1. Prepared by Joseph B. Mosca, Monmouth University & Marla M. Kameny, Baton
Rouge Community College
© 2012 South-Western, Cengage Learning, Inc. PowerPoint Presentation Design by Charlie Cook, The University of West
All rights reserved. Alabama

2. Learning Objectives
After studying this chapter, you should be able to:
1. Describe contemporary human resource management
perspectives.
2. Trace the evolution of the human resource function in
organizations.
3. Identify and discuss
the fundamental goals of human resource management.
4. Describe the job of human resource managers from the
perspectives of professionalism and careers.
5. Discuss the setting for human resource management.
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3. Human Resources (HR)
The people an organization
employs to carry out various
jobs, tasks, and functions in
exchange for wages, salaries,
and other rewards.
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4. What Is Human Resource
Management (HRM) ?
The comprehensive set of managerial
activities and tasks concerned with
developing and maintaining a qualified
workforce—human resources—in ways
that contribute to organizational
effectiveness.
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5. • Contemporary HRM Perspectives
 Recognizing the importance of people
as a source of competitive advantage
 Hiring, rewarding, and managing people
effectively within the limits of the law
 Balancing legal and ethical concerns
with the needs of the organization
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6. Title VII of the Civil Rights Act of
1964 prohibits discrimination on the
basis of an individuals’s race, color,
religious beliefs, sex, or national
origin
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7. Evolution of the Human Resource Function
Scientific Management, The Human Relations Era
Was concerned with how to Emphasized keeping workers
structure jobs to maximize happy, since “happy workers
efficiency and productivity. were productive workers.”
HR Specialists Personnel Management.
The 1964 Civil Rights Act and Organizations grew and
other legal regulations made created personnel
hiring and promoting departments to work with
employees more complex employees.
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8. HRM in the
Electronic Age
• Electronic technology has not drastically
affected how human resources are
managed, but certainly is affecting on how
HRM systems are delivered.
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9. • Emerging HR Challenges
 Financial crises
 Stress in employees’ lives
 Managing knowledge workers
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10. Beyond the Book:
HR Managers Advocate “No Lay-Off”
 Reasons for a “No Lay-Off” Policy
 Severance and re-hiring.
 Accrued vacation and sick day payouts.
 Pension and benefit payoffs.
 Potential lawsuits.
 Loss of institutional memory.
 Lack of staffers when economy rebounds.
 Survivors often suffer from stress.
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11. Goals of Human Resource Management
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12. Promoting Individual Growth
and Development
 Education
 Skills training
 Career development
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13. HR Management as a
Staff Versus Line Function
• Line managers
 Are directly responsible for creating
goods and services.
• Staff managers
 Are responsible for supporting line
management’s efforts to achieve
organizational roles and objectives.
• Organizations have blurred this distinction.
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14. HRM in
Smaller Organizations
• Small organizations use operating
managers to handle basic HR functions.
• Small independent businesses generally
operate in the same way as small
organizations.
• Very small organizations are exempt
from many legal regulations.
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15. HRM in
Larger Organizations
• As an organization grows, a separate
HR unit becomes a necessity.
 At 200 to 250 employees, it establishes
a self-contained HR department.
 As growth continues, the HR department
develops into specialized departments.
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16. The HRM Function at Texas Instruments
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17. Human Resource
Management System
An integrated and interrelated approach
to managing human resources that fully
recognizes the interdependence among
the various tasks and functions that
must be performed.
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18. A Systems-Based Perspective
• The HRM subsystem both affects and is
affected by other organizational
subsystems.
• Utility Analysis
 The attempt to measure, in objective terms,
the impact and effectiveness of HRM
practices in terms of metrics such as a firm’s
financial performance.
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19. A Systems View of HRM
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20. Beyond the Book:
Managing Change in Organizations
 Key elements in successfully engineering change:
 Link the change through the business strategy
 Create quantifiable benefits
 Engage key employees and suppliers early
 Integrate required behavior changes
 Lead clearly and consistently
 Invest to implement a sustained change
 Communicate continually
 Sell commitment to the change
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21. HRM as a Center for Expertise
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22. • Careers in HR are expected
to continue to grow.
• How to enter the HR field:
 Earn a degree—a master of
science or MBA in HR.
 Seek an entry level job, and
become a line manager.
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