Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-1 Managing Human Resources Today Chapter 1
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-2 What is human resource management? The basics of HRM are the following: Acquiring, training, appraising, and compensating employees Attending to labor relations, health and safety, and fairness concerns
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-3 HRM Techniques and Concepts Conducting job analyses Planning labor needs and recruiting job candidates Selecting job candidates Orientating and training new employees Appraising employee performance
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-4 Managing wages and salaries Providing incentives and benefits Communicating (interviewing, counseling, disciplining) Training and developing managers HRM Techniques and Concepts, cont.
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-5 Building employee commitment Being informed about equal opportunity and affirmative action Complying to ensure employee health and safety Handing grievances and labor relations HRM Techniques and Concepts, cont.
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-6 Why is HRM important to managers? Examples: Finding employees not performing at peak capacity Hiring the wrong person for the job or experiencing high turnover HRM helps you avoid potential messes!
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-7 Examples: Having your company taken to court because of discriminatory actions Having your company cited under federal occupational safety laws for unsafe practices HRM also helps you avoid serious issues!
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-8 Getting results is the bottom line of HRM! Your planning, leading, organizing and controlling skills are important, but true HRM success lies with your people skills
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-9 HRM line vs. staff authority What is authority? –Line managers are authorized to give orders –Staff managers are authorized to assist and advise line managers in accomplishing goals
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-10 Line staff HR cooperation Line staff and HR usually share responsibilities Supervisors spend much of their time on HR/personnel-type tasks
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-11 Line managers’ HRM responsibilities Small companies (100 or less employees) tend to have informal, “ad hoc” HRM. A line manager there might have duties including the following: Placing, orienting and training employees Improving employee job performance Controlling labor costs
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-12 Gaining creative cooperation and developing smooth working relationships Interpreting the company’s policies and procedures Developing the abilities of each person Protecting employees’ health and physical conditions Line managers’ HRM responsibilities, cont.
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-13 As a company grows, line managers need the assistance as well as the specialized knowledge and advice of a separate HR staff
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-14 Organizing the HR Department Providing specialized assistance is what the HR department is all about Typical HR positions include: –Compensation and benefits manager –Employment and recruiting supervisor –Training specialist –Employee relations executive
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-15 HR Organization Chart for a Large Corporation
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-16 Competitive trends affecting HRM Globalization and competition Outsourcing and technological advances The nature of the work Service jobs Human capital
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-17 Employment Exodus: Projected Loss of Jobs and Wages
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-18 Demographic and workforce trends Slow growth Older, more multi-ethnic workforce Nontraditional workers “Generation Y” Retirees
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-19 The changing role of HR Effective HRM selection, training, pay and employee fairness practices are crucial to capitalizing on technology and remaining competitive HR departments must move away from a housekeeping focus to strategic maneuvering – HRM must evolve to remain dynamic
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-20 The evolution of HRM DecadeMajor Business Ideas Common HR titles Pre-1900’sSmall business and worker’s guilds No “HR” people 1900’sLarge-scale enterprise growth Labor relations, personnel 1920’sDepression, first labor legislation Industrial relations, personnel
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-21 DecadeMajor Business IdeasCommon HR titles 1940’sWW II, growth of large diversified enterprises Personnel administration 1960’sCivil rights and compliance Personnel 1980’sGrowing impact of globalization and technology; human capital; emergency of the knowledge/service economy Personnel, Human Resources
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-22 DecadeMajor Business IdeasCommon HR titles 2000’sModern organizations, organization effectiveness, strategic HR planning Human Resource Management
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-23 The new HR manager Provides efficient operational services including outsourcing service when necessary Supports top management’s strategic planning efforts Acts as the company’s “internal consultant” for identifying and institutionalizing changes that enhance employees skills allowing them to contribute to the company’s success
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-24 Important HRM issues Strategic human resource management HR’s use of technology Managing ethics HR Certification
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-25 What is strategic HRM? A strategy is a company’s plan for matching internal strengths and weakness with external opportunities and threats Strategic HRM is the formulation and execution of HR policies and practices that produce competent employees with the behaviors needed to achieve the company’s strategic goals
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-26 HR and technology Self-service Call centers Productivity improvement Outsourcing
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-27 Some Ways HR Managers Use Technology
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-28 Issues related to HR ethics Workplace safety Security of employee records Employee theft Affirmative action Comparable work Employee privacy rights
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-29 The path to HR Certification Society for Human Resource Management’s (SHRM™) offers two levels of HR professional certification exams –SPHR (senior professional in HR) –PHR (professional in HR) Human Resource Certification Institute –Online HRCI assessment exam –Available at
Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 1-30 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.