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Dessler ch 01-introduction to hrm

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Dessler ch 01-introduction to hrm

  1. 1. © 2008 Prentice Hall, Inc.© 2008 Prentice Hall, Inc. All rights reserved.All rights reserved. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook The University of West AlabamaThe University of West Alabama 1 Human ResourceHuman Resource ManagementManagement ELEVENTH EDITIONELEVENTH EDITION G A R Y D E S S L E RG A R Y D E S S L E R Introduction to Human Resource ManagementIntroduction to Human Resource Management Chapter 1Chapter 1 Part 1 | IntroductionPart 1 | Introduction
  2. 2. © 2008 Prentice Hall, Inc. All rights reserved. 1–2 After studying this chapter, you should be able to: 1.1. Explain what human resource management is and howExplain what human resource management is and how it relates to the management process.it relates to the management process. 2.2. Give at least eight examples of how all managers canGive at least eight examples of how all managers can use human resource management concepts anduse human resource management concepts and techniques.techniques. 3.3. Illustrate the human resources responsibilities of lineIllustrate the human resources responsibilities of line and staff (HR) managers.and staff (HR) managers. 4.4. Provide a good example that illustrates HR’s role inProvide a good example that illustrates HR’s role in formulating and executing company strategy.formulating and executing company strategy. 5.5. Write a short essay that addresses the topic: WhyWrite a short essay that addresses the topic: Why metrics and measurement are crucial to today’s HRmetrics and measurement are crucial to today’s HR managers.managers. 6.6. Outline the plan of this book.Outline the plan of this book.
  3. 3. © 2008 Prentice Hall, Inc. All rights reserved. 1–3 Human Resource Management at WorkHuman Resource Management at Work • What Is Human Resource ManagementWhat Is Human Resource Management (HRM)?(HRM)?  The policies and practices involved in carrying outThe policies and practices involved in carrying out the “people” or human resource aspects of athe “people” or human resource aspects of a management position, including recruiting,management position, including recruiting, screening, training, rewarding, and appraising.screening, training, rewarding, and appraising.
  4. 4. © 2008 Prentice Hall, Inc. All rights reserved. 1–4 Basic HR ConceptsBasic HR Concepts • The bottom line of managing:The bottom line of managing: Getting resultsGetting results • HR creates value by engagingHR creates value by engaging in activities that produce thein activities that produce the employee behaviors that theemployee behaviors that the company needs to achievecompany needs to achieve its strategic goals.its strategic goals.
  5. 5. © 2008 Prentice Hall, Inc. All rights reserved. 1–5 Line and Staff Aspects of HRMLine and Staff Aspects of HRM • Line managerLine manager  A manager who is authorized to direct the work ofA manager who is authorized to direct the work of subordinates and is responsible for accomplishingsubordinates and is responsible for accomplishing the organization’s tasks.the organization’s tasks. • Staff managerStaff manager  A manager who assists and advises line managers.A manager who assists and advises line managers.
  6. 6. © 2008 Prentice Hall, Inc. All rights reserved. 1–6 Line Managers’ HRM ResponsibilitiesLine Managers’ HRM Responsibilities 1.1. Placing the right person on the right jobPlacing the right person on the right job 2.2. Starting new employees in the organization (orientation)Starting new employees in the organization (orientation) 3.3. Training employees for jobs that are new to themTraining employees for jobs that are new to them 4.4. Improving the job performance of each personImproving the job performance of each person 5.5. Gaining creative cooperation and developing smooth workingGaining creative cooperation and developing smooth working relationshipsrelationships 6.6. Interpreting the firm’s policies and proceduresInterpreting the firm’s policies and procedures 7.7. Controlling labor costsControlling labor costs 8.8. Developing the abilities of each personDeveloping the abilities of each person 9.9. Creating and maintaining department moraleCreating and maintaining department morale 10.10. Protecting employees’ health and physical conditionProtecting employees’ health and physical condition
  7. 7. © 2008 Prentice Hall, Inc. All rights reserved. 1–7 High-Performance Work System PracticesHigh-Performance Work System Practices • Employment securityEmployment security • Selective hiringSelective hiring • Extensive trainingExtensive training • Self-managed teams/decentralized decision makingSelf-managed teams/decentralized decision making • Reduced status distinctionsReduced status distinctions • Information sharingInformation sharing • Contingent (pay-for-performance) rewardsContingent (pay-for-performance) rewards • Transformational leadershipTransformational leadership • Measurement of management practicesMeasurement of management practices • Emphasis on high-quality workEmphasis on high-quality work
  8. 8. © 2008 Prentice Hall, Inc. All rights reserved. 1–8 Benefits of a High-PerformanceBenefits of a High-Performance Work System (HPWS)Work System (HPWS) • Generate more job applicantsGenerate more job applicants • Screen candidates more effectivelyScreen candidates more effectively • Provide more and better trainingProvide more and better training • Link pay more explicitly to performanceLink pay more explicitly to performance • Provide a safer work environmentProvide a safer work environment • Produce more qualified applicants per positionProduce more qualified applicants per position • Hiring based on validated selection testsHiring based on validated selection tests • Provide more hours of training for new employeesProvide more hours of training for new employees • Conduct more performance appraisalsConduct more performance appraisals
  9. 9. © 2008 Prentice Hall, Inc. All rights reserved. 1–9 Measuring HR’s ContributionMeasuring HR’s Contribution • The HR ScorecardThe HR Scorecard  Shows the quantitative standards, orShows the quantitative standards, or “metrics” the firm uses to measure“metrics” the firm uses to measure HR activities.HR activities.  Measures the employee behaviorsMeasures the employee behaviors resulting from these activities.resulting from these activities.  Measures the strategically relevantMeasures the strategically relevant organizational outcomes of thoseorganizational outcomes of those employee behaviors.employee behaviors.
  10. 10. © 2008 Prentice Hall, Inc. All rights reserved. 1–10 The Human Resource Manager’sThe Human Resource Manager’s ProficienciesProficiencies • New ProficienciesNew Proficiencies  HR proficienciesHR proficiencies  Business proficienciesBusiness proficiencies  Leadership proficienciesLeadership proficiencies  Learning proficienciesLearning proficiencies
  11. 11. © 2008 Prentice Hall, Inc. All rights reserved. 1–11 HR CertificationHR Certification • HR is becoming more professionalized.HR is becoming more professionalized. • Society for Human Resource ManagementSociety for Human Resource Management (SHRM)(SHRM)  SHRM’s Human Resource CertificationSHRM’s Human Resource Certification Institute (HRCI)Institute (HRCI)  SPHR (senior professional in HR)SPHR (senior professional in HR) certificatecertificate  PHR (professional in HR)PHR (professional in HR) certificatecertificate
  12. 12. © 2008 Prentice Hall, Inc. All rights reserved. 1–12 The Human Resource Manager’sThe Human Resource Manager’s Proficiencies (cont’d)Proficiencies (cont’d) • Managing within the LawManaging within the Law  Equal employment lawsEqual employment laws  Occupational safety and health lawsOccupational safety and health laws  Labor lawsLabor laws • Managing EthicsManaging Ethics  Ethical lapsesEthical lapses  Sarbanes-Oxley in 2003Sarbanes-Oxley in 2003
  13. 13. © 2008 Prentice Hall, Inc. All rights reserved. 1–13 K E Y T E R M S management processmanagement process human resource managementhuman resource management (HRM)(HRM) authorityauthority line managerline manager staff managerstaff manager line authorityline authority staff authoritystaff authority implied authorityimplied authority functional controlfunctional control employee advocacyemployee advocacy globalizationglobalization human capitalhuman capital strategystrategy strategic planstrategic plan metricsmetrics HR ScorecardHR Scorecard outsourcingoutsourcing ethicsethics strategic human resourcestrategic human resource managementmanagement high-performance work systemhigh-performance work system

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