43592099-Dessler-Ch1-10-11-Teacher - Human Resource Human...

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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 Make-up lecture • Date: October 2, 2010 (Saturday) • Place: Lt-17 • Time: 10:30 am – 12:30 pm 1–2 The Management Process Planning Controlling Leading Organizing Staffing 1–3 Nature of Human Resource Management • Purpose of Human Resource Management To improve the productive contribution of people to To improve productive the organization the • Purpose of studying Human Resource To understand what Human Resource Managers do To understand and what they should do in order to enhance the enhance contribution of people to the organization’s contribution productivity productivity More important to the business operation 1–4 Value of Human Resource • “The only resource that one organization has that The only cannot be duplicated by any other organization is duplicated its people” (Kenichi Ohmae) its • “We believe that what sets most successful We most organizations apart is how they manage human resources. The ability to achieve and sustain competitive advantage lies within the workforce” competitive (Milkovich & Boudreau) (Milkovich • “Our employees are our customers’ greatest Our employees asset. To be the employer of choice, we must hire asset To and develop employees that our customers would and our want” (David Ulrich) want 1–5 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. 1–6 HR role continues to evolve (Current trend) trend) “We are seeing demand for HR We professionals is on the rise, as the intention to hire quality human capital grows,” says Francis Mok, president of the HK grows Institute of Human Resource Management (from SCMP, August 14, 2010) SCMP, 1–7 Human Resource Management at Work • What Is Human Resource Management What (HRM)? (HRM)? The policies and practices involved in carrying out The policies practices the “people” or human resource aspects of a human management position, including recruiting, screening, training, rewarding, and appraising. screening, High quality HR capital Competitive advantages Retention of HR capital 1–8 Line and Staff Aspects of HRM • Line manager A manager who is authorized to direct the work of manager authorized direct subordinates and is responsible for accomplishing subordinates the organization’s tasks. the • Staff manager A manager who assists and advises line managers. manager assists advises 1–9 ABC Co Ltd President Senior Managemen t Vice President Middle Management Sales & Marketing Dept Sales & Marketing Manager Customer Service Supervisor CS officer Human Resource Dept Human Resource Manager Bus Promotion Supervisor CS officer BP officer Chain of command BP officer T&D Supervsor TD officer TD officer Finance Dept Finance Manager Recruitment Supervisor R officer R officer Administration Dept Administration Manager Supervisor Supervisor Accounting clerk Accounting clerk 1–10 Admin clerk Admin clerk Human Resource Managers’ Functions Coordinative Function Line Function Line Authority Functional Authority Functions of HR Managers Staff Functions Staff Authority Employee Advocacy 1–11 Human Resource Managers’ Functions • Line function The authority exerted by HR manager (i.e. line manager) by The line by directing the activities of the people in his or her own department • Staff function (assist and advise) Staff authority gives the manager the right (authority) to advise Staff other managers or employees (i.e. staff manager) other (i.e. E.g. hiring employee, complying with safety rules Employee advocacy Help define how management should be treating employees, make Help management treating sure employees have the mechanisms required to contest unfair employees mechanisms practices, and represent the interests of employees within the practices and represent interests framework of its primary obligation to senor management framework 1–12 Human Resource Managers’ Functions • Coordinative function The authority exerted by HR manager as coordinator The of personnel activities of Coordinates HR activities and HR-related issues Functional authority (functional control): Ensure that line Functional managers are implementing the firm’s human resource managers implementing policies and practices policies E.g. adhering to sexual harassment policies, health and E.g. safety practices, etc. safety 1–13 ABC Co Ltd President Senior Managemen t Arrange and take part in the whole R/S process Vice President Middle Management Sales & Marketing Dept Sales & Marketing Manager Customer Service Supervisor CS officer CS officer Human Resource Dept Human Resource Manager Bus Promotion Supervisor BP officer BP officer T&D Supervsor TD officer TD officer Recruitment Supervisor R officer R officer Vacant Finance Dept Finance Manager Administration Dept Administration Manager Supervisor Supervisor Accounting clerk Accounting clerk 1–14 Admin clerk Admin clerk Check Point: If you compare staff function with coordinative function, which one does require ordinative more involvement from HR manager? more 1–15 Quick Review: HR Manager HR Functions Authorities 1–16 Write down the type(s) of authority for each Write HRM function given in a box HRM Coordinative Function Line Function Line Authority Functional Authority Functions of HR Managers Staff Functions Staff Authority Employee Advocacy 1–17 Human Resource Management at Work Personnel planning, recruitment and selection Acquisition Development & Evaluation Training Fairness Health and Safety Compensating Compensation & protection Human Resource Management (HRM) Appraisal Labor Relations Employee relations 1–18 HRM Topics Covered in CM20370 Week TOPIC 1 Introduction to Human Resource Management 4 Job analysis 5/6 Personnel planning and recruitment 7/8 Employee testing and selection 9 Training and developing employees 10 Performance management and appraisal 11/12 Compensation management and employee relations 1–19 Human Resource Specialties Recruiters Labor Relations Specialists Training Specialists Human Resource Specialties E.g. CM20326 Recruitment & Selection EEO Coordinators Job Analysts Compensation Managers E.g. CM20324 Training & Development 1–20 FIGURE 1–1 HR Organization Chart for a Large Organization Source: www.hr.wayne.edu/orgcharts.php. Accessed May 6, 2007. 1–21 FIGURE 1–2 HR Organizational Chart (Small Company) 1–22 Quick Review: HR Manager Types of work HR Functions Major activities Authorities Responsibilities 1–23 Line Managers’ HRM Responsibilities Line HRM 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 1–24 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 1–25 Cooperative line and staff HR Management Line Managers’ HRM Responsibilities Line HRM Personnel Aspects of a Manager’s Job Personnel Manager’s 1. Placing the right person on the right job 1. Conducting job analyses Conducting 2. Starting new employees in the Starting organization (orientation) organization 2. 2. Planning labor needs and recruiting job Planning candidates candidates 3. Training employees for jobs that are new Training to them to 3. Selecting job candidates 4. Improving the job performance of each Improving person person 4. Orienting and training new employees 5. Managing wages and salaries 5. Gaining creative cooperation and Gaining developing smooth working relationships developing 6. Providing incentives and benefits 7. Appraising performance 6. Interpreting the firm’s policies and Interpreting procedures procedures 8. Communicating Communicating 7. Controlling labor costs 9. 9. Training and developing managers 8. Developing the abilities of each person 9. Creating and maintaining department Creating morale morale 10. Protecting employees’ health and Protecting physical condition physical 10. Building employee commitment 1–26 FIGURE 1–3 Employment and Recruiting—Who Handles It? (Percentage of All Employers) HRD & other departments HRD only E.g. aptitude test 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. 1–27 Other departments ABC Co Ltd Vacancy President Arrange and take part in the whole R/S process Vice President Sales & Marketing Dept Sales & Marketing Manager Customer Service Supervisor CS officer CS officer Human Resource Dept Human Resource Manager Bus Promotion Supervisor BP officer BP officer T&D Supervsor TD officer TD officer Finance Dept Finance Manager Recruitment Supervisor R officer R officer Administration Dept Administration Manager Supervisor Supervisor Accounting clerk Accounting clerk 1–28 Admin clerk Admin clerk Example: Cooperative line and staff HR Example: Management Management • Line and Staff Involvement in Recruiting Line manager (e.g. marketing manager) describes Line the qualifications and skills that employees need to qualifications fill specific position fill HR people take over. They interview, short-list HR applicants, and administer the appropriate tests. tests Then they refer the best applicants to the line managers managers E.g. book venue for interview; prepare job ad Line managers (e.g. marketing manager) interview Line and select those applicants whom they want and E.g. HR people may be invited to sit on the interview panel E.g. interview or required to conduct a separate interview before or after separate the marketing manager has finished off the interviews the 1–29 The Changing Environment of The Human Resource Management Human Globalization Trends (e.g. extend sales, manufacturing, etc., to new market abroad) Changes and Trends in Human Resource Management Technological Trends Trends in the Nature of Work (e.g. high tech job, service job) Workforce Demographic Trends (e.g. aging population) 1–30 Do Matching: The Changing Environment of Do Human Resource Management Human The changing environment of The HRM HRM • Globalization • Technological advances • Changes in the nature of Changes work work • Changes in workforce Changes demographics demographics Example a) There are workers from There different countries, such as China, India, Pakistan, etc., at local construction sites at b) China’s Lenovo paid China’s US$1.75 billion to take over IBM’s Thinkpad personal computer business computer c) Many factory jobs have been Many automated automated d) Managers use PDAs or Managers handphones to communicate with their office and do business online business 1–31 The Human Resource Manager’s The Proficiencies Proficiencies • New Proficiencies HR proficiencies Field knowledge and skills Business proficiencies Assist top management team in formulating strategies - E.g. general direction of a business Familiarize with marketing, production, finance, strategic planning, etc. Familiarize – E.g. customer-driven Leadership proficiencies Work with/lead people Effective communication Learning proficiencies Stay abreast of applying new technologies and practices 1–32 The Human Resource Manager’s The Proficiencies (cont’d) Proficiencies Others proficiencies: • Managing within the Law Equal employment laws E.g. Recruitment of transsexual employees Occupational safety and health laws E.g. Fire prevention Labor laws • Managing Ethics Ethical lapses E.g. Selling personal data of customers 1–33 HR Certification • HR is becoming more professionalized. • Institute of Personnel and Development: Institute UK UK • Society for Human Resource Management Society (SHRM): USA (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 1–34 HR Certification • HK Institute of Human Resources Management HK (HKIHRM) (HKIHRM) • HK People Management Association (HKPMA) • HK Institute for Training Professional (HKITP) 1–35 ...
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