HRM introduction.ppt all the introduction abut hrm

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

© 2008 Prentice Hall, Inc. All rights reserved. 1–2
After studying this chapter, you should be able to:
1. Explain what human resource management is and how
it relates to the management process.
2. Give at least eight examples of how all managers can
use human resource management concepts and
techniques.
3. Illustrate the human resources responsibilities of line
and staff (HR) managers.
4. Provide a good example that illustrates HR’s role in
formulating and executing company strategy.
5. Write a short essay that addresses the topic: Why
metrics and measurement are crucial to today’s HR
managers.
6. Outline the plan of this book.

Definition
• “Human Resource Management is a process of
procuring, developing and retaining the
competent people in the organization who
contributes in achieving the organizational
goals efficiently and effectively

Human Resource Management at Work
• What Is Human Resource Management
(HRM)?
 HRM is the process of acquiring, training, appraising
and compensating employees and of attending to
their labor relations, health and safety, and fairness
concerns.
 The policies and practices involved in carrying out
the “people” or human resource aspects of a
management position, including recruiting,
screening, training, rewarding, and appraising.

Why is HRM important to all Managers?
• We don’t want to make personnel mistakes
while managing them:
• Hire the wrong person for the job
• Have your people not doing their best
• Waste time with useless interview
• Allow a lack of training
• Commit any unfair labor practices

Basic HR Concepts
• The bottom line of managing:
Getting results
• HR creates value by engaging
in activities that produce the
employee behaviors that the
company needs to achieve
its strategic goals.

Levels of Management
• First-line Managers: have direct responsibility for
producing goods or services Foreman, supervisors,
clerical supervisors
• Middle Managers:
 Coordinate employee activities
 Determine which goods or services to provide
 Decide how to market goods or services to customers
Assistant Manager, Manager (Section Head)
• Top Managers: provide the overall direction of an
organization Chief Executive Officer, President, Vice
President

First-line Managers
 Directly responsible for production of goods or services
 Employees who report to first-line managers do the
organization’s work
 Spend little time with top managers in large organizations
 Technical expertise is important
 Rely on planning and administration, self-management,
teamwork, and communication competencies to get work
done

Middle Managers
 Responsible for setting objectives that are consistent with
top management’s goals and translating them into specific
goals and plans for first-line managers to implement
 Responsible for coordinating activities of first-line
managers
 Establish target dates for products/services to be delivered
 Need to coordinate with others for resources
 Ability to develop others is important
 Rely on communication, teamwork, and planning and
administration competencies to achieve goals

Introductory Concepts: What Are
Managerial Competencies?
 Competency – a combination of knowledge,
skills, behaviors, and attitudes that contribute to
personal effectiveness
 Managerial Competencies – sets of knowledge,
skill, behaviors, and attitudes that a person
needs to be effective in a wide range of positions
and various types of organizations

Six Core Managerial Competencies:
What It Takes to Be a Great Manager
 Communication Competency
 Planning and Administration Competency
 Teamwork Competency
 Strategic Action Competency
 Multicultural Competency
 Self-Management Competency

Communication Competency
 Ability to effectively transfer and exchange information
that leads to understanding between yourself and others
 Informal Communication
 Used to build social networks and good
interpersonal relations
 Formal Communication
 Used to announce major events/decisions/
activities and keep individuals up to date
 Negotiation
 Used to settle disputes, obtain resources,
and exercise influence

 Deciding what tasks need to be done, determining
how they can be done, allocating resources to enable
them to be done, and then monitoring progress to
ensure that they are done
 Information gathering, analysis, and problem solving
from employees and customers
 Planning and organizing projects with agreed
upon completion dates
 Time management
 Budgeting and financial management

 Accomplishing tasks through small groups of
people who are collectively responsible and
whose job requires coordination.
 Designing teams properly involves having
people participate in setting goals.
 Creating a supportive team environment gets
people committed to the team’s goals.
 Managing team dynamics involves settling
conflicts, sharing team success, and assign tasks
that use team members’ strengths.

Strategic Action Competency
 Understanding the overall mission and values of
the organization and ensuring that employees’
actions match with them.
 Understanding how departments or divisions of
the organization are interrelated.
 Taking key strategic actions to position the firm
for success, especially in relation to concern of
stakeholders
 Leapfrogging competitors

 Understanding, appreciating and responding to
diverse political, cultural, and economic issues
across and within nations
 Cultural knowledge and understanding of the
events in at least a few other cultures
 Cultural openness and sensitivity to how others
think, act, and feel
 Respectful of social etiquette variations
 Accepting of language differences
Multicultural Competency

Self-Management Competency
 Developing yourself and taking responsibility
 Integrity and ethical conduct
 Personal drive and resilience
 Balancing work and life issues
 Self-awareness and personal development
activities

Snapshot
“My strengths and weaknesses haven’t
changed a lot in 51 years. The important
thing is to recognize the things you don’t do
well and build a team that reflects what you
know the company needs.”
Anne Mulcahy, CEO, Xerox
Self-Management Competency

Learning Framework for Managing
Part I: Overview of Management
Part II: Managing the Environment
Part III: Planning and Control
Part IV: Organizing
Part V; Leading

HRM specialties
• Recruiters: search for qualified job applicants.
• HRD specialist: managing employee
development activities in an integrated manner.
• Job Analyst: collect and examine information
about jobs t prepare job description.
• Compensation: Develop compensation plans
and handle the employee benefits program.
• Training specialist: plan organize and direct
training activities.

Con…..
• Employment relation specialist : advise
management on all aspects of union
management relations.
• Employee welfare officers : handle welfare
activities In factories as required by law.

Line and Staff Aspects of HRM
• Line manager
 A manager who is authorized to direct the work of
subordinates and is responsible for accomplishing
the organization’s tasks.
• Staff manager
 A manager who assists and advises line managers.

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

High-Performance Work System Practices
• Employment security
• Selective hiring
• Extensive training
• Self-managed teams/decentralized decision making
• Reduced status distinctions
• Information sharing
• Contingent (pay-for-performance) rewards
• Transformational leadership
• Measurement of management practices
• Emphasis on high-quality work

Benefits of a High-Performance
Work System (HPWS)
• Generate more job applicants
• Screen candidates more effectively
• Provide more and better training
• Link pay more explicitly to performance
• Provide a safer work environment
• Produce more qualified applicants per position
• Hiring based on validated selection tests
• Provide more hours of training for new employees
• Conduct more performance appraisals

Measuring HR’s Contribution
• The HR Scorecard
 Shows the quantitative standards,
or “metrics” the firm uses to
measure HR activities.
 Measures the employee behaviors
resulting from these activities.
 Measures the strategically relevant
organizational outcomes of those
employee behaviors.

The Human Resource Manager’s
Proficiencies
• HR proficiencies :
• It represents traditional knowledge and skills in
areas such as employee selection, training and
compensation.

Con…..
 Business proficiencies : It reflects human resource
professionals new strategic role. Such as formulating
strategies , strategic planning, marketing production
and finance.
 Leadership proficiencies : Managers should have
ability to work with the lead management groups and
to drive the changes required.
 Learning proficiencies : He or she must have the
ability to stay side by side of and apply all the new
technologies and practices affecting the profession.

Similar terms used for HRM
• Labour management : It deals with
employment, wages and firing. Employees are
just treated just like a commodity which can be
purchased used and thrown.
• Industrial relations : It deals with relations
among employees trade unions employers and
the government.
• Personnel Management : It means persons
employed. It views the man as economic man
who works for money or salary.
• Human Capital Management

Con…..
• HRM : It treats the people as human beings
having economic, social , and psychological
needs.
• Human Assets management :
• Employment Administration
• Employee- employer relations
• Union management relations
• Labour Administration

Functions of HRM
• There are two types of functions.
• 1. Managerial functions :
a) planning
b) Organizing
c) Directing
d) controlling
2. Operative Functions :
a) Employment
b) HRD
c) compensation

Con…..
• D) Human relations
• E) Industrial relations
• f) Recent Trends in HRM

Employment
• It is the 1st operative function of HRM
• It is concerned with securing and employing the
people.
• It covers functions such as job analysis , HR
planning , recruitment, selection, placement,
induction and internal mobility.

HRD
• It is the process of improving, moulding, and
changing the skills, knowledge creative ability,
aptitude, attitude, values, commitment etc.,
based on present and future job and
organizational requirements.

compensation
• It is the process of providing adequate,
equitable and fair remuneration to the
employees. It includes job evaluation, wage and
salary administration, incentives, bonus, fringe
benefits, social security measures etc.

Human Relations
• It is the process of interaction among human
beings.
• It is an area of management in integrating
people into work situations in a way that
motivates them to work together productively,
co operatively and with economic psychological
and social satisfaction.

Industrial Relation
• It refers relations among employees,
employers, government and trade unions.

K E Y T E R M S
management process
human resource management
(HRM)
authority
line manager
staff manager
line authority
staff authority
implied authority
functional control
employee advocacy
globalization
human capital
strategy
strategic plan
metrics
HR Scorecard
outsourcing
ethics
strategic human resource
management
high-performance work system

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