The document provides an introduction to human resource management, explaining what it is, why it's important to managers, and the responsibilities of both line and staff managers in HRM. It discusses the key aspects of HRM like acquisition, training, compensation, and health and safety. Additionally, it outlines trends shaping HRM and ethical issues managers may face.

1. HUMAN RESOURCE
MANAGEMENT
CHAPTER 1:
INTRODUCTION TO HUMAN RESOURCE
MANAGEMENT

2. 1. Explain what human resource management is and
how it relates to the management process.
2. Show with examples why human resource management
is important to all managers.
3. Illustrate the human resources responsibilities of line
and staff (HR) managers.
4. Outline the plan of this book.
LEARNING OUTCOMES

3. The Management Process
Planning
Organizing
Leading Staffing
Controlling

4. The Management Process
• Planning:
 Establishing goals and standards;
• Organizing:
 Giving each subordinate a special task;
• Staffing:
 Determining what type of people should be hired;
• Leading:
 Getting others to get the job done;
• Controlling:
 Setting standards such as sales quotas, quality standards or
production levels.

5. Human Resource Management at Work
• What Is Human Resource Management (HRM)?
 The process of acquiring, training, appraising, and compensating
employees, and of attending to their labor relations, health and
safety, and fairness concerns.
• Organization
 People with formally assigned roles who work together to
achieve the organization’s goals.
• Manager
 The person responsible for accomplishing the organization’s
goals, and who does so by managing the efforts of the
organization’s people.

6. Human Resource Management Processes
Acquisition
Training
Appraisal
CompensationLabor Relations
Health and Safety
Fairness
Human
Resource
Management
(HRM)

7. Personnel Aspects of a Manager’s Job
• Conducting job analyses
• Planning labor needs and recruiting job candidates
• Selecting job candidates
• Orienting and training new employees
• Managing wages and salaries
• Providing incentives and benefits
• Appraising performance
• Communicating
• Training and developing managers
• Building employee commitment

8. What a manager should know about:
• Equal opportunity and affirmative action
• Employee health and safety
• Handling grievances and labor relations

9. Why is Human Resource Management
Important to All Managers?
• Perhaps it’s easier to answer this by listing some of the
personnel mistakes you don’t want to make while
managing.

10. • Hire the wrong person for the job
• Experience high turnover
• Have your people not doing their best
• Waste time with useless interviews
• Have your firm in court because of discriminatory actions
• Have some employees think their salaries are unfair and
inequitable relative to others in the organization
• Allow a lack of training to undermine your department’s
effectiveness
• Commit any unfair labor practices

11. Line and Staff Aspects of HRM
• Line Authority
 Gives managers the right (or authority) to issue orders to
other managers or employees.
 It creates superior-subordinate relationship.
• Staff Authority
 Gives the manager the right to advise other managers or
employees.
 It creates an advisory relationship.

12. Line and Staff Aspects of HRM

13. Line and Staff Aspects of HRM
• Line Manager
 Is authorized (has line authority) to direct the work of
subordinates and is responsible for accomplishing the
organization’s tasks.
• Staff Manager
 Assists and advises line managers.
 Has functional authority to coordinate personnel activities
and enforce organization policies.
 Human resource managers are usually staff managers.
 They assist and advise line managers with recruiting, hiring,
and compensation.
 However, line managers still have human resource duties.

14. Line Managers’ HRM Responsibilities
1. Placing the right person on the right job
2. Starting new employees in the organization (orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining creative cooperation and developing smooth
working relationships
6. Interpreting the firm’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining department morale
10. Protecting employees’ health and physical condition

15. Human Resource Managers’ Duties
Line Function
Line Authority
Implied Authority
Staff Functions
Staff Authority
Innovator/Advocacy
Functions of
HR Managers
Coordinative
Function
Functional Authority

16. Human Resource Managers’ Duties
• Line Function
 An HR manager directs the activities of the people in the HR
department.
• Coordinative Function
 An HR manager coordinates organizational-wide personnel
activities
• Staff Function
 An HR manager provides HRM assistance and advice to line
managers.

17. Human Resource Specialties
Recruiter
EEO coordinator
Labor relations
specialist
Training specialist Job analyst
Compensation
manager
Human
Resource
Specialties

18. Human Resource Specialties
• Recruiters search for qualified job applicants.
• Equal employment opportunity (EEO) coordinators
investigate and resolve EEO grievances; examine
organizational practices for potential violations; and compile
and submit EEO reports.
• Job analysts collect and examine information about jobs to
prepare job descriptions.
• Compensation managers develop compensation plans and
handle the employee benefits program.
• Training specialists plan, organize, and direct training
activities.
• Labor relations specialists advise management on all aspects
of union–management relations.

19. Trends Shaping Human Resource
Management
Globalization
and Competition
Trends
Technological
Trends
Indebtedness
(“Leverage”) and
Deregulation
Trends in the
Nature of Work
Workforce and
Demographic
Trends
Economic
Challenges and
Trends
Trends in HR
Management

20. FIGURE 1–4 Trends Shaping Human Resource Management

21. Trends in the Nature of Work
High-Tech
Jobs
Service
Jobs
Changes in How We Work
Knowledge Work
and Human Capital

22. Managing Ethics
• Ethics
 Standards that someone uses to decide
what his or her conduct should be
• HRM-related Ethical Issues
 Workplace safety
 Security of employee records
 Employee theft
 Affirmative action
 Comparable work
 Employee privacy rights

23. FIGURE 1–10 Strategy and the Basic Human Resource Management Process

24. 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