This chapter introduces human resource management (HRM) as the policies and practices involved in carrying out human resource aspects of management, including recruiting, screening, training, rewarding, and appraising employees. It discusses the responsibilities of line managers who directly supervise employees and staff managers who assist them. An effective HRM system uses high-performance work practices like extensive training, team structures, and contingent rewards to improve employee behaviors and business outcomes. Metrics and measurement are crucial for HRM to demonstrate its value and contribution through an HR scorecard. The chapter outlines certifications and proficiencies needed for modern HR managers.

1. © 2008 Prentice Hall, Inc.
© 2008 Prentice Hall, Inc.
All rights reserved.
All rights reserved.
www.bzupages.com
www.bzupages.com
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
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
After studying this chapter, you should be able to:
1.
1. Explain what human resource management is and how
Explain 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 can
Give at least eight examples of how all managers can
use human resource management concepts and
use human resource management concepts and
techniques.
techniques.
3.
3. Illustrate the human resources responsibilities of line
Illustrate 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 in
Provide 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: Why
Write a short essay that addresses the topic: Why
metrics and measurement are crucial to today’s HR
metrics 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. © 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
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.

5. © 2008 Prentice Hall, Inc. All
rights reserved. 1–5
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.

6. © 2008 Prentice Hall, Inc. All
rights reserved. 1–6
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

7. © 2008 Prentice Hall, Inc. All
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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

8. © 2008 Prentice Hall, Inc. All
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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

9. © 2008 Prentice Hall, Inc. All
rights reserved. 1–9
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.

10. © 2008 Prentice Hall, Inc. All
rights reserved. 1–10
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

11. © 2008 Prentice Hall, Inc. All
rights reserved. 1–11
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

12. © 2008 Prentice Hall, Inc. All
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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

13. © 2008 Prentice Hall, Inc. All
rights reserved. 1–13
K E Y T E R M S
management process
management process
human resource management
human resource management
(HRM)
(HRM)
authority
authority
line manager
line manager
staff manager
staff manager
line authority
line authority
staff authority
staff authority
implied authority
implied authority
functional control
functional control
employee advocacy
employee advocacy
globalization
globalization
human capital
human capital
strategy
strategy
strategic plan
strategic plan
metrics
metrics
HR Scorecard
HR Scorecard
outsourcing
outsourcing
ethics
ethics
strategic human resource
strategic human resource
management
management
high-performance work system
high-performance work system