The document summarizes Charlie Cook's PowerPoint presentation on the introduction to human resource management. It defines key terms like HRM, organization, manager, and discusses the responsibilities of line and staff managers. It also outlines trends influencing HRM like globalization, technology, and the changing nature of work. Finally, it provides an overview of the book's basic themes which will examine how HRM is every manager's responsibility and how the workforce is becoming more diverse.

1. PowerPoint Presentation by Charlie Cook
The University of West Alabama
Chapter 1
Introduction to
Human Resource
Management
Part One | Introduction
Copyright © 2011 Pearson Education, Inc.
publishing as Prentice Hall

2. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–2
WHERE WE ARE NOW…

3. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–3
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. Show with examples why human resource managementShow with examples why human resource management
is important to all managers.is important to all managers.
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. Briefly discuss and illustrate each of the importantBriefly discuss and illustrate each of the important
trends influencing human resource management.trends influencing human resource management.
5.5. List and briefly describe important trends in humanList and briefly describe important trends in human
resource management.resource management.
6.6. Define and give an example of evidence-based humanDefine and give an example of evidence-based human
resource management.resource management.
7.7. Outline the plan of this book.Outline the plan of this book.
LEARNING OUTCOMESLEARNING OUTCOMES

4. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–4
Human Resource Management at WorkHuman Resource Management at Work
• What Is Human Resource Management (HRM)?What Is Human Resource Management (HRM)?
 The process of acquiring, training, appraising, andThe process of acquiring, training, appraising, and
compensating employees, and of attending to their laborcompensating employees, and of attending to their labor
relations, health and safety, and fairness concerns.relations, health and safety, and fairness concerns.
• OrganizationOrganization
 People with formally assigned roles who work together toPeople with formally assigned roles who work together to
achieve the organization’s goals.achieve the organization’s goals.
• ManagerManager
 The person responsible for accomplishing the organization’sThe person responsible for accomplishing the organization’s
goals, and who does so by managing the efforts of thegoals, and who does so by managing the efforts of the
organization’s people.organization’s people.

5. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–5
The Management ProcessThe Management Process
Planning
Organizing
Leading Staffing
Controlling

6. Management functions
• Planning: Establishing Goals and standards;
developing rules and procedures; developing plans and
forecasting
• Organizing: Giving each subordinate a specific task;
establishing departments; delegating authority to
subordinates; establishing channels of authority and
communication; coordinating the work of subordinates
• Staffing: Determining what type of people should be
hired; recruiting prospective employees; selecting
employees; setting performance standards;
compensating employees; evaluating performance;
counseling employees; training and developing
employees

7. Management functions Contd..
• Leading: Getting others to get the job done;
maintaining morale; motivating subordinates
• Controlling: Setting standards; checking to see how
actual performance compares with standards set; taking
corrective action as needed

8. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–8
Line and Staff Aspects of HRMLine and Staff Aspects of HRM
• Authority:Authority: The right to make decisions, direct other’s work andThe right to make decisions, direct other’s work and
give ordersgive orders
 Line Authority,Line Authority,
 Staff AuthorityStaff Authority
• Line ManagerLine Manager
 Is authorized (has line authority) to direct the work ofIs authorized (has line authority) to direct the work of
subordinates and is responsible for accomplishing thesubordinates and is responsible for accomplishing the
organization’s tasks. (Superior-subordinate)organization’s tasks. (Superior-subordinate)
• Staff ManagerStaff Manager
 Assists and advises line managers.Assists and advises line managers.
 Has functional authority to coordinate personnel activitiesHas functional authority to coordinate personnel activities
and enforce organization policies. (Advisory)and enforce organization policies. (Advisory)

9. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–9
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 smoothGaining creative cooperation and developing smooth
working relationshipsworking relationships
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

10. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–10
Human Resource Managers’ DutiesHuman Resource Managers’ Duties
Line Function
Line Authority
Implied Authority
Staff Functions
Staff Authority
Innovator--Advocacy
Functions of
HR Managers
Coordinative
Function
Functional Authority

11. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–11
FIGURE 1–2 Human Resources Organization Chart for a Small Company

12. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–12
Trends Shaping Human ResourceTrends Shaping Human Resource
ManagementManagement
• Globalization
• Technological
• Nature of work
 High-Tech Jobs
 Service Jobs
 Knowledge Work and Human capital
• Demographic trends

13. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–13
Trends in the Nature of WorkTrends in the Nature of Work
High-Tech
Jobs
Service
Jobs
Changes in How We Work
Knowledge Work and
Human Capital

14. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–14
Managing EthicsManaging Ethics
• EthicsEthics
 Standards that someone uses to decideStandards that someone uses to decide
what his or her conduct should bewhat his or her conduct should be
• HRM-related Ethical IssuesHRM-related Ethical Issues
 Workplace safetyWorkplace safety
 Security of employee recordsSecurity of employee records
 Employee theftEmployee theft
 Affirmative actionAffirmative action
 Comparable workComparable work
 Employee privacy rightsEmployee privacy rights

15. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–15
HR CertificationHR Certification
• HR is becoming more professionalized.HR is becoming more professionalized.
• Society for Human Resource Management (SHRM)Society for Human Resource Management (SHRM)
 SHRM’s Human Resource Certification Institute (HRCI)SHRM’s Human Resource Certification Institute (HRCI)
 SPHR (Senior Professional in HR) certificateSPHR (Senior Professional in HR) certificate
 GPHR (Global Professional in HR) certificateGPHR (Global Professional in HR) certificate
 PHR (Professional in HR) certificatePHR (Professional in HR) certificate

16. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–16
The Plan of This Book: Basic ThemesThe Plan of This Book: Basic Themes
• HRM is the responsibility of every manager.HRM is the responsibility of every manager.
• The workforce is becoming increasingly diverse.The workforce is becoming increasingly diverse.
• Current economic challenges require that HR managersCurrent economic challenges require that HR managers
develop new and better skills to effectively and efficientlydevelop new and better skills to effectively and efficiently
deliver and manage HR services.deliver and manage HR services.
• The intensely competitive nature of business todayThe intensely competitive nature of business today
means human resource managers must defend theirmeans human resource managers must defend their
plans and contributions in measurable terms.plans and contributions in measurable terms.

17. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–17
FIGURE 1–10 Strategy and the Basic Human Resource Management Process

18. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–18
K E Y T E R M S
organization
manager
management process
human resource management (HRM)
authority
line authority
staff authority
line manager
staff manager
functional authority
globalization
human capital

19. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–19
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