Uploaded by Dr. Sana Arz Bhutto

Lecture 1- Week 1

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CHAPTER 1:
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
Reference: Dessler, G. (2017) Human Resource Management, 15 edition, Pearson education.
Week 1
LEARNING OUTCOMES
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.
Unit 1.1: What Is Human Resource Management?
The Management Process
Planning
Controlling
Leading
Organizing
Staffing
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.
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.
Human Resource Management Processes
Acquisition
Training
Fairness
Health and Safety
Labor Relations
Human
Resource
Management
(HRM)
Appraisal
Compensation
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
What a manager should know about:
Equal opportunity and affirmative action
Employee health and safety
Handling grievances and labor relations
Unit 1.2 : 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.
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
Unit 1.3: 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.
Line and Staff Aspects of HRM
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.
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
Human Resource Managers’ Duties
Functions of
HR Managers
Line Function
Line Authority
Implied Authority
Coordinative
Function
Functional Authority
Staff Functions
Staff Authority
Innovator/Advocacy
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.
Human Resource Specialties
Recruiter
Labor relations
specialist
EEO coordinator
Human
Resource
Specialties
Job analyst
Training specialist
Compensation
manager
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.
Unit 1.4: Trends Shaping Human Resource Management
Globalization
and Competition
Trends
Indebtedness
(“Leverage”) and
Deregulation
Technological
Trends
Trends in HR
Management
Workforce and
Demographic
Trends
Trends in the
Nature of Work
Economic
Challenges and
Trends
Trends Shaping Human Resource Management
Trends in the Nature of Work
Changes in How We Work
High-Tech
Jobs
Service
Jobs
Knowledge Work
and Human Capital
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
Strategy and the Basic Human Resource Management Process
KEY TERMS
organization
manager
management process
human resource management (HRM)
authority
line authority
staff authority
line manager
staff manager
functional authority
globalization
human capital
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