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1. Learning Objectives (1 of 2) 1.1 Explain what human resource management is and how it relates to the management process. 1.2 Define authority, and give examples of line and staff human resource management tasks. 1.3 Briefly discuss and illustrate important environmental trends influencing human resource management.

2. Learning Objectives (2 of 2) 1.4 List the areas of important knowledge human resource managers require today. 1.5 Discuss why the manager’s human resource philosophy is important.

3. Learning Objective 1.1: Explain What Human Resource Management Is and How It Relates to the Management Process

4. What Is Human Resource Management? The Management Process Planning Organizing Staffing Leading Controlling

5. Why Is Human Resource Management Important to All Managers? To avoid personnel mistakes To get results through people You may spend some time as an H R manager H R is important for small business entrepreneurs Staffing is part of the job that all managers do

6. Learning Objective 1.2: Define Authority, and Give Examples of Line and Staff Human Resource Management Tasks

7. Line and Staff Aspects of Human Resource Management Authority is the right to make decisions, to direct the work of others, and to give orders. Managers usually distinguish between line authority and staff authority. Line authority gives you the right to issue orders to other managers or employees. Staff authority gives you the right to advise others in the organization.

8. Line Manager’s H R Management Responsibilities (1 of 2) Placing the right person in the right job Starting new employees in the organization (orientation) Training employees for jobs that are new to them Improving the job performance of each person

9. Line Manager’s H R Management Responsibilities (2 of 2) Gaining creative cooperation and developing smooth working relationships Interpreting the company policies and procedures Controlling labor cost Developing the abilities of each person Creating and maintaining departmental morale Protecting employees’ health and physical conditions

10. The Human Resource Department Figure 1-1 Human Resource Department Organization Chart Showing Typical H R Job Titles Source: “Human Resource Development Organization Chart Showing Typical H R Job Titles,” www.co.pinellas.fl.us/persnl/pdf/orgchart.pdf . Courtesy of Pinellas County Human Resources. Reprinted with permission.

11. New Approaches to Organizing H R Reorganizing the H R function of how it is organized and delivers H R services Shared services H R units Corporate H R teams Embedded H R teams Centers of expertise

12. Learning Objective 1.3: Briefly Discuss and Illustrate Important Environmental Trends Influencing Human Resource Management

13. Trends in Human Resource Management (1 of 3) Workforce Demographics and Diversity Trends Trends in Jobs People Do Where People Work Employee Engagement

14. Employee Engagement and H R M Employee engagement refers to being psychologically involved in, connected to, and committed to getting one’s job done.

15. Trends in Human Resource Management (2 of 3) Globalization Trends Economic Trends Technological Trends

16. More on H R Technology Trends There are six main types of digital technologies driving H R professionals to automation: Social Media Mobile Applications Cloud Computing Data Analytics Artificial Intelligence Augmented Reality

17. Trends in Human Resource Management (3 of 3) Political Trends and Values Competitive Trends

18. Sustainability and H R M It is about measuring companies in terms of maximizing profits but also on their environmental and social performance as well.

19. Diversity, Equity, and Inclusion Employers are taking many steps to bolster D E I efforts, usually with human resource management taking the lead.

20. Ethics and H R M Ethics means the standards someone uses to decide what his or her conduct should be.

21. Learning Objective 1.4: List the Areas of Important Knowledge Human Resource Managers Require Today

22. Performance and H R Management The Human Resource Manager is expected to spearhead employee performance. Three levers can be applied to do so: Department Lever Employee Cost Lever Strategic Results Lever

23. Evidence-Based Management Evidence-based human resource management— is the use of data, facts, analytics, scientific rigor, critical evaluation, and critically evaluated research/case studies to support human resource management proposals, decisions, practices, and conclusions. Actual measurements Existing data Research studies

24. H R and Adding Value Adding value— means helping the firm and its employees improve in a measurable way as a result of the human resources manager’s actions.

25. Pandemics and People H R managers have played a role in supporting employees during and after the pandemic. More focus has shifted management’s attention toward their people’s mental health and well-being. H R managers can help build better employer–employee relationships.

26. Strategic Human Resource Management Strategic human resource management— means formulating and executing human resource policies and practices that produce the employee competencies and behaviors that the company needs to achieve its strategic aims.

27. Human Resource Manager’s Competencies The Society of Human Resource Management (S H R M) has a new “competency model” called the S H R M Body of Competency and Knowledge that itemizes what a new H R Manager needs. What should they be able to exhibit? Of what basic functional areas of H R should they have command?

28. Human Resource Manager Certification H R C I Certifications P H R—Professional in Human Resources S P H R—Senior Professional in Human Resources S H R M now has its own competency and knowledge- based testing

29. Learning Objective 1.5: Discuss Why the Manager’s Human Resource Philosophy Is Important

30. Your Own Philosophy An initial philosophy based on experiences, education, values, assumptions, and background.

31. Top Management’s Philosophy Top management’s philosophy may or may not be stated, but it communicates the actions of top managers and permeates every level and department in the organization.

32. Chapter 1 Review What you should now know…