Copyright © 2015 Pearson Education, Inc.

Copyright © 2015 Pearson Education, Inc.
Introduction to Human Resource Management 1 The purpose of this chapter is to explain what human resource management is, and why it’s important to all managers. We look at the human resource manager’s job; crucial global and competitive trends; how managers use technology and modern HR measurement systems to create high-performance work systems. The main topics we’ll cover include the meaning of human resource management; why human resource management is important to all managers competencies today’s HR managers need and the plan of this book. More importantly, the human resource management concepts and techniques you’ll learn in this book can help ensure that you get results—through people. Remember that you can do everything else right as a manager—lay brilliant plans, draw clear organization charts, set up world-class assembly lines, and use sophisticated accounting controls—but still fail, by hiring the wrong people or by not motivating subordinates. On the other hand, many managers—presidents, generals, governors, supervisors—have been successful even with inadequate plans, organization, or controls. They were successful because they had the knack of hiring the right people for the right jobs and motivating, appraising, and developing them. Remember as you read this book that getting results is the bottom line of managing, and that, as a manager, you will have to get those results through people. Copyright © 2015 Pearson Education, Inc.

Learning Objectives Explain what human resource management is and how it relates to the management process. Briefly discuss and illustrate each of the important trends influencing human resource management. After studying this chapter, you will be able to: 1. Explain what human resource management is and how it relates to the management process. 2. Briefly discuss and illustrate each of the important trends influencing human resource management. Copyright © 2015 Pearson Education, Inc.

Learning Objectives List and briefly describe important traits of today’s human resource managers. Describe four important human resource manager competencies. 5. Outline the plan of this book. After studying this chapter, you will be able to: 3. List and briefly describe important traits of today’s human resource managers. 4. Describe four important human resource manager competencies. 5. Outline the plan of this book. Copyright © 2015 Pearson Education, Inc.

Explain what human resource management is and how it relates to
the management process. Working for any organization means that you and those around you share common goals among which include an interest in the growth and continuing development of the organization. Some of those common goals include how work is accomplished within the organization. We now begin our study of the elements of the management process and how they relate to human resource management. Note that such individuals generally work together to achieve the common goals of an organization. In this book, we are going to focus on one of these functions—the staffing, personnel management, or human resource management (HRM) function. Human resource management (HRM) is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. Copyright © 2015 Pearson Education, Inc.

What Is Human Resource Management?
The Management Process Planning Organizing Staffing Leading Controlling Understanding the five elements of what managers do (planning, organizing, staffing, leading, and controlling) will assist you in your career. For example, no matter what your job, planning involves establishing goals, rules and procedures and attempting to forecast the future. Planning will enhance your ability to manage people and functions. 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 Copyright © 2015 Pearson Education, Inc.

Why Is Human Resource Management Important to All Managers?
No manager wants to: Hire the wrong person for the job Experience high turnover Have your people not doing their best You May Spend Some Time as an HR Manager No manager wants to: Waste time with useless interviews Have your company taken to court because of your discriminatory actions Have your company cited under federal occupational safety laws for unsafe practices Have some employees think their salaries are unfair relative to others in the organization Allow a lack of training to undermine your department’s effectiveness Commit any unfair labor practices Carefully studying this book will help you avoid mistakes like these. About one-third of the top HR managers in Fortune 100 companies moved there from other functional areas. Reasons given include the fact that such people may give the firm’s HR efforts a more strategic emphasis, and the possibility that they’re sometimes better equipped to integrate the firm’s human resource efforts with the rest of the business. Copyright © 2015 Pearson Education, Inc.

Human Resource (HR) Responsibilities of Line and Staff Managers Line and staff managers focus their energies in different yet related and complementary ways. Let’s talk about the two types of managers and what each does for the firm. Copyright © 2015 Pearson Education, Inc.

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. Remember that you can do everything else right as a manager—lay brilliant plans, draw clear organization charts, set up world-class assembly lines, and use sophisticated accounting controls—but still fail, by hiring the wrong people or by not motivating subordinates. On the other hand, many managers—presidents, generals, governors, supervisors—have been successful even with inadequate plans, organization, or controls. They were successful because they had the knack of hiring the right people for the right jobs and motivating, appraising, and developing them. Copyright © 2015 Pearson Education, Inc.

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 When the vice president of sales tells her sales director to “get the sales presentation ready by Tuesday,” she is exercising her line authority. Staff authority gives a manager the right to advise other managers or employees. It creates an advisory relationship. When the human resource manager suggests that the plant manager use a particular selection test, he or she is exercising staff authority. If you are a line manager, you will hold responsibilities to issue orders, provide directions and establish rules and procedures. For example, as a sales manager, you will be responsible for requiring adherence to your rules relative to sales quotas and goals. On the other hand, an HR manager is a staff manager and, like all staff managers, is responsible for influencing and advising others. Within the HR department you may be responsible for establishing goals and giving orders to those in your department thus serving as a line manager within HR. Your principal duty to the organization as a whole, however, is that of a staff function, much the same as a purchasing department. Staff departments may include finance, accounting, and logistics. Sales, production, and operations departments generally are considered line functions. Copyright © 2015 Pearson Education, Inc.

Human Resource Duties Line Managers Job placement Orientation & Training Performance Cooperation Labor costs Development If you are a line manager, your duties and responsibilities concern how well you can successfully orient and integrate new hires into your unit, maintain their health and safety, supervise and motivate them, and effectively manage department costs. Copyright © 2015 Pearson Education, Inc.

Human Resource Duties Staff Managers Line function inside of HR department Coordination Assist and advise Line managers require support to perform their jobs properly. If you are a line manager, you will have the help of the people in your HR department. HR professionals ensure adherence to company policies, provide training, advice on motivating your employees, and other support as needed. Copyright © 2015 Pearson Education, Inc.

Organizing the Human Resource Department’s Responsibilities
Size of HR reflects the company’s size Reorganizing the HR Management function Transactional HR teams Corporate HR teams Embedded HR teams Centers of expertise 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. At the other extreme, the human resource team for a small manufacturer 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. Many employers are changing how they organize their human resource functions. For example, some employers create transactional HR teams. These teams provide specialized support in day-to-day HR activities (such as changing benefits plans), usually through centralized call centers and through outside vendors (such as benefits advisors). Specialized corporate HR teams assist top management in top-level issues such as developing the personnel aspects of the company’s long-term strategic plan. Embedded HR teams have HR generalists (also known as “relationship managers” or “HR business partners”) assigned to functional departments like sales and production. They provide the selection and other assistance the departments need. Centers of expertise are like specialized HR consulting firms within the company. For example, one might provide specialized advice in organizational change to the company’s department managers. Copyright © 2015 Pearson Education, Inc.

Review Human Resource Management Part of total management process Focus on staffing processes Job analyses Recruiting Compensation Performance Compliance issues, etc. The HR function is primarily concerned with the “staffing” component of the five management processes, namely, planning, organizing, staffing, leading, and controlling. The key elements of staffing include: Job analysis Planning labor needs Recruiting Orienting and training new employees Compensation Incentives and benefits Performance appraisal Communicating Training and development, and Employee commitment In addition, HR is responsible for compliance with federal, state and local laws, safety, and handling grievances and labor relations. Copyright © 2015 Pearson Education, Inc.

Review Human Resource Duties In providing specialized assistance, the human resource manager carries out three distinct functions: line function coordinative function Staff (assist and advise) functions The human resource manager carries out three distinct functions: 1. A line function. The human resource manager directs the activities of the people in his or her own department, and perhaps in related areas (like the plant cafeteria). 2. A coordinative function. The human resource manager also coordinates personnel activities, a duty often referred to as functional authority (or functional control). Here he or she ensures that line managers are implementing the firm’s human resource policies and practices (for example, adhering to its sexual harassment policies). 3. Staff (assist and advise) functions. Assisting and advising line managers is the heart of the human resource manager’s job. He or she advises the CEO so the CEO can better understand the personnel aspects of the company’s strategic options. HR assists in hiring, training, evaluating, rewarding, counseling, promoting, and firing employees. HR administers benefit programs (health and accident insurance, retirement and vacation). Cooperative Line and Staff HR Management: An Example Line managers and human resource managers share responsibility for most human resource management activities. For example, in recruiting and hiring, the line manager describes the qualifications employees need to fill specific positions. Then the human resource team develops sources of qualified applicants and conducts initial screening interviews. They administer the appropriate tests. Then they refer the best applicants to the line manager, who interviews and selects the ones he or she wants. In training, the line manager again describes what he or she expects the employee to be able to do. Then the human resource team devises a training program, which the line manager may then administer. Copyright © 2015 Pearson Education, Inc.

Briefly discuss and illustrate each of the important trends influencing human resource management. In the continuing development of human resource management, there exist various trends that will help shape its practice and evolution in the coming years. Human Resource responsibilities have become broader and more strategic over time in response to a number of trends. The role of HR has evolved from primarily being responsible for hiring, firing, payroll, and benefits administration to one that is more strategic. Copyright © 2015 Pearson Education, Inc.

Trends in Human Resource Management
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 Technology dramatically changed how human resource managers do their jobs. LinkedIn and Facebook recruiting are examples. Employers can access candidates via Facebook’s job board. This provides a seamless way to recruit and promote job listings from Facebook. Then, after creating a job listing, the employer can advertise its job link using Facebook. Globalization refers to companies extending their sales, ownership, and/or manufacturing to new markets abroad. For example, Toyota builds Camrys in Kentucky, while Dell assembles PCs in China. Free-trade areas—agreements that reduce tariffs and barriers among trading partners—further encourage international trade. NAFTA (the North American Free Trade Agreement) and the EU (European Union) are examples. Indebtedness In many countries, governments stripped away regulations. In the United States and Europe, for instance, the rules that prevented commercial banks from expanding into stock brokering were relaxed. Giant, multinational “financial supermarkets” such as Citibank quickly emerged. As economies boomed, more businesses and consumers went deeply into debt. Homebuyers bought homes, often with little money down. Banks freely lent money to developers to build more homes creating this bubble in the economy. Nature of Work In older plants, machinists would manually control machines that cut chunks of metal into things like engine parts. High-Tech Jobs Today, a team spends much of their time keying commands into computerized machines that create precision parts for products, including water pumps. As the U.S. government’s Occupational Outlook Quarterly put it, “knowledge-intensive high-tech manufacturing in such industries as aerospace, computers, telecommunications, home electronics, pharmaceuticals, and medical instruments” is replacing factory jobs in steel, auto, rubber, and textiles. Services Today, over two-thirds of the U.S. workforce is already employed in producing and delivering services, not products. By 2020, service-providing industries are expected to account for 131 million out of 150 million (87%) of wage and salary jobs overall. So in the next few years, almost all the new jobs added in the United States will be in services, not in goods-producing industries. Manufacturers have been squeezing slack and inefficiencies out of production, enabling companies to produce more products with fewer employees. So, in America and much of Europe, manufacturing jobs are down, service jobs up, and the manufacturing jobs that remain are increasingly high-tech. Knowledge Work and Human Capital In general, therefore, jobs require more education and more skills. For example, we saw that automation and just-in-time manufacturing mean that even manufacturing jobs require more reading, math, and communication skills. Demographic and Workforce Trends The U.S. workforce is also becoming older and more multiethnic. Table 1-1 offers a bird’s eye view. Between 1990 and 2020, the percent of the workforce that the U.S. Department of Labor classifies as “white, non-Hispanic” will have dropped from 77.7% to 62.3%. At the same time, the percent of the workforce that it classifies as Asian will have risen from 3.7% to 5.7%, and those of Hispanic origin from 8.5% to 18.6%. The percentages of younger workers will fall, while those over 55 years of age will leap from 11.9% of the workforce in 1990 to 25.2% in 2020. “Generation Y” Furthermore, many younger workers may have different work values than did their parents. These “Generation Y” employees (also called “Millennials”) were born from roughly 1977 to They take the place of the labor force’s previous new entrants, Generation X, those born roughly from 1965 to 1976 (themselves the children of the baby boomers, born roughly from 1946 to 1964). Based on one study, older employees are more likely to be workcentric (to focus more on work than on family with respect to career decisions). Gen Y workers tend to be more family-centric or dual-centric (balancing family and work life). Retirees Many employers call “the aging workforce” their biggest demographic threat. The problem is that there aren’t enough younger workers to replace the projected number of baby boom–era older workers retiring. Nontraditional Workers At the same time, work is shifting to nontraditional workers. Nontraditional workers are those who hold multiple jobs, or who are “temporary” or part-time workers, or those working in alternative arrangements (such as a mother–daughter team sharing one clerical job). Others serve as “independent contractors” on projects. Almost 10% of American workers—13 million people—fit this nontraditional workforce category. Workers from Abroad With projected workforce shortfalls, many employers are hiring foreign workers for U.S. jobs. The H-1B visa program lets U.S. employers recruit skilled foreign professionals to work in the United States when they can’t find qualified American workers. U.S. employers bring in about 181,000 foreign workers per year under these programs. Economic Challenges and Trends It’s doubtful that the deregulation, leveraging, and globalization that drove economic growth for the previous 50 years will continue unabated. That may mean slower growth for many countries, perhaps for years. This means challenging times ahead for employers. The challenging times mean that for the foreseeable future—and even well after things turn positive—employers will be more frugal and creative in managing their human resources than perhaps they’ve been in the past. Copyright © 2015 Pearson Education, Inc.

IMPROVING PERFORMANCE: HR as a Profit Center Computer system dramatically improves sales and profitability along with: Upgraded jobs Training in how to sell services New job descriptions New pay policies Improving a Bank’s Customer Service One bank installed special software that made it easier for its customer service representatives to handle customers’ inquiries. However, the bank did not otherwise change the service reps’ jobs or training in any way. Here, the new software system did help the service reps handle more calls. But otherwise, this bank saw no big performance gains. Interestingly, a second bank installed the same software. But, seeking to capitalize on how the new software freed up customer reps’ time, this bank’s human resource team also upgraded the customer service representatives’ jobs. New training programs taught them how to sell more of the bank’s services, new job descriptions gave them more authority to make decisions, and new pay policies raised their wages. Here, the new computer system did dramatically improve product sales and profitability, thanks to the newly trained and empowered customer service reps. Today’s employers need human resource practices like these that improve employee performance and company profitability. Discussion Question 1-1: Discuss three more specific examples of what you believe this second bank’s HR department could have done to improve the reps’ performance. Copyright © 2015 Pearson Education, Inc.

Review Trends in Human Resource Management Technology Globalization Indebtedness and deregulation Trends in the nature of work Demographic and workforce trends Economic challenges and trends The shifting role of workers worldwide is connected to the ways in which countries operate, produce, and distribute the goods and services they provide. The world economy is becoming more interdependent and interrelated. After World War II, the U.S. manufactured and sold almost all durable goods (automobiles, washers, dryers, etc.) but has now become an information and service-based society. U.S. citizens are now becoming knowledge workers. Meanwhile, countries such as Japan, China, and others have assumed global manufacturing roles. The recent and continuing economic troubles in the U.S. also have impacted the ways in which workers are hired and employed by companies. Fewer available jobs may mean broader responsibilities for the workers within a given firm. The deregulation of banks and other financial institutions have contributed to individuals spending more than they make. Lending and borrowing practices have helped move the U.S. into a “debtor nation” status. Technology has contributed to widespread and rapid distribution of information between employees and employers. Sites such as Facebook and LinkedIn contribute to the new ways potential employees get jobs and share information about companies. There are more high-tech and service jobs available, and more focus on the knowledge, skills and experience people bring to the workplace. Trends in demographics indicate a growing proportion of Hispanic, Asian, African-American, and non-traditional workers in the workforce see Table 1. A large jump in older workers is expected by The differences in style and values of such a changing workforce will challenge the role of HR. Finally, the challenging times mean that for the foreseeable future—and even well after things turn positive—employers will be more frugal and creative in managing their human resources than perhaps they’ve been in the past. Copyright © 2015 Pearson Education, Inc.

Trends in Human Resource Management
Review Trends in Human Resource Management More knowledge work Aging workforce Economic downturn De-leveraging Deregulation slowdown Slower economic growth In addition, there are other trends such as: More knowledge work Aging workforce Economic downturn De-leveraging Deregulation slowdown Slower economic growth Copyright © 2015 Pearson Education, Inc.

List and briefly describe important traits of today’s human resource managers. As the challenges changes for todays HR managers so do the traits they need to succeed. Let take a detailed look at these traits needed for success today. Copyright © 2015 Pearson Education, Inc.

The New Human Resource Manager
Today, employers face new challenges, such as squeezing more profits from operations. They expect their human resource managers to have what it takes to address these new challenges. Copyright © 2015 Pearson Education, Inc.

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 Tasks like formulating strategic plans and making data-based decisions require new human resource manager skills. HR managers can’t just be good at traditional personnel tasks like hiring and training. Instead, they must “speak the CFO’s language” by defending human resource plans in measurable terms (such as return on investment). To create strategic plans, the human resource manager must understand strategic planning, marketing, production, and finance. (Perhaps this is why about one third of top HR managers in Fortune 100 companies moved there from other functional areas.) He or she must be able to formulate and implement large-scale organizational changes, design organizational structures and work processes, and understand how to compete in and succeed in the marketplace. The bottom line is that today’s employers want their HR managers to add value by boosting profits and performance. “Adding value” means helping the firm and its employees improve in a measurable way as a result of the human resource manager’s actions. HR will use new technology to free up time for their new strategic duties and to provide HR services cost effectively. Copyright © 2015 Pearson Education, Inc.

They Take a Talent Management Approach They Manage Employee Engagement They Manage Ethics They Understand Their Human Resource Philosophy They Have New Competencies Improved performance requires engaged employees. The Institute for Corporate Productivity defines engaged employees “as those who are mentally and emotionally invested in their work and in contributing to an employer’s success.” Unfortunately, studies suggest that less than one-third of the U.S. workforce is engaged. Today’s human resource managers need skills to manage employee engagement. We’ll look at employee engagement in later chapters. Copyright © 2015 Pearson Education, Inc.

Evidence-based Human Resource Management
Evidence-based human resource management involves the use of the best available evidence with respect to human resource practices. For example, tracking median HR expense as a percentage of a company’s total operating costs may average less than 1%. The use of this and similar metrics will help control expenses and contribute to profits. Copyright © 2015 Pearson Education, Inc.

The New Human Resource Managers
Transactional Services Talent Management Competencies Big picture Ethics Employee Engagement Performance, results, evidence-based practice Employers expect their human resource managers to help lead their companies’ performance-improvement efforts. Human resource managers recognize this. Surveys of HR professionals list competition for market share, price competition/price control, governmental regulations, need for sales growth, and need to increase productivity as top challenges HR managers face. Copyright © 2015 Pearson Education, Inc.

Review Talent management Ethics Employee engagement Measurement Evidence-based management Value New competencies Talent management is both a goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees. HR managers also manage ethics, the standards by which individuals judge their own behaviors. Engagement is the extent to which employees are emotionally and mentally invested in their work. Measurement of the impact of human resource practices on the profitability and growth of an organization can make a significant difference in productivity. For example, knowing that a company is able to recruit and hire productive employees 50% faster than its competition can make a significant difference in efficiency. Using evidence-based HR practices in addition to actual measurements such as existing data or outside research will help keep HR an effective strategic planning partner. In both the long and the short run, HR managers must function as business partners, stewards of an effective organizational culture, a business ally and strategic partner. As the profession of HR continues to change, new competencies will be added to the list. Copyright © 2015 Pearson Education, Inc.

Describe four important Human Resource Manager competencies.
The role of the HR manager has changed. Now lets look at what HR manager competencies are needed today. Copyright © 2015 Pearson Education, Inc.

Human Resource Manager’s Competencies
Strategic positioners Credible activists Capability builders HR innovators and integrators Technology proponents This slide has Figure 1-7 the Human Resource Manager’s competencies. Strategic positioners—for instance, by helping to create the firm’s strategy. Credible activists—for instance, by exhibiting the leadership and other competencies that make them “both credible (respected, admired, listened to) and active (offers a point of view, takes a position, challenges assumptions).” Capability builders—for instance, by creating a meaningful work environment and aligning strategy, culture, practices, and behavior. Capability builders—for instance, by initiating and sustaining change. HR innovators and integrators—for instance, by developing talent, and optimizing human capital through workforce planning and analytics. Technology proponents—for instance, by connecting people through technology. Copyright © 2015 Pearson Education, Inc.

Human Resource Manager’s Competencies
HRCI Certification HR managers use certification to show their mastery of modern human resource management knowledge The HRCI Knowledge Base The HRCI body of knowledge has a list of main topic areas Chapter objectives follow the HRCI Knowledge Base’s list The HR Certification Institute (HRCI) is an independent certifying organization for human resource professionals (see Through testing, HRCI awards several credentials, including Professional in Human Resources (PHR) and Senior Professional in Human Resources (SPHR). The evidence to date, while incomplete, generally suggests a positive relationship between human resource managers’ competence, as reflected by PHR or SPHR certification, and the human resource managers’ effectiveness (although of course it is the person’s ability to apply what he or she knows, rather than just the knowledge, that ultimately determines one’s success). Managers can take an online HRCI practice quiz at The HRCI body of knowledge devotes roughly the following percentages to its main topic areas (PHR exam %—SPHR exam %): Strategic Business Management, 12%—29%; Workforce Planning and Employment, 26%—17%; Human Resource Development, 17%—17%; Total Rewards, 16%—12%; Employee and Labor Relations, 22%—18%; Risk Management, 7%—7%; as well as certain Core Knowledge—for example, with respect to motivation and job analysis. The space this book devotes to these topics roughly follows these HRCI suggestions. Copyright © 2015 Pearson Education, Inc.

Review We review by looking at FIGURE 1-3 Trends Shaping Human Resource Management. Figure 1-7 showed the Human Resource Manager’s competencies. We discussed the new HR competencies that align with the HRCI Knowledge Base list of topic areas. The Knowledge Base (see Appendix A of this book, pp. 580–588) lists about 91 specific “Knowledge of” subject areas within these main topic area groups with which those taking the test should be familiar; we use special BASE KNOWLEDGE icons starting in the following chapter to denote coverage of HRCI knowledge topics. Furthermore, most of this book’s chapter-opening behavioral objectives follow the Knowledge Base’s list of what test takers should be able to do. Copyright © 2015 Pearson Education, Inc.

Outline the Plan of this Book.
In this book, several themes and features highlight particularly important issues, and provide continuity from chapter to chapter. Copyright © 2015 Pearson Education, Inc.

Themes and Features Human resource management is the responsibility of every manager—not just those in human resources. In this new edition you will find features that are titled: IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND ENTREPRENURS. These features highlight actual tools and practices any manager can use to improve performance at work. IMPROVING PERFORMANCE: HR AS A PROFIT CENTER. We’ve seen that employers need human resource management practices that add value. These show actual examples of how human resource management practices add measurable value—by reducing costs or boosting revenues. IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE. These features highlight how actual companies around the globe use effective HR practices to improve their teams’ and companies’ performance. IMPROVING PERFORMANCE THROUGH HRIS. These features highlight how managers use human resource technology to improve performance. DIVERSITY COUNTS. These features provide insights and guidelines for managing a diverse workforce. SOCIAL MEDIA AND HR. These features explain how managers use social media to improve human resource performance. Translating Strategy into HR Policies and Practices Case. Improving Performance at The Hotel Paris. These features in chapter explain how HR Director Lisa Cruz aligns HR practices with the hotel’s strategy for superior guest services. There is a strategy map starting in chapter 3 located in MyManagementLab at the end of the chapter, and the overall map is on the inside back cover of this text and outlines the relationships involved. Copyright © 2015 Pearson Education, Inc.

Review The HR process Importance HR responsibilities Trends In review, you should now be able to: 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 traits of today’s human resource managers. Define and give an example of evidence-based human resource management. Copyright © 2015 Pearson Education, Inc.

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