Human Resources Management 12e Gary Dessler

Human Resources Management 12e Gary Dessler
HUMAN RESOURCE MANAGEMENT 12th Edition Human Resources Management 12e Gary Dessler Chapter 1 Introduction to Human Resource Management Part 1 Introduction GARY DESSLER Copyright © 2011 Pearson Education

WHERE WE ARE NOW… The purpose of this chapter is to explain what human resource management is, and why it’s important to all managers. We’ll see that HRM activities such as hiring, training, appraising, compensating, and developing employees are part of every manager’s job. And we’ll see that HRM is also a separate function, usually with its own human resource or “HR” manager. The main topics we’ll cover include the meaning of human resource management; why HRM is important to all managers; global and competitive trends; HRM trends; and the plan of this book. The framework (which introduces each chapter) makes this point: That to formulate and apply HR practices like testing and training you should understand the strategic and legal context in which you’re managing. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

LEARNING OUTCOMES Explain what human resource management is and how it relates to the management process. Show with examples why human resource management is important to all managers. Illustrate the human resources responsibilities of line and staff (HR) managers. Briefly discuss and illustrate each of the important trends influencing human resource management. List and briefly describe important trends in human resource management. Define and give an example of evidence-based human resource management. Outline the plan of this book. Copyright © 2011 Pearson Education

Human Resource Management at Work
Human Resources Management 12e Gary Dessler Human Resource Management at Work What Is Human Resource Management (HRM)? The effective use of people to achieve both organizational and individual goals The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. Why care about HRM? Impact on you as employees Impact on you as managers Potential future roles as HR professionals Impact of HRM on organizations Human resource management is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. Copyright © 2011 Pearson Education

Human Resource Management at Work
Human Resources Management 12e Gary Dessler Human Resource Management at Work Organization People with formally assigned roles who work together to achieve the organization’s goals. Manager The person responsible for accomplishing the organization’s goals, and who does so by managing the efforts of the organization’s people. Human resource management is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. Copyright © 2011 Pearson Education

The Management Process
Human Resources Management 12e Gary Dessler The Management Process Planning Organizing Leading Staffing Controlling Most experts agree that managing involves five functions: planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process. Copyright © 2011 Pearson Education

Human Resource Management Processes
Human Resources Management 12e Gary Dessler Human Resource Management Processes Recruitment Training Appraisal Compensation Labor Relations Health and Safety Fairness Human Resource Management (HRM) HRM involves several processes. The topics we’ll discuss will provide you with concepts and techniques needed to perform the “people” or personnel aspects of your job as a manager. Copyright © 2011 Pearson Education

Personnel Aspects of a Manager’s Job
Human Resources Management 12e Gary Dessler Personnel Aspects of a Manager’s Job Conducting job analyses Planning labor needs and recruiting job candidates Selecting job candidates Orienting and training new employees Managing wages and salaries Providing incentives and benefits Appraising performance Communicating Training and developing managers Building employee commitment Managers are involved daily with many of the personnel aspects of HRM in accomplishing the organization’s goals, and managing the efforts of the organization’s people. Copyright © 2011 Pearson Education

Personnel Mistakes Hire the wrong person for the job. Experience high turnover. Have your people not doing their best. Waste time with useless interviews. Have your firm in court because of discriminatory actions. Have your firm cited by Occupational Safety Laws for unsafe practices and accidents. Have some employees think their salaries are unfair and inequitable relative to others in the organization. Allow a lack of training to undermine your department’s effectiveness. Commit any unfair labor practices. Why are the concepts and techniques of HRM important to all managers? Perhaps it’s easier to answer this by listing some of the personnel mistakes you don’t want to make while managing. Carefully studying this book will help you avoid mistakes like these. Copyright © 2011 Pearson Education

Basic HR Concepts The bottom line of managing: Getting results HR creates value by engaging in activities that produce the employee behaviors that the organization needs to achieve its strategic goals. Looking ahead: Using evidence-based HRM to measure the value of HR activities in achieving those goals. Hiring the right people for the right jobs and motivating, appraising, and developing them will likely get the results you are seeking. Remember that success comes through people. Copyright © 2011 Pearson Education

Line and Staff Aspects of HRM
Authority The right to make decisions, direct others’ work, and give orders. Line authority The authority exerted by an HR manager by directing the activities of the people in his or her own department and in service areas. Staff Authority Staff Authority gives the manager right (authority) to advise other managers or employees. Functional Authority The authority exerted by and HR Manager as coordinator of personnel activities.

Line and Staff Aspects of HRM
Human Resources Management 12e Gary Dessler Line and Staff Aspects of HRM Line Manager Is authorized (has line authority) to direct the work of subordinates and is responsible for accomplishing the organization’s tasks. Staff Manager Assists and advises line managers. Has functional authority to coordinate personnel activities and enforce organization policies. Line managers manage operational functions that are crucial for the company’s survival. Staff managers run departments that are advisory or supportive, like purchasing, HRM, and quality control. Human resource managers are usually staff managers. They assist and advise line managers with recruiting, hiring, and compensation. However, line managers still have human resource duties. In an organization, there are three types of authority. Line Authority is given to line managers for achieving the objectives of the organization. Staff Authority is given to staff managers for giving advice and service to the line managers. Functional Authority is given to a line or staff manager to do a specific job. When the job is completed, the authority is taken back. For e.g. The normal job of the Marketing manager is to sell the products of the company. The Managing Director (MD) may give him authority to conduct a New Year Party for the full company. This authority is called Functional Authority. So, functional authority is given to a manager to do a specific job. This job is not his normal job. When he is doing this new job, he may or may not do his normal job. The manager already has a line or staff authority to do his normal job. Thus, Functional authority is an additional authority given to him to do the new job. When this new job is completed, the functional authority is taken away, and he has to go back to his normal job. Functional Authority is different from Line Authority because line authority is given only for one particular department. For e.g. A Production manager is given line authority only for the production department. However, Functional Authority may be given for a particular department or for the full organization. For e.g. In the first example, the Marketing manager is given functional authority to conduct a new year party for the full organization. So, Functional Authority is not restricted to a particular department. Functional authority is also different from staff authority. This is because the manager that has staff authority cannot do anything. He can only give advice and service. However, the manager that has functional authority can do something. Here, functional authority is similar to line authority. In fact, it is a type of limited line authority. Most organization use functional authority only when necessary. This is because too much use of functional authority will have a bad effect on the Line authority. Functional authority is used only to perform specialized functions, which cannot be performed by line managers. In these cases, staff managers or outside experts are given functional authority to perform these functions. Every manager must know what type of authority he has. If the manager has a line authority, then he has to decide and execute. If he has a staff authority, then he has to only advice and help others. If he has a functional authority, then he has to perform only the specific function which is assigned to him. Features of Functional Authority The characteristics or features of functional authority are:- Functional authority is given to a manager to perform a specific function. The manager may be a line manager or a staff manager. But mostly functional authority is given to a staff manager. It is not limited to a particular department. It may even cover the full organization. It is an additional authority. It is given to a manager in addition to his normal (line or staff) authority. It is removed when the work is completed. Copyright © 2011 Pearson Education

Line Managers’ HRM Responsibilities
Human Resources Management 12e Gary Dessler Line Managers’ HRM Responsibilities Placing the right person on 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 Gaining creative cooperation and developing smooth working relationships Interpreting the firm’s policies and procedures Controlling labor costs Developing the abilities of each person Creating and maintaining department morale Protecting employees’ health and physical condition In small organizations, line managers carry out many personnel duties unassisted. As the organization grows, the need arises for the specialized assistance, knowledge, and advice of a human resource department. Copyright © 2011 Pearson Education

Human Resource Managers’ Duties
Human Resources Management 12e Gary Dessler Human Resource Managers’ Duties Line Function Line Authority Staff Functions Staff Authority Assist & Advise Functions of HR Managers Coordinative Function Functional Authority An HR manager directs the activities of the people in the HR department, coordinates organizational-wide personnel activities and provides HRM assistance and advice to line managers. Copyright © 2011 Pearson Education

FIGURE 1–1 Human Resources Organization Chart for a Large Organization The size of the human resource department reflects the size of the employer. For a very large employer, an organization chart like the one in Figure 1-1 would be typical, containing a full complement of specialists for each HR function. Copyright © 2011 Pearson Education

FIGURE 1–2 - Human Resources Organization Chart for a Small Company The HR team for a small firm may contain just five or six (or fewer) staff, and have an organization similar to that in Figure 1-2. There is generally about one human resource employee per 100 company employees. Copyright © 2011 Pearson Education

Human Resource Specialties
Human Resources Management 12e Gary Dessler Human Resource Specialties Recruiter EEO coordinator Labor relations specialist Training specialist Job analyst Compensation manager Human Resource Specialties • Recruiters search for qualified job applicants. • Equal employment opportunity (EEO) coordinators investigate and resolve EEO grievances; examine organizational practices for potential violations; and compile and submit EEO reports. • Job analysts collect and examine information about jobs to prepare job descriptions. • Compensation managers develop compensation plans and handle the employee benefits program. • Training specialists plan, organize, and direct training activities. • Labor relations specialists advise management on all aspects of union–management relations. Copyright © 2011 Pearson Education

New Approaches to Organizing HR
Human Resources Management 12e Gary Dessler New Approaches to Organizing HR Transactional HR group Corporate HR group Embedded HR unit New HR Services Groups Centers of Expertise Employers are experimenting with offering HR services in new ways. For example, some employers organize their HR services around four groups: transactional, corporate, embedded, and centers of expertise. Copyright © 2011 Pearson Education

Transactional HR Departmental activities such as payroll, benefits administration and records keeping are easily outsourced or digitized (or should be) with significant cost savings. Corporate HR HR may be at plant level or may be restricted/ responsible at particular location only. Corporate HR is the person who is working at corporate level & handling centralized HR activity and assist top management in developing long-term strategic plans.

Embedded HR To assign HR generalist directly to departments like sales and production, to provide the localized human resource management assistance and department needs. The Centers of Expertise The Centers of Expertise are like specialized HR consulting firms within the company, providing specialized assistance.

Trends Shaping Human Resource Management
Human Resources Management 12e Gary Dessler Trends Shaping Human Resource Management Globalization and Competition Trends Technological Trends Indebtedness (“Leverage”) and Deregulation Trends in the Nature of Work Workforce and Demographic Trends Economic Challenges and Trends Trends in HR Management Some trends shaping human resource management practices include globalization, technology, deregulation, debt or “leverage,” changes in demographics and the nature of work, and economic challenges. Copyright © 2011 Pearson Education

FIGURE 1–5 Employment Exodus: Percent of employers who said they planned as of 2008 to offshore a number of these jobs Figure 1-5 illustrates that in the next few years, many employers plan to offshore even highly skilled jobs such as sales managers, general managers—and HR managers. Copyright © 2011 Pearson Education

Trends in the Nature of Work
Human Resources Management 12e Gary Dessler Trends in the Nature of Work High-Tech Jobs Service Jobs Changes in How We Work Knowledge Work and Human Capital Technology has also had a huge impact on how people work, and on the skills and training today’s workers need. Jobs are becoming more high tech, less-labor intensive, and require more knowledge and higher skill levels (human capital). Copyright © 2011 Pearson Education

TABLE 1–1 Demographic Groups as a Percent of the Workforce, 1986–2016 Table 1-1, from the U.S. Department of Labor’s Bureau of Labor Statistics, shows how quickly the U.S. workforce is becoming older and more multi-ethnic. Copyright © 2011 Pearson Education

Workforce and Demographic Trends
Human Resources Management 12e Gary Dessler Workforce and Demographic Trends Demographic Trends Generation “Y” Retirees Nontraditional Workers Trends Affecting Human Resources Demographic trends are making finding, hiring, and supervising employees more challenging. Generation Y Born in the mid-1980's and later, Generation Y legal professionals are in their 20s and are just entering the workforce. With numbers estimated as high as 70 million, Generation Y (also known as the Millennials) is the fastest growing segment of today’s workforce. As law firms compete for available talent, employers cannot ignore the needs, desires and attitudes of this vast generation. Below are a few common traits that define Generation Y. Tech-Savvy: Generation Y grew up with technology and rely on it to perform their jobs better. Armed with BlackBerrys, laptops, cellphones and other gadgets, Generation Y is plugged-in 24 hours a day, 7 days a week. This generation prefers to communicate through and text messaging rather than face-to-face contact and prefers webinars and online technology to traditional lecture-based presentations. Family-Centric: The fast-track has lost much of its appeal for Generation Y who is willing to trade high pay for fewer billable hours, flexible schedules and a better work/life balance. While older generations may view this attitude as narcissistic or lacking commitment, discipline and drive, Generation Y legal professionals have a different vision of workplace expectations and prioritize family over work. Achievement-Oriented: Nurtured and pampered by parents who did not want to make the mistakes of the previous generation, Generation Y is confident, ambitious and achievement-oriented. They have high expectations of their employers, seek out new challenges and are not afraid to question authority. Generation Y wants meaningful work and a solid learning curve. Team-Oriented: As children, Generation Y participated in team sports, play groups and other group activities. They value teamwork and seek the input and affirmation of others. Part of a no-person-left-behind generation, Generation Y is loyal, committed and wants to be included and involved. Attention-Craving: Generation Y craves attention in the forms of feedback and guidance. They appreciate being kept in the loop and seek frequent praise and reassurance. Generation Y may benefit greatly from mentors who can help guide and develop their young careers. Copyright © 2011 Pearson Education

FIGURE 1–6 Gross National Product (GNP) In Figure 1-6, the gross national product (GNP)—a measure of the United States of America’s total output—boomed between 2001 and 2007. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Important Trends in HRM
Human Resources Management 12e Gary Dessler Important Trends in HRM The New HR Managers High-Performance Work Systems Strategic HRM Evidence-Based HRM Managing Ethics HR Certification Human Resource Management Trends Trends like these translate into changes in HRM practices, and in what employers expect from their human resource managers. Copyright © 2011 Pearson Education

Meeting Today’s HRM Challenges
Human Resources Management 12e Gary Dessler Meeting Today’s HRM Challenges Focus more on “big picture” (strategic issues) Find new ways to provide transactional services The New Human Resource Managers Acquire broader business knowledge and new HRM proficiencies HR managers can play big roles in strategic planning and management by helping the top managers in devising functional and departmental plans that support the organization’s overall strategic plan, and then assisting in execution of the plans. Copyright © 2011 Pearson Education

TABLE 1–2 Some Technological Applications to Support HR Technology How Used by HR Application service providers (ASPs) and technology outsourcing ASPs provide software application, for instance, for processing employment applications. The ASPs host and manage the services for the employer from their own remote computers Web portals Employers use these, for instance, to enable employees to sign up for and manage their own benefits packages and to update their personal information Streaming desktop video Used, for instance, to facilitate distance learning and training or to provide corporate information to employees quickly and inexpensively Internet- and network-monitoring software Used to track employees’ Internet and activities or to monitor their performance Electronic signatures Legally valid e-signatures that employers use to more expeditiously obtain signatures for applications and record keeping Electronic bill presentment and payment Used, for instance, to eliminate paper checks and to facilitate payments to employees and suppliers Data warehouses and computerized analytical programs Help HR managers monitor their HR systems. For example, they make it easier to assess things like cost per hire, and to compare current employees’ skills with the firm’s projected strategic needs Table 1-2 lists some important ways employers use technology to support their HRM activities. Copyright © 2011 Pearson Education

FIGURE 1–8 Effects CFOs Believe Human Capital Has on Business Outcomes Figure 1-8 summarizes how human capital—the employees’ knowledge, skills, and experiences—can have a big effect on important organizational outcomes, such as customer satisfaction and profitability. Copyright © 2011 Pearson Education

High-Performance Work Systems
Human Resources Management 12e Gary Dessler High-Performance Work Systems Increase productivity and performance by: Recruiting, screening and hiring more effectively Providing more and better training Paying higher wages Providing a safer work environment Linking pay to performance A high-performance work system is a set of HRM policies and practices that together produce superior employee performance. Copyright © 2011 Pearson Education

Evidence-Based HRM Actual measurements Existing data Providing Evidence for HRM Decision Making Research studies Evidence-based HRM is the deliberate use of the best-available evidence in making decisions about the human resource management practices you are focusing on. Copyright © 2011 Pearson Education

Managing Ethics Ethics Standards that someone uses to decide what his or her conduct should be HRM-related Ethical Issues Workplace safety Security of employee records Employee theft Affirmative action Comparable work Employee privacy rights Every line manager or human resource manager needs to keep in mind the ethical implications of his or her employee-related decisions. Copyright © 2011 Pearson Education

HR Certification HR is becoming more professionalized. Society for Human Resource Management (SHRM) SHRM’s Human Resource Certification Institute (HRCI) SPHR (Senior Professional in HR) certificate GPHR (Global Professional in HR) certificate PHR (Professional in HR) certificate As the human resource manager’s job becomes more demanding, HRM is becoming more professionalized. The Society for Human Resource Management’s (SHRM) HR professional certification exams test the HR professional’s knowledge of all aspects of HRM. Copyright © 2011 Pearson Education

The Plan of This Book: Basic Themes
Human Resources Management 12e Gary Dessler The Plan of This Book: Basic Themes HRM is the responsibility of every manager. The workforce is becoming increasingly diverse. Current economic challenges require that HR managers develop new and better skills to effectively and efficiently deliver and manage HR services. The intensely competitive nature of business today means human resource managers must defend their plans and contributions in measurable terms. In this book, we’ll use several themes and features to emphasize particularly important issues, and to provide continuity from chapter to chapter. Copyright © 2011 Pearson Education

FIGURE 1–10 Strategy and the Basic Human Resource Management Process In practice, don’t think of each of this book’s 18 chapters and topics as being unrelated to the others. Each topic interacts with and affects the others, and all should align with the employer’s strategic plan. Figure 1-10 summarizes this idea. Copyright © 2011 Pearson Education

K E Y T E R M S organization manager management process human resource management (HRM) authority line authority staff authority line manager staff manager functional authority globalization human capital Copyright © 2011 Pearson Education

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. Copyright © 2011 Pearson Education Copyright © 2011 Pearson Education

Human Resources Management 12e Gary Dessler

Similar presentations

Presentation on theme: "Human Resources Management 12e Gary Dessler"— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

Human Resources Management 12e Gary Dessler

Similar presentations

Presentation on theme: "Human Resources Management 12e Gary Dessler"— Presentation transcript:

Similar presentations

About project

Feedback