dessler_ch1_08-09 - Human Resource Human Management...

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Unformatted text preview: Human Resource Human Management Management 1 ELEVENTH EDITION G A R Y D E S S L E R Part 1 | Introduction Chapter 1 Introduction to Human Resource Management The Management Process Planning Controlling Organizing Leading Staffing 1–2 Nature of Human Resource Management • Purpose of Human Resource Management To improve the productive contribution of people to To the organization the • Purpose of studying Human Resource To understand what Human Resource Managers do To and what they should do in order to enhance the contribution of people to the organization’s productivity productivity 1–3 Value of Human Resource • “The only resource that one organization has The that cannot be duplicated by any other organization is its people” (Kenichi Ohmae) organization • “We believe that what sets most successful We organizations apart is how they manage human resources. The ability to achieve and sustain competitive advantage lies within the workforce” (Milkovich & Boudreau) (Milkovich • “Our employees are our customers’ greatest Our asset. To be the employer of choice, we must hire and develop employees that our customers would want” (David Ulrich) would 1–4 Human Resource Management at Work • What Is Human Resource Management What (HRM)? (HRM)? The policies and practices involved in carrying out The the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising. screening, 1–5 Objectives and activities of Human Objectives Resource Management Resource • • • • Societal objective Organizational objective Functional objective Personal objective 1–6 Societal Objective • Socially responsible to the needs and Socially challenges of the society challenges • Minimize the negative impact of social Minimize responsibility’s demand upon the organization responsibility’s • Achieve a harmony between organizational Achieve objective and societal objective objective 1–7 Organizational Objective • Make contribution to organizational Make effectiveness effectiveness • Assist the organization with its primary Assist objectives objectives • HRM department exists to serve the rest of the HRM organization organization 1–8 Functional Objective • Maintain the HRM Department’s contribution at Maintain a level appropriate for the organization’s needs level Personal Objective Objective • Assist employee in achieving their personal goals which help to enhance the individual’s contribution to the organization or to enhance staff retention and motivation retention 1–9 Human Resource Management at Work Planning and Selection Acquisition Development & Evaluation Fairness Human Resource Management (HRM) Training Health and Safety Appraisal Compensating Compensation & protection Labor Relations Employee relations 1–10 Line and Staff Aspects of HRM • Line manager A manager who is authorized to direct the work of manager subordinates and is responsible for accomplishing the organization’s tasks. the • Staff manager A manager who assists and advises line managers. 1–11 Human Resource Managers’ Duties Line Function Line Authority Implied Authority Coordinative Function Functional Authority Functions of HR Managers Staff Functions Staff Authority Innovator Employee Advocacy 1–12 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 Gaining relationships 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 1–13 Personnel Aspects of a Manager’s Job • • • • • • • • • Conducting job analyses Conducting 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 Communicating Training and developing managers Building employee commitment 1–14 Human Resource Specialties Recruiters Labor Relations Specialists Training Specialists Human Resource Specialties EEO Coordinators Job Analysts Compensation Managers 1–15 FIGURE 1–1 HR Organization Chart for a Large Organization Source: www.hr.wayne.edu/orgcharts.php. Accessed May 6, 2007. 1–16 FIGURE 1–2 HR Organizational Chart (Small Company) 1–17 FIGURE 1–3 Employment and Recruiting—Who Handles It? (Percentage of All Employers) Note: Length of bars represents prevalence of activity among all surveyed employers. Source: HR MAGAZINE, BNA/Society for Human Resource Management, 2002. Reproduced with permission via Copyright Clearance Center. 1–18 The Human Resource Management Model • HRM should be viewed as an OPEN system • HRM comprises activities which form an HRM interconnected sub-system with boundaries and is affected by the external environment is 1–19 The Changing Environment of The Human Resource Management Human Globalization Trends Changes and Trends in Human Resource Management Technological Trends Trends in the Nature of Work Workforce Demographic Trends 1–20 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. 1–21 The Human Resource Manager’s The Proficiencies Proficiencies • New Proficiencies HR proficiencies Business proficiencies Leadership proficiencies Learning proficiencies 1–22 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. 1–23 HR Certification • HR is becoming more professionalized. • Society for Human Resource Management Society (SHRM) (SHRM) SHRM’s Human Resource Certification SHRM’s Institute (HRCI) Institute SPHR (senior professional in HR) SPHR certificate certificate PHR (professional in HR) PHR certificate certificate 1–24 FIGURE 1–7 2004 SHRM® Learning System Module Descriptions 1–25 The Human Resource Manager’s The Proficiencies (cont’d) Proficiencies • Managing within the Law Equal employment laws Occupational safety and health laws Labor laws • Managing Ethics Ethical lapses 1–26 ...
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