1. 1 Introduction to Human Resource Management Copyright © 2015 Pearson Education, Ltd. 1-1 1

2. 1 Copyright © 2015 Pearson Education, Ltd. 1-2 What Is Human Resource Management? The Management Process o Planning o Organizing o Staffing o Leading o Controlling

3. 1 Copyright © 2015 Pearson Education, Ltd. 1-3 For our purposes, we will focus our efforts on basic staffing functions. These include: Acquiring talented employees Training new hires and existing managers and employees Creating and administering effective performance appraisals Properly compensating employees, and Attending to concerns about labor relations, health, safety, and fairness

4. 1 Copyright © 2015 Pearson Education, Ltd. 1-4 Why Is Human Resource Management Important to All Managers? No manager wants to: o Hire the wrong person for the job o Experience high turnover o Have your people not doing their best You May Spend Some Time as an HR Manager

5. 1 Copyright © 2015 Pearson Education, Ltd. 1-5 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.

6. 1 Copyright © 2015 Pearson Education, Ltd. 1-6 Line and Staff Managers Line authority gives you the right to issue orders Staff authority gives you the right to advise others in the organization (HR)

7. 1 Copyright © 2015 Pearson Education, Ltd. 1-7 Line Managers Job placement Orientation & Training Performance Cooperation Labor costs Development Human Resource Duties

8. 1 Copyright © 2015 Pearson Education, Ltd. 1-8 Human Resource Duties Staff Managers Line function inside of HR department Coordination Assist and advise

9. 1 Copyright © 2015 Pearson Education, Ltd. 1-9 Organizing the Human Resource Department’s Responsibilities Size of HR reflects the company’s size Reorganizing the HR Management function Examples of human resource management specialties include: ● 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.

10. 1 Copyright © 2015 Pearson Education, Ltd. 1-10 Human Resource Management Part of total management process Focus on staffing processes o Job analyses o Recruiting o Compensation o Performance o Compliance issues, etc.

11. 1 Copyright © 2015 Pearson Education, Ltd. 1-11 Briefly discuss and illustrate each of the important trends influencing human resource management.

12. 1 Copyright © 2015 Pearson Education, Ltd. 1-12 Technological advances Globalization and competition Indebtedness (“Leverage”) deregulation Trends in the nature of work Demographic and workforce trends Economic challenges and trends Trends in Human Resource Management

13. 1 Copyright © 2015 Pearson Education, Ltd. 1-13 The New Human Resource Manager

14. 1 Copyright © 2015 Pearson Education, Ltd. 1-14 The New Human Resource Manager Focus More on Strategy Focus on Improving Performance Measure HR Performance and Results Use Evidence-Based Human Resource Management They Add Value They Use New Ways to Provide HR Services

15. 1 Copyright © 2015 Pearson Education, Ltd. 1-15 They Take a Talent Management Approach They Manage Employee Engagement They Manage Ethics They Understand Their Human Resource Philosophy They Have New Competencies The New Human Resource Manager

16. 1 Copyright © 2015 Pearson Education, Ltd. 1-16 The New Human Resource Managers Transactional Services Talent Management Competencies Big picture Ethics Employee Engagement Performance, results, evidence- based practice

17. 1 Copyright © 2015 Pearson Education, Ltd. 1-17 Human Resource Manager’s Competencies Strategic positioners Respected activists Capability builders HR innovators and integrators Technology supporters

18. 1 Copyright © 2015 Pearson Education, Ltd. 1-18

19. 1 Copyright © 2015 Pearson Education, Ltd. 3-193 Human Resource Management Strategy and Analysis

20. 1 Copyright © 2015 Pearson Education, Ltd. 3-20 The Management Planning Process The Hierarchy of Goals Policies and Procedures What is planning

21. 1 Copyright © 2015 Pearson Education, Ltd. 3-21 Strategic Planning Step 1. Ask, Where Are We Now Step 2. Size Up The Situation: Perform External and Internal Audits Step 3. Create Strategic Options Step 4. Review Strategic Options

22. 1 Copyright © 2015 Pearson Education, Ltd. 3-22 Step 5. Make a Strategic Choice Step 6. Translate into Goals Step 7. Implement the Strategies Step 8. Evaluate Performance Strategic Planning

23. 1 Copyright © 2015 Pearson Education, Ltd. 3-23 Types of Strategies

24. 1 Copyright © 2015 Pearson Education, Ltd. 3-24 Corporate Strategy (Diversification and Integration) Competitive Strategy- ( Cost leadership and Differentiation) Functional Strategy Types of Strategies

25. 1 Copyright © 2015 Pearson Education, Ltd. 3-25 Improving Mergers and Acquisitions Critical human resource M&A tasks include: o Choosing top management o Communicating changes to employees o Merging the firms’ cultures o Retaining key talent

26. 1 Copyright © 2015 Pearson Education, Ltd. 3-26 Strategic Human Resource Management

27. 1 Copyright © 2015 Pearson Education, Ltd. 3-27 What Is Strategic Human Resource Management? Human Resource Strategies in Action Translating Strategy into Human Resource Policies and Practices Strategic Human Resource Management Tools Strategic Human Resource Management

28. 1 Copyright © 2015 Pearson Education, Ltd. 3-28 High-Performance Work Systems

29. 1 Copyright © 2015 Pearson Education, Ltd. 3-29 High-Performance Human Resource Policies and Practices that together produce superior employee performance High-Performance Work Systems

30. 1 Copyright © 2015 Pearson Education, Ltd. 3-30 Give five examples of what employers can do to have high-performance systems. 1.They paid more 2.Trained more 3.Sophisticated recruitment and hiring practices 4.Self managing work teams

31. 1 Copyright © 2015 Pearson Education, Ltd. 1-31 Experiential Exercise: Developing an HR Strategy for Starbucks