This document provides an introduction to human resource management. It discusses key topics such as the importance of HRM, the line and staff aspects of managing human resources, and the responsibilities of line and HR managers. It also covers high-performance work systems, measuring HR's contribution, certifications for HR professionals, and important trends for HR to consider like globalization, technology changes, and workforce diversity. The overall purpose is to explain the core concepts and functions of human resource management.

1. 3–1
IntroductionIntroduction
ToTo
HumanHuman
ResourceResource
ManagementManagement

2. 3–2
After the Lecture, you should be able to:
1.1. Explain the Human Resource ManagementExplain the Human Resource Management
2.2. Importance of Human Resource ManagementImportance of Human Resource Management
3.3. Line and staff aspects of Human ResourceLine and staff aspects of Human Resource
ManagementManagement
4.4. Human resource and line managers’ humanHuman resource and line managers’ human
resource dutiesresource duties
5.5. Globalization and competition trendsGlobalization and competition trends
6.6. Workforce and technological trendsWorkforce and technological trends

3. 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

4. 3–4
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 examples of how all managers can use humanGive examples of how all managers can use human
resource management concepts and techniques.resource management concepts and 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. 1–5
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.

6. Why is HRM Important to an Organization?Why is HRM Important to an Organization?
Four basicFour basic
functions:functions:
• StaffingStaffing
• Training andTraining and
DevelopmentDevelopment
• MotivationMotivation
• MaintenanceMaintenance

7. 1–7
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.

8. 1–8
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.

9. 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 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

10. 1–10
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

11. 1–11
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

12. 1–12
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.

13. 1–13
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

14. 1–14
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

15. 1–15
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

16. TrendsTrends
• The World of Work - continues to change, but atThe World of Work - continues to change, but at
an even more rapid pace.an even more rapid pace.
• HR must understand the implications of:HR must understand the implications of:
 GlobalizationGlobalization
 Technology changesTechnology changes
 Workforce diversityWorkforce diversity
 Changing skill requirementsChanging skill requirements
 Continuous improvement initiativesContinuous improvement initiatives
 The contingent work forceThe contingent work force
 Decentralized work sitesDecentralized work sites
 Employee involvementEmployee involvement
1–16