The document is a presentation on Human Resource Management (HRM) that covers its definition, key responsibilities, and functions within organizations. It emphasizes the importance of HRM in achieving strategic goals, highlights common personnel mistakes, and discusses the evolving role of HR managers in today's changing work environment. Additionally, it explores high-performance work systems, ethical considerations, and the significance of HR certification.

1. PowerPoint Presentation by Charlie Cook
PowerPoint Presentation by Charlie Cook
The University of West Alabama
The University of West Alabama
1
Human Resource
Human Resource
Management
Management
ELEVENTH EDITION
ELEVENTH EDITION
G A R Y D E S S L E R
G A R Y D E S S L E R
© 2008 Prentice Hall, Inc.
© 2008 Prentice Hall, Inc.
All rights reserved.
All rights reserved.
Introduction to Human Resource Management
Introduction to Human Resource Management
Chapter 1
Chapter 1
Part 1 | Introduction
Part 1 | Introduction

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

3. © 2008 Prentice Hall, Inc. All rights reserved. 1–3
Human Resource Management at Work
Human Resource Management at Work
• What Is Human Resource Management
What Is Human Resource Management
(HRM)?
(HRM)?
 The policies and practices involved in carrying out
The policies and practices involved in carrying out
the “people” or human resource aspects of a
the “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. © 2008 Prentice Hall, Inc. All rights reserved. 1–4
Human Resource Management at Work
Human Resource Management at Work
Acquisition
Training
Appraisal
Compensating
Labor Relations
Health and
Safety
Fairness
Human
Resource
Management
(HRM)

5. © 2008 Prentice Hall, Inc. All rights reserved. 1–5
Personnel Aspects of a Manager’s Job
Personnel Aspects of a Manager’s Job
• Conducting job analyses
Conducting job analyses
• Planning labor needs and recruiting job candidates
Planning labor needs and recruiting job candidates
• Selecting job candidates
Selecting job candidates
• Orienting and training new employees
Orienting and training new employees
• Managing wages and salaries
Managing wages and salaries
• Providing incentives and benefits
Providing incentives and benefits
• Appraising performance
Appraising performance
• Communicating
Communicating
• Training and developing managers
Training and developing managers
• Building employee commitment
Building employee commitment

6. © 2008 Prentice Hall, Inc. All rights reserved. 1–6
Personnel Mistakes
Personnel Mistakes
• Hire the wrong person for the job
Hire the wrong person for the job
• Experience high turnover
Experience high turnover
• Have your people not doing their best
Have your people not doing their best
• Waste time with useless interviews
Waste time with useless interviews
• Have your company in court because of discriminatory actions
Have your company in court because of discriminatory actions
• Have your company cited by OSHA for unsafe practices
Have your company cited by OSHA for unsafe practices
• Have some employees think their salaries are unfair and
Have some employees think their salaries are unfair and
inequitable relative to others in the organization
inequitable relative to others in the organization
• Allow a lack of training to undermine your department’s
Allow a lack of training to undermine your department’s
effectiveness
effectiveness
• Commit any unfair labor practices
Commit any unfair labor practices

7. © 2008 Prentice Hall, Inc. All rights reserved. 1–7
Basic HR Concepts
Basic HR Concepts
• The bottom line of managing:
The bottom line of managing:
Getting results
Getting results
• HR creates value by engaging
HR creates value by engaging
in activities that produce the
in activities that produce the
employee behaviors that the
employee behaviors that the
company needs to achieve
company needs to achieve
its strategic goals.
its strategic goals.

8. © 2008 Prentice Hall, Inc. All rights reserved. 1–8
Line and Staff Aspects of HRM
Line and Staff Aspects of HRM
• Line manager
Line manager
 A manager who is authorized to direct the work of
A manager who is authorized to direct the work of
subordinates and is responsible for accomplishing
subordinates and is responsible for accomplishing
the organization’s tasks.
the organization’s tasks.
• Staff manager
Staff manager
 A manager who assists and advises line managers.
A manager who assists and advises line managers.

9. © 2008 Prentice Hall, Inc. All rights reserved. 1–9
Line Managers’ HRM Responsibilities
Line Managers’ HRM Responsibilities
1.
1. Placing the right person on the right job
Placing 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 them
Training employees for jobs that are new to them
4.
4. Improving the job performance of each person
Improving the job performance of each person
5.
5. Gaining creative cooperation and developing smooth working
Gaining creative cooperation and developing smooth working
relationships
relationships
6.
6. Interpreting the firm’s policies and procedures
Interpreting the firm’s policies and procedures
7.
7. Controlling labor costs
Controlling labor costs
8.
8. Developing the abilities of each person
Developing the abilities of each person
9.
9. Creating and maintaining department morale
Creating and maintaining department morale
10.
10. Protecting employees’ health and physical condition
Protecting employees’ health and physical condition

10. © 2008 Prentice Hall, Inc. All rights reserved. 1–10
Human Resource Managers’ Duties
Human Resource Managers’ Duties
Functions of
HR Managers
Line Function
Line Authority
Implied Authority
Staff Functions
Staff Authority
Innovator
Employee Advocacy
Coordinative
Function
Functional Authority

11. © 2008 Prentice Hall, Inc. All rights reserved. 1–11
Human Resource Specialties
Human Resource Specialties
Recruiters
EEO
Coordinators
Labor Relations
Specialists
Training
Specialists
Job Analysts
Compensation
Managers
Human
Resource
Specialties

12. © 2008 Prentice Hall, Inc. All rights reserved. 1–12
FIGURE 1–1
HR Organization Chart
for a Large Organization
Source: www.hr.wayne.edu/orgcharts.php. Accessed May 6, 2007.

13. © 2008 Prentice Hall, Inc. All rights reserved. 1–13
FIGURE 1–2 HR Organizational Chart (Small Company)

14. © 2008 Prentice Hall, Inc. All rights reserved. 1–14
The Changing Environment of
The Changing Environment of
Human Resource Management
Human Resource Management
Globalization Trends
Technological Trends
Trends in the Nature of Work
Workforce Demographic Trends
Changes and Trends
in Human Resource
Management

15. © 2008 Prentice Hall, Inc. All rights reserved. 1–15
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.

16. © 2008 Prentice Hall, Inc. All rights reserved. 1–16
The Changing Role of
The Changing Role of
Human Resource Management
Human Resource Management
New
Responsibilities
for HR Managers
Measuring the HRM
Team’s Performance
Managing with the
HR Scorecard
Process
Creating High-
Performance Work
Systems
Strategic Human
Resource
Management

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

18. © 2008 Prentice Hall, Inc. All rights reserved. 1–18
High-Performance Work System Practices
High-Performance Work System Practices
• Employment security
Employment security
• Selective hiring
Selective hiring
• Extensive training
Extensive training
• Self-managed teams/decentralized decision making
Self-managed teams/decentralized decision making
• Reduced status distinctions
Reduced status distinctions
• Information sharing
Information sharing
• Contingent (pay-for-performance) rewards
Contingent (pay-for-performance) rewards
• Transformational leadership
Transformational leadership
• Measurement of management practices
Measurement of management practices
• Emphasis on high-quality work
Emphasis on high-quality work

19. © 2008 Prentice Hall, Inc. All rights reserved. 1–19
Benefits of a High-Performance
Benefits of a High-Performance
Work System (HPWS)
Work System (HPWS)
• Generate more job applicants
Generate more job applicants
• Screen candidates more effectively
Screen candidates more effectively
• Provide more and better training
Provide more and better training
• Link pay more explicitly to performance
Link pay more explicitly to performance
• Provide a safer work environment
Provide a safer work environment
• Produce more qualified applicants per position
Produce more qualified applicants per position
• Hiring based on validated selection tests
Hiring based on validated selection tests
• Provide more hours of training for new employees
Provide more hours of training for new employees
• Conduct more performance appraisals
Conduct more performance appraisals

20. © 2008 Prentice Hall, Inc. All rights reserved. 1–20
Measuring HR’s Contribution
Measuring HR’s Contribution
• The HR Scorecard
The HR Scorecard
 Shows the quantitative standards, or
Shows the quantitative standards, or
“metrics” the firm uses to measure
“metrics” the firm uses to measure
HR activities.
HR activities.
 Measures the employee behaviors
Measures the employee behaviors
resulting from these activities.
resulting from these activities.
 Measures the strategically relevant
Measures the strategically relevant
organizational outcomes of those
organizational outcomes of those
employee behaviors.
employee behaviors.

21. © 2008 Prentice Hall, Inc. All rights reserved. 1–21
The Human Resource Manager’s
The Human Resource Manager’s
Proficiencies
Proficiencies
• New Proficiencies
New Proficiencies
 HR proficiencies
HR proficiencies
 Business proficiencies
Business proficiencies
 Leadership proficiencies
Leadership proficiencies
 Learning proficiencies
Learning proficiencies

22. © 2008 Prentice Hall, Inc. All rights reserved. 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.

23. © 2008 Prentice Hall, Inc. All rights reserved. 1–23
HR Certification
HR Certification
• HR is becoming more professionalized.
HR is becoming more professionalized.
• Society for Human Resource Management
Society for Human Resource Management
(SHRM)
(SHRM)
 SHRM’s Human Resource Certification
SHRM’s Human Resource Certification
Institute (HRCI)
Institute (HRCI)
 SPHR (senior professional in HR)
SPHR (senior professional in HR)
certificate
certificate
 PHR (professional in HR)
PHR (professional in HR)
certificate
certificate

24. © 2008 Prentice Hall, Inc. All rights reserved. 1–24
The Human Resource Manager’s
The Human Resource Manager’s
Proficiencies (cont’d)
Proficiencies (cont’d)
• Managing within the Law
Managing within the Law
 Equal employment laws
Equal employment laws
 Occupational safety and health laws
Occupational safety and health laws
 Labor laws
Labor laws
• Managing Ethics
Managing Ethics
 Ethical lapses
Ethical lapses
 Sarbanes-Oxley in 2003
Sarbanes-Oxley in 2003

25. © 2008 Prentice Hall, Inc. All rights reserved. 1–25
The Plan of This Book: Basic Themes
The Plan of This Book: Basic Themes
• HRM is
HRM is the responsibility of every manager
the responsibility of every manager.
.
• HR managers must defend their plans and
HR managers must defend their plans and
contributions in measurable terms.
contributions in measurable terms.
• All personnel actions and decisions have strategic
All personnel actions and decisions have strategic
implications.
implications.
• All managers rely on information technology.
All managers rely on information technology.
• Virtually every personnel decision has legal
Virtually every personnel decision has legal
implications.
implications.