1. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-1 Human Resource Management Chapter One Introduction to HRM

2. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-2 The Definition Human resource management (HRM) HRM is about managing people in organizations as effectively as possible for the good of the employees, the company and society

3. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-3 Key Terms HR practices—tools a company uses to manage employees Line manager—individuals responsible for supervising and directing a group of employees to perform tasks HR department—support function that designs and implements company policies for managing employees

4. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-4 Sayings of CEO’s “I am the ultimate believer in people first, strategies second. To me, strategy starts with the personyou hire. If a business lacks a good strategy, then put in charge of the business someone who will develop one” (Jack Welch, CEO, General Electric) We must have people who use facts and knowledge to add something.... To add valueto our customers’ business. In an age where everyone has basically the same information at the same time, the advantage goes to people who can take information and quickly put it to effective and profitable use. It means having people with what can be called the “mind of the strategist”...people who can create a competitive advantage... Out of common knowledge” (Robarto Gouzueta, Coca-Cola Company)

5. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-5 PERSONNEL MANAGEMENT VS HR MANAGEMENT ElementPersonnel ManagementHR Manegement Employee RelationsAdversarialDevelopmental and Collaborative OrientationReactive and piecemealProaktive and business focused OrganizationSeparate functionsIntegrated functions ClientManagementManagement and employees ValuesOrder, equity consistencyClient and problem focused, tailored solutions Role of SpecialistRegulatory and record keeping Problem sensing, tailored solutions Role of line managementPassive ownershipActive ownership Overall outputCompartmentalized thinking and acting Linking various hr levers to business needs

6. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-6 The Goals of HRM Overall Goals Productivity Quality of Working Life Legal Compliance Competitive Advantage Workforce adaptibility Bottom Line Survival Competitiveness Growth Profitability Flexibility Human Resources Management Activities Specific Goals Attract Retain Motivate Retrain Understanding the environment Human Resources Planning Recruitment and Placement Training Performance Management Compensation Management Career Management Union Relations

7. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-7 Primary HR Activities Work design and workforce planning Job Design and Job Analysis Personnel Planning Managing employee competencies Recruitment&Selection Training and Development Career Management Managing employee attitudes and behaviors Performance Management Compensation Management

8. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-8 Plan for this Book

9. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-9 Work Design and Workforce Planning What employees do, ensuring the right people are in the right place at the right time How jobs are interconnected and aligned with the company’s objectives How employees are allocated When outsourcing, reorganization or use of contingent labor is needed

10. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-10 Managing Employee Competencies Assessing knowledge, skills, abilities and other talents employees possess Recruiting potential employees with desired competencies Selecting the best candidates based on experience and/or personality Training employees in skills they need for current and future positions

11. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-11 Motivating workers to improve their performance Communicating performance criteria aligned with organizational goals Providing employees with feedback Disciplining poor performers Managing Employee Attitudes and Behaviors

12. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-12 Who is Responsible for Managing HR There is a saying at Merck that goes like this, “Human Resources are too important not to be left to the HR Department” Then Who is Responsible????

13. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-13 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.

14. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-14 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 company in court because of discriminatory actions Have your company cited by OSHA for unsafe practices 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

15. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-15 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 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

16. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-16 Organization of HR Time IntroductionGrowthDeployment Maturity Evolution Evolution of HR Department

17. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-17 The New HR Manager New Proficiencies HR proficiencies Business proficiencies Leadership proficiencies Learning proficiencies

18. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-18 HR as Profession HR Generalist HR Specialist

19. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1-19 HR Organizations WFPMA? EAPM? PERYÖN?