Ch1 HR تختص بجذب الموظفين، والاختيار، والتدريب، والتقييم،.ppt

تختص بجذب الموظفين، والاختيار، والتدريب، والتقييم،وتختص بجذب الموظفين، والاختيار، والتدريب، والتقييم، ومكافأة الموظفين، وأيضاً متابعة قيادة المنظمة والثقافة التنظيمية والتأكد من الامتثال بقوانين العمل. في حالات

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

2. © 2008 Prentice Hall, Inc. All rights reserved. 1–2
The Management ProcessThe Management Process
Planning
Organizing
Leading Staffing
Controlling

3. © 2008 Prentice Hall, Inc. All rights reserved. 1–3
Human Resource Management at WorkHuman Resource Management at Work
•What Is Human Resource Management What Is Human Resource Management
(HRM)?(HRM)?
The policies and practices involved in carrying out The policies and practices involved in carrying out
the “people” or human resource aspects of a the “people” or human resource aspects of a
management position, including recruiting, management position, including recruiting,
screening, training, rewarding, and appraising.screening, training, rewarding, and appraising.

4. © 2008 Prentice Hall, Inc. All rights reserved. 1–4
Human Resource Management at WorkHuman Resource Management at Work
Acquisition
Training
Appraisal
CompensatingLabor Relations
Health and
Safety
Fairness
Human
Resource
Management
(HRM)

5. © 2008 Prentice Hall, Inc. All rights reserved. 1–5
Personnel Aspects of a Manager’s JobPersonnel Aspects of a Manager’s Job
•Conducting job analyses Conducting job analyses
•Planning labor needs and recruiting job candidatesPlanning labor needs and recruiting job candidates
•Selecting job candidatesSelecting job candidates
•Orienting and training new employeesOrienting and training new employees
•Managing wages and salariesManaging wages and salaries
•Providing incentives and benefitsProviding incentives and benefits
•Appraising performanceAppraising performance
•Communicating Communicating
•Training and developing managersTraining and developing managers
•Building employee commitmentBuilding employee commitment

6. © 2008 Prentice Hall, Inc. All rights reserved. 1–6
Personnel MistakesPersonnel Mistakes
•Hire the wrong person for the jobHire the wrong person for the job
•Experience high turnoverExperience high turnover
•Have your people not doing their bestHave your people not doing their best
•Waste time with useless interviewsWaste time with useless interviews
•Have your company in court because of discriminatory actionsHave your company in court because of discriminatory actions
•Have your company cited by OSHA for unsafe practicesHave your company cited by OSHA for unsafe practices
•Have some employees think their salaries are unfair and Have some employees think their salaries are unfair and
inequitable relative to others in the organizationinequitable relative to others in the organization
•Allow a lack of training to undermine your department’s Allow a lack of training to undermine your department’s
effectivenesseffectiveness
•Commit any unfair labor practicesCommit any unfair labor practices

7. © 2008 Prentice Hall, Inc. All rights reserved. 1–7
Basic HR ConceptsBasic HR Concepts
•The bottom line of managing: The bottom line of managing:
Getting resultsGetting results
•HR creates value by engaging HR creates value by engaging
in activities that produce the in activities that produce the
employee behaviors that the employee behaviors that the
company needs to achieve company needs to achieve
its strategic goals.its strategic goals.

8. © 2008 Prentice Hall, Inc. All rights reserved. 1–8
Line and Staff Aspects of HRMLine and Staff Aspects of HRM
•Line managerLine manager
A manager who is authorized to direct the work of A manager who is authorized to direct the work of
subordinates and is responsible for accomplishing subordinates and is responsible for accomplishing
the organization’s tasks.the organization’s tasks.
•Staff managerStaff manager
A manager who assists and advises line managers.A manager who assists and advises line managers.

9. © 2008 Prentice Hall, Inc. All rights reserved. 1–9
Line Managers’ HRM ResponsibilitiesLine Managers’ HRM Responsibilities
1.1.Placing the right person on the right jobPlacing the right person on the right job
2.2.Starting new employees in the organization (orientation)Starting new employees in the organization (orientation)
3.3.Training employees for jobs that are new to themTraining employees for jobs that are new to them
4.4.Improving the job performance of each personImproving the job performance of each person
5.5.Gaining creative cooperation and developing smooth working Gaining creative cooperation and developing smooth working
relationshipsrelationships
6.6.Interpreting the firm’s policies and proceduresInterpreting the firm’s policies and procedures
7.7.Controlling labor costsControlling labor costs
8.8.Developing the abilities of each personDeveloping the abilities of each person
9.9.Creating and maintaining department moraleCreating and maintaining department morale
10.10.Protecting employees’ health and physical conditionProtecting employees’ health and physical condition

10. © 2008 Prentice Hall, Inc. All rights reserved. 1–10
Human Resource Managers’ DutiesHuman Resource Managers’ Duties
Functions of
HR Managers
Line Function
Line Authority
Implied Authority
Staff Functions
Staff Authority
Innovator
Employee Advocacy
Coordinative
Function
Functional Authority

11. © 2008 Prentice Hall, Inc. All rights reserved. 1–11
Human Resource SpecialtiesHuman Resource Specialties
Recruiters
EEO
Coordinators
Labor Relations
Specialists
Training
Specialists
Job Analysts
Compensation
Managers
Human
Resource
Specialties

12. © 2008 Prentice Hall, Inc. All rights reserved. 1–12
FIGURE 1–1
HR Organization Chart
for a Large Organization
Source: www.hr.wayne.edu/orgcharts.php. Accessed May 6, 2007.

13. © 2008 Prentice Hall, Inc. All rights reserved. 1–13
FIGURE 1–2 HR Organizational Chart (Small Company)

14. © 2008 Prentice Hall, Inc. All rights reserved. 1–14
The Changing Environment of The Changing Environment of
Human Resource ManagementHuman Resource Management
Globalization Trends
Technological Trends
Trends in the Nature of Work
Workforce Demographic Trends
Changes and Trends
in Human Resource
Management

15. © 2008 Prentice Hall, Inc. All rights reserved. 1–15
FIGURE 1–4 Employment Exodus: Projected Loss of Jobs and Wages
Source: Michael Schroeder, “States Fight Exodus of Jobs,” Wall Street Journal, June 3,
2003, p. 84. Reproduced with permission of Dow Jones & Co. Inc. via Copyright Clearance
Center.

16. © 2008 Prentice Hall, Inc. All rights reserved. 1–16
The Changing Role of The Changing Role of
Human Resource ManagementHuman Resource Management
New
Responsibilities
for HR Managers
Measuring the HRM
Team’s Performance
Managing with the
HR Scorecard
Process
Creating High-
Performance Work
Systems
Strategic Human
Resource
Management

17. © 2008 Prentice Hall, Inc. All rights reserved. 1–17
TABLE 1–1Technological Applications for HR
Application Service Providers (ASPs) and technology outsourcing
Web portals
PCs and high-speed access
Streaming desktop video
The mobile Web and wireless net access
E-procurement
Internet- and network-monitoring software
Bluetooth
Electronic signatures
Electronic bill presentment and payment
Data warehouses and computerized analytical programs

18. © 2008 Prentice Hall, Inc. All rights reserved. 1–18
High-Performance Work System PracticesHigh-Performance Work System Practices
•Employment securityEmployment security
•Selective hiringSelective hiring
•Extensive trainingExtensive training
•Self-managed teams/decentralized decision makingSelf-managed teams/decentralized decision making
•Reduced status distinctionsReduced status distinctions
•Information sharingInformation sharing
•Contingent (pay-for-performance) rewardsContingent (pay-for-performance) rewards
•Transformational leadershipTransformational leadership
•Measurement of management practicesMeasurement of management practices
•Emphasis on high-quality workEmphasis on high-quality work

19. © 2008 Prentice Hall, Inc. All rights reserved. 1–19
Benefits of a High-Performance Benefits of a High-Performance
Work System (HPWS)Work System (HPWS)
•Generate more job applicantsGenerate more job applicants
•Screen candidates more effectivelyScreen candidates more effectively
•Provide more and better trainingProvide more and better training
•Link pay more explicitly to performanceLink pay more explicitly to performance
•Provide a safer work environmentProvide a safer work environment
•Produce more qualified applicants per positionProduce more qualified applicants per position
•Hiring based on validated selection testsHiring based on validated selection tests
•Provide more hours of training for new employeesProvide more hours of training for new employees
•Conduct more performance appraisalsConduct more performance appraisals

20. © 2008 Prentice Hall, Inc. All rights reserved. 1–20
Measuring HR’s ContributionMeasuring HR’s Contribution
•The HR ScorecardThe HR Scorecard
Shows the quantitative standards, or Shows the quantitative standards, or
“metrics” the firm uses to measure “metrics” the firm uses to measure
HR activities.HR activities.
Measures the employee behaviors Measures the employee behaviors
resulting from these activities.resulting from these activities.
Measures the strategically relevant Measures the strategically relevant
organizational outcomes of those organizational outcomes of those
employee behaviors.employee behaviors.

21. © 2008 Prentice Hall, Inc. All rights reserved. 1–21
The Human Resource Manager’s The Human Resource Manager’s
ProficienciesProficiencies
•New ProficienciesNew Proficiencies
HR proficienciesHR proficiencies
Business proficienciesBusiness proficiencies
Leadership proficienciesLeadership proficiencies
Learning proficienciesLearning proficiencies

22. © 2008 Prentice Hall, Inc. All rights reserved. 1–22
FIGURE 1–6Effects CFOs Believe Human Capital Has on Business Outcomes
Source: Steven H. Bates, “Business Partners,” HR Magazine, September 2003, p. 49. Reproduced
with permission of the Society for Human Resource Management via Copyright Clearance Center.

23. © 2008 Prentice Hall, Inc. All rights reserved. 1–23
HR CertificationHR Certification
•HR is becoming more professionalized.HR is becoming more professionalized.
•Society for Human Resource Management Society for Human Resource Management
(SHRM)(SHRM)
SHRM’s Human Resource Certification SHRM’s Human Resource Certification
Institute (HRCI)Institute (HRCI)

SPHR (senior professional in HR) SPHR (senior professional in HR)
certificatecertificate

PHR (professional in HR) PHR (professional in HR)
certificatecertificate

24. © 2008 Prentice Hall, Inc. All rights reserved. 1–24
The Human Resource Manager’s The Human Resource Manager’s
Proficiencies (cont’d)Proficiencies (cont’d)
•Managing within the LawManaging within the Law
Equal employment lawsEqual employment laws
Occupational safety and health lawsOccupational safety and health laws
Labor lawsLabor laws
•Managing EthicsManaging Ethics
Ethical lapsesEthical lapses
Sarbanes-Oxley in 2003Sarbanes-Oxley in 2003

25. © 2008 Prentice Hall, Inc. All rights reserved. 1–25
The Plan of This Book: Basic ThemesThe Plan of This Book: Basic Themes
•HRM is HRM is the responsibility of every managerthe responsibility of every manager..
•HR managers must defend their plans and HR managers must defend their plans and
contributions in measurable terms.contributions in measurable terms.
•All personnel actions and decisions have strategic All personnel actions and decisions have strategic
implications.implications.
•All managers rely on information technology.All managers rely on information technology.
•Virtually every personnel decision has legal Virtually every personnel decision has legal
implications.implications.