reserved. 1–24

© 2008 Prentice Hall, Inc. All rights reserved. 1–25

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