Book: Human Resource management eighth edition
BY: Gary Dessler
Management process
 Planning
 Organizing
Staffing
 Leading
 controlling
Human Resource Management
 The policies and practices one need to carry out the
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people or human resources aspect of a management
position including
Recruiting
Screening
Training
Rewarding
Appraising
HRM practices and policies
Manager need to carry out
 Conducting job analysis(determining the nature of
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each employees job)
Planning labour needs recruiting job candidate
Selecting job candidate, orienting and training
Managing wages and salaries
Providing incentive and benefits
Appraising performance
Communicating(interviewing, counselling, discipline)
Training and development
Building employment commitment
Manager should know about
 Equal opportunity and affirmative action
 Employee health and safety
 Grievances and labour relations
Why is HRM important to all
managers
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Hire the wrong person for the job
Experience high turn over
Find your people not doing best
Waste time with useless interviews
Have your company taken to court because of your
discriminatory action
Have your company cited under federal occupational safety
laws for unsafe practices
Have some of your employees think underpaid
Allow lack of training
Commit any unfair labour practices
Line Versus staff authority
 Authority: The right to make decisions, direct others,
work, and give order
 Line manager: A manager who is authorized to direct
the work of subordinate and the responsibility for
accomplishing the organization’s goal
 Staff manager: A manager who assists and advises the
mangers
Line managers’ Human Resource
Management responsibilities
1.
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Placing the right person on right job
Starting new employees in the organization
Training employees for the job that are new to them
Improving the job performance of each person
Gaining creative cooperation and developing smooth
working relationship
Line managers’ Human Resource
Management responsibilities
6.Interpreting company’s policies and procedure
7.Controlling labour cost
8.Developing the abilities of each person
9.Creating and maintain department morale
10.Protecting employees health and physical condition
HR department’s HR management
responsibilities
 HR department provide specialize assistance to carry
out three distinct function
1. Line function
2. Coordinating function
3. Staff(service function)
Line function
HR manger perform line function by creating the
activities of the people in his or her own department
and in services area
Ensure
1.HR objective
2. Policies
3. Procedure
Coordinating
function
personnel activities
Coordinating function
 HR manager function as coordinator of personnel
activities, a duty refer to as functional control
 Act as right arm of the top executive to ensure that HR
objective, policies, and procedure that have been
approved and adopted are being consistently carried
out by line manager
Hiring
Firing of
employees
Training
Staff
function(services)
Evaluatio
n
Promotion
Rewarding
Employees advocacy
 HR must take responsibility for clearly defining how
manager should
1. Treat employees
2. Make sure employees have the mechanism required
to contest unfair practices
3. Represent the interest of employees within the frame
work of its primary objective to senior management
Changing environment of human
resource management
 Globalization
 Technological advancement
 Deregulations
 Trends in the nature of work
 Workforce diversity
 Legal trends affecting human resource
management(equal employment opportunity law bar
discrimination on the basis of race, age, disability,
religion, sex, or national origins)
New management practices
 Employees are being empowered
 Flatter organization becoming the norms
 Work is increasingly organize around the teams and
process rather than specialized function
 The basis of power are changing
 Manager today must build commitment
Changing role of HR management
 People and performance:
1. Early 1900s personnel people first took over
hiring and firing from supervisor, ran payroll
department, administered benefit plan
2. 1930 led to second phase, protecting the firm in
its interaction with union
3. Discrimination legislation 1960s and 1970s
triggered third phase
5.Personnel is speeding in forth phase and role is
shifting from protector and screening to strategic
partner and change agent
6.Now flattened, downsized, high performing
organization, highly trained and committed
employees are firm competitive advantages
HR and employees commitment
 Employees identification with and agreement to
pursue the company’s or the unit mission
 Two way communication foster commitment
 Fair treatment of all employees grievances and
disciplinary action
HR and performance
 Personnel screening test to select high potential
employees that can save million of dollars
 Train first line manager to lowering labour cost
 HR helps employees to prioritize task and reduce task
HR and service
 Employees behaviour is important for in the firm
performance
 Tactless, unprepared to discuss pros and cons of
different product
 Services industries very much dependent on
employees behaviour
 HR plays crucial role in shaping employees behaviour
through : employees career progress, provide
orientation/ socialization programs for employees
improvement
HR and responsiveness
 HR help to make companies better, faster more
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competitive through
Downsizing
flattening the pyramid
Empowering employees
Organizing around the teams
Improving communication
Flexible working hour
Strategic Human Resource
Management
 Employees today’s competitive advantages has led to
the growth of the new field known as strategic human
resource management
 The linkage of HRM with strategic goal and objective
in order to improve business performance and develop
organization culture that foster innovation and
flexibility
Plan of study
 Recruitment and placement
 Training and development
 Compensation
 Employment security and safety
 International HRM
Recruitment and placement
Job analysis
The procedure for determining the duties and skill
requirement of job and the kind of person who should
be hire for that
Job description:
A list of job duties, responsibilities, reporting
relationship, working condition, and supervisory
responsibilities
Job specification
 A list of job’s “human requirements” that the requisite
education, skill, personalities, and so on.
Use of job analysis information
1.Recruitment and selection
I. What job entail
II. What characteristic required to carry out these
activities
III. What sort of people to recruit and hire
2. compensation
Estimating the values of and appropriate
compensation for each job
II. Compensation depend upon things like job’s
required skill, education level, safety hazards degree
of responsibility
III. Each job can be classified accurately
I.
3.Performance
 Performance appraisal compares each employees with
his her performance standard
 Through Job analysis experts determine the standard
to be achieved and specific activities to be performed
Training
 Designing training
 Development program
Ensure complete assignments of
duties
 Job analysis helps to discover unassigned duties
Steps in job analysis
Step 1:
I. Identify the use to which the information will be put
II. This help to determine the data you will collect and
how to collect
III. Selection of data collection technique to get
information what job entails(qualitative or
quantitative)
Step 2:
I. Review relevant background information like
organization chart, process chart and job
description.
II. Chart should be indentify the title of each job
III. The means of interconnecting lines, who report to
whom and with whom the job incumbent is
expected to communicate
IV. Process chart provide more detail picture of work
flow than obtainable from the organizational chart
alone
 Step 3:
Select representative position to be analyse
 Step 4:
I. Analyse job by collecting data on job activities
II. Required employees behaviour
III. Working condition
IV. Human traits and ability needed to perform job
I.
 Step 5:
Review the information with job incumbent
II. Information should be verified with worker
performing job
III. This helps to confirm that information is factually
correct and complete
IV. This helps to gain employees acceptance of the job
analysis data
I.
 Step 6
I.
Develop job description and job specification