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Human resource
management
Chapter 1. Introduction
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General information
 Course number: NLQT1103
 General Education courses
 Units: 3 credits
 - Theoretical hours: 25
 - Practical hours: 20
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 - Course book:
 Dessler, G., (2015). Human Resource Management (15th Edition). Pearson, Boston.
 - Reference books:
 • Mathis, R. L; Jackson, J. H; Valentine, S. R; Meglich, P. A (2017). Human Resource Management
(15th Edition). Cengage Learning, USA.
 • Beardwell, J.; Thompson, A., (2012). Human Resource Management: A contemporary approach, (8th
Edition). Pearson, Boston
 • Mondy, R. W; Martocchio, J. J (2016). Human Resource Management, (14th Edition). Pearson,
NewYork.
 - Other required materials and information:
 a. NEU’s eBooks and documents at http://lic.neu.edu.vn:2048/menu: Emerald Insight, IG Publishing
eBook and ProQuest Central
 b. NEU’s eBooks and documents at http://aep.neu.edu.vn:2048/menu
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Evaluation
 Attendance: 10% attendance and involvement in class activities
 Mid-term examination will account for 20%
 Work in groups of 4 to 6 student will account for 20%
 Assignment, submitted on Turnitin
 Evaluation will be based on both presentation and written report (approximately
30%, 70% accordingly)
 Final exam of 90 minutes will account for 50% . Students have permission to
take the final exam when they attend more than 80% of the total classes
and hand in both individual and group assignments on time
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Any questions
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The Manager’s Human Resource
Management Jobs
 Management process
 The five basic functions of planning, organizing, staffing, leading, and
controlling.
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The Manager’s Human Resource
Management Jobs
 Human resource management (HRM)
 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.
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Personnel Aspects Of A Manager’s Job
 Conducting job analyses (determining the nature of each employee’s
job)
 Planning labor needs and recruiting job candidates
 Selecting job candidates
 Orienting and training new employees
 Managing wages and salaries (compensating employees)
 Providing incentives and benefits
 Appraising performance
 Communicating (interviewing, counseling, disciplining)
 Training and developing managers
 Building employee commitment
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Personnel Mistakes
 Hire the wrong person for the job
 Experience high turnover
 Have your people not doing their best
 Waste time with useless interviews
 Have your company in court because of discriminatory actions
 Have your company receive penalties for unsafe practices
 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
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Basic HR Concepts
Getting results
The bottom line of managing
HR creates value by
engaging
in activities that produce
the employee behaviors
the company needs to
achieve its strategic
goals.
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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.
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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 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
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Functions of the HR Manager
 A line function
 The HR manager directs the activities of the people in his or her own department
and in related service areas (like the plant cafeteria).
 A coordinative function
 HR managers also coordinate personnel activities, a duty often referred to as
functional control.
 Staff (assist and advise) functions
 Assisting and advising line managers is the heart of the HR manager’s job.
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HR and Authority
 Authority
 The right to make decisions, direct others’ work, and give orders.
 Implied authority
 The authority exerted by an HR manager by virtue of others’ knowledge that he
or she has access to top management.
 Line authority
 The authority exerted by an HR manager by directing the activities of the people
in his or her own department and in service areas.
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Employee Advocacy
 HR must take responsibility for:
 Clearly defining how management should be treating employees.
 Making sure employees have the mechanisms required to contest unfair
practices.
 Represent the interests of employees within the framework of its primary
obligation to senior management.
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Examples of HR Job Duties
 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.
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Examples of HR Job Duties (cont’d)
 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.
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Cooperative Line and Staff HR
Management
1. The line manager’s responsibility is to specify the
qualifications employees need to fill specific
positions.
2. HR staff then develops sources of qualified
applicants and conduct initial screening
interviews
3. HR administers the appropriate tests and refers
the best applicants to the supervisor (line
manager), who interviews and selects the ones
he or she wants.
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A Changing HR Environment
 Workforce Demographics and Diversity Trends
 Trends in How People Work
 Globalization Trends
 Economic Trends
 Technology trends
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Today’s new human resource
management
 Brief history of personnel/human resource management
 Ancient armies and organized efforts always required attracting, selecting,
training, and motivating workers
 Welfare offices” and “welfare secretaries at late 1800
 Hiring offices,” training programs, and factory schools by 1900
 New union laws in the 1930s added “Helping the employer deal with unions”
 New equal employment laws in the 1960s
 Competitive edge through engaged employees and therefore personnel
management By the 1970s
 Distributed HR and the new human resource management
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Trend shaping HR
 One big consequence of globalized competition, economic and
demographic trends, and the shift to high-tech and service jobs is the
growing emphasis by employers on getting the best from their “human
capital,” in other words, from their workers’ knowledge, education,
training, skills, and expertise.
 This requires, among other things, using human resource methods to improve
employee performance and engagement.
 Thanks to digital devices and social media, employers are shifting (distributing)
more HR tasks from central human resource departments to employees and line
managers.
 Gives many line managers more human resource management responsibilities.
 Many human resource managers can refocus their efforts from day-to-day
activities like interviewing candidates to broader efforts, such as formulating
strategies for boosting employee performance and engagement
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 HR and Strategy
 HR and Performance
 HR and Performance and Sustainability
 HR and Employee Engagement
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The new Human Resource Manager
 Leadership & Navigation
 Ethical Practice
 Business Acumen
 Relationship Management
 Consultation
 Critical Evaluation
 Global & Cultural Effectiveness
 Communication
HRM - NEU