HRM introduction.ppt all the introduction abut hrm

You want to study HRM read it and easy to understand

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

2. © 2008 Prentice Hall, Inc. All rights reserved. 1–2
After studying this chapter, you should be able to:
1.Explain what human resource management is and how
it relates to the management process.
2.Give at least eight examples of how all managers can
use human resource management concepts and
techniques.
3.Illustrate the human resources responsibilities of line
and staff (HR) managers.
4.Provide a good example that illustrates HR’s role in
formulating and executing company strategy.
5.Write a short essay that addresses the topic: Why
metrics and measurement are crucial to today’s HR
managers.
6.Outline the plan of this book.

3. Definition
•“Human Resource Management is a process of
procuring, developing and retaining the
competent people in the organization who
contributes in achieving the organizational
goals efficiently and effectively
© 2008 Prentice Hall, Inc. All rights reserved. 1–3

4. © 2008 Prentice Hall, Inc. All rights reserved. 1–4
Human Resource Management at Work
•WhatIsHumanResourceManagement
(HRM)?
HRMistheprocessofacquiring,training,appraising
andcompensatingemployeesandofattendingto
theirlaborrelations,healthandsafety,andfairness
concerns.
Thepoliciesandpracticesinvolvedincarryingout
the“people”orhumanresourceaspectsofa
management position,includingrecruiting,
screening,training,rewarding,andappraising.

5. Why is HRM important to all Managers?
•We don’t want to make personnel mistakes
while managing them:
•Hire the wrong person for the job
•Have your people not doing their best
•Waste time with useless interview
•Allow a lack of training
•Commit any unfair labor practices
© 2008 Prentice Hall, Inc. All rights reserved. 1–5

6. © 2008 Prentice Hall, Inc. All rights reserved. 1–6
Basic HR Concepts
•The bottom line of managing:
Getting results
•HR creates value by engaging
in activities that produce the
employee behaviors that the
company needs to achieve
its strategic goals.

7. Levels of Management
•First-line Managers:have direct responsibility for
producing goods or services Foreman, supervisors,
clerical supervisors
•Middle Managers:
Coordinate employee activities
Determine which goods or services to provide
Decide how to market goods or services to customers
Assistant Manager, Manager (Section Head)
•Top Managers:provide the overall direction of an
organization Chief Executive Officer, President, Vice
President

8. First-line Managers
Directly responsible for production of goods or services
Employees who report to first-line managers do the
organization’s work
Spend little time with top managers in large organizations
Technical expertise is important
Rely on planning and administration, self-management,
teamwork, and communication competencies to get work
done

9. Middle Managers
Responsibleforsettingobjectivesthatareconsistentwith
topmanagement’sgoalsandtranslatingthemintospecific
goalsandplansforfirst-linemanagerstoimplement
Responsibleforcoordinatingactivitiesoffirst-line
managers
Establishtargetdatesforproducts/servicestobedelivered
Needtocoordinatewithothersforresources
Abilitytodevelopothersisimportant
Relyoncommunication,teamwork,andplanningand
administrationcompetenciestoachievegoals

10. Management Level and Skills

11. Introductory Concepts: What Are
Managerial Competencies?
Competency–acombinationofknowledge,
skills,behaviors,andattitudesthatcontributeto
personaleffectiveness
ManagerialCompetencies–setsofknowledge,
skill,behaviors,andattitudesthataperson
needstobeeffectiveinawiderangeofpositions
andvarioustypesoforganizations

12. Six Core Managerial Competencies:
What It Takes to Be a Great Manager
CommunicationCompetency
Planning and Administration Competency
Teamwork Competency
Strategic Action Competency
Multicultural Competency
Self-Management Competency

13. Communication Competency
Ability to effectively transfer and exchange information
that leads to understanding between yourself and others
Informal Communication
Used to build social networks and good
interpersonal relations
Formal Communication
Used to announce major events/decisions/
activities and keep individuals up to date
Negotiation
Used to settle disputes, obtain resources,
and exercise influence

14. Decidingwhattasksneedtobedone,determining
howtheycanbedone,allocatingresourcestoenable
themtobedone,andthenmonitoringprogressto
ensurethattheyaredone
Informationgathering,analysis,andproblemsolving
fromemployeesandcustomers
Planningandorganizingprojectswithagreed
uponcompletiondates
Timemanagement
Budgetingandfinancialmanagement

15. Accomplishingtasksthroughsmallgroupsof
peoplewhoarecollectivelyresponsibleand
whosejobrequirescoordination.
Designingteamsproperlyinvolveshaving
peopleparticipateinsettinggoals.
Creatingasupportiveteamenvironmentgets
peoplecommittedtotheteam’sgoals.
Managingteamdynamicsinvolvessettling
conflicts,sharingteamsuccess,andassigntasks
thatuseteammembers’strengths.

16. Strategic Action Competency
Understandingtheoverallmissionandvaluesof
theorganizationandensuringthatemployees’
actionsmatchwiththem.
Understandinghowdepartmentsordivisionsof
theorganizationareinterrelated.
Takingkeystrategicactionstopositionthefirm
forsuccess,especiallyinrelationtoconcernof
stakeholders
Leapfroggingcompetitors

17. Understanding,appreciatingandrespondingto
diversepolitical,cultural,andeconomicissues
acrossandwithinnations
Culturalknowledgeandunderstandingofthe
eventsinatleastafewothercultures
Culturalopennessandsensitivitytohowothers
think,act,andfeel
Respectfulofsocialetiquettevariations
Acceptingoflanguagedifferences
Multicultural Competency

18. Self-Management Competency
Developing yourself and taking responsibility
Integrity and ethical conduct
Personal drive and resilience
Balancing work and life issues
Self-awareness and personal development
activities

19. Snapshot
“My strengths and weaknesses haven’t
changed a lot in 51 years. The important
thing is to recognize the things you don’t do
well and build a team that reflects what you
know the company needs.”
Anne Mulcahy, CEO, Xerox
Self-Management Competency

20. Learning Framework for Managing
Part I: Overview of Management
Part II: Managing the Environment
Part III: Planning and Control
Part IV: Organizing
Part V; Leading

21. HRM specialties
•Recruiters:searchforqualifiedjobapplicants.
•HRD specialist:managing employee
developmentactivitiesinanintegratedmanner.
•JobAnalyst:collectandexamineinformation
aboutjobstpreparejobdescription.
•Compensation:Developcompensationplans
andhandletheemployeebenefitsprogram.
•Trainingspecialist:planorganizeanddirect
trainingactivities.
© 2008 Prentice Hall, Inc. All rights reserved. 1–21

22. Con…..
•Employmentrelationspecialist:advise
management onallaspectsofunion
managementrelations.
•Employeewelfareofficers:handlewelfare
activitiesInfactoriesasrequiredbylaw.
© 2008 Prentice Hall, Inc. All rights reserved. 1–22

23. © 2008 Prentice Hall, Inc. All rights reserved. 1–23
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.

24. © 2008 Prentice Hall, Inc. All rights reserved. 1–24
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

25. © 2008 Prentice Hall, Inc. All rights reserved. 1–25
High-Performance Work System Practices
•Employment security
•Selective hiring
•Extensive training
•Self-managed teams/decentralized decision making
•Reduced status distinctions
•Information sharing
•Contingent (pay-for-performance) rewards
•Transformational leadership
•Measurement of management practices
•Emphasis on high-quality work

26. © 2008 Prentice Hall, Inc. All rights reserved. 1–26
Benefits of a High-Performance
Work System (HPWS)
•Generate more job applicants
•Screen candidates more effectively
•Provide more and better training
•Link pay more explicitly to performance
•Provide a safer work environment
•Produce more qualified applicants per position
•Hiring based on validated selection tests
•Provide more hours of training for new employees
•Conduct more performance appraisals

27. © 2008 Prentice Hall, Inc. All rights reserved. 1–27
Measuring HR’s Contribution
•The HR Scorecard
Shows the quantitative standards,
or “metrics” the firm uses to
measure HR activities.
Measures the employee behaviors
resulting from these activities.
Measures the strategically relevant
organizational outcomes of those
employee behaviors.

28. © 2008 Prentice Hall, Inc. All rights reserved. 1–28
The Human Resource Manager’s
Proficiencies
•HR proficiencies :
•It represents traditional knowledge and skills in
areas such as employee selection, training and
compensation.

29. Con…..
Businessproficiencies:Itreflectshumanresource
professionalsnewstrategicrole.Suchasformulating
strategies,strategicplanning,marketingproduction
andfinance.
Leadershipproficiencies:Managersshouldhave
abilitytoworkwiththeleadmanagementgroupsand
todrivethechangesrequired.
Learningproficiencies:Heorshemusthavethe
abilitytostaysidebysideofandapplyallthenew
technologiesandpracticesaffectingtheprofession.
© 2008 Prentice Hall, Inc. All rights reserved. 1–29

30. Similar terms used for HRM
•Labourmanagement :Itdealswith
employment,wagesandfiring.Employeesare
justtreatedjustlikeacommoditywhichcanbe
purchasedusedandthrown.
•Industrialrelations:Itdealswithrelations
amongemployeestradeunionsemployersand
thegovernment.
•PersonnelManagement:Itmeanspersons
employed.Itviewsthemanaseconomicman
whoworksformoneyorsalary.
•Human Capital Management
© 2008 Prentice Hall, Inc. All rights reserved. 1–30

31. Con…..
•HRM:Ittreatsthepeopleashumanbeings
havingeconomic,social,andpsychological
needs.
•Human Assets management :
•Employment Administration
•Employee-employer relations
•Union management relations
•Labour Administration
© 2008 Prentice Hall, Inc. All rights reserved. 1–31

32. Functions of HRM
•There are two types of functions.
•1. Managerial functions :
a) planning
b) Organizing
c) Directing
d) controlling
2. Operative Functions :
a) Employment
b) HRD
c) compensation
© 2008 Prentice Hall, Inc. All rights reserved. 1–32

33. Con…..
•D) Human relations
•E) Industrial relations
•f) Recent Trends in HRM
© 2008 Prentice Hall, Inc. All rights reserved. 1–33

34. Employment
•It is the 1
st
operative function of HRM
•It is concerned with securing and employing the
people.
•It covers functions such as job analysis , HR
planning , recruitment, selection, placement,
induction and internal mobility.
© 2008 Prentice Hall, Inc. All rights reserved. 1–34

35. HRD
•Itistheprocessofimproving,moulding,and
changingtheskills,knowledgecreativeability,
aptitude,attitude,values,commitmentetc.,
basedonpresentandfuturejoband
organizationalrequirements.
© 2008 Prentice Hall, Inc. All rights reserved. 1–35

36. compensation
•Itistheprocessofprovidingadequate,
equitableandfairremunerationtothe
employees.Itincludesjobevaluation,wageand
salaryadministration,incentives,bonus,fringe
benefits,socialsecuritymeasuresetc.
© 2008 Prentice Hall, Inc. All rights reserved. 1–36

37. Human Relations
•Itistheprocessofinteractionamonghuman
beings.
•Itisanareaofmanagementinintegrating
peopleintoworksituationsinawaythat
motivatesthemtoworktogetherproductively,
cooperativelyandwitheconomicpsychological
andsocialsatisfaction.
© 2008 Prentice Hall, Inc. All rights reserved. 1–37

38. Industrial Relation
•Itrefersrelationsamong employees,
employers,governmentandtradeunions.
© 2008 Prentice Hall, Inc. All rights reserved. 1–38

39. © 2008 Prentice Hall, Inc. All rights reserved. 1–39
K E Y T E R M S
management process
human resource management
(HRM)
authority
line manager
staff manager
line authority
staff authority
implied authority
functional control
employee advocacy
globalization
human capital
strategy
strategic plan
metrics
HR Scorecard
outsourcing
ethics
strategic human resource
management
high-performance work system