Dessler Hrm12ge Ppt 01
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5/28/2018 Dessler Hrm12ge Ppt 01
1/32GARY DESSLER
HUMAN RESOURCE MANAGEMENT
12th Edition
Chapter 1
Introduction toHuman Resource
Management
Part 1 Introduction
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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
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Human Resource Management at Work
Organization
People with formally assigned roles who work together to
achieve the organizations goals.
Manager
The person responsible for accomplishing the organizationsgoals, and who does so by managing the efforts of the
organizations people.
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The Management Process
Planning
Organizing
Leading Staffing
Controlling
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Human Resource Management Processes
Recruitment
Training
Appraisal
CompensationLabor
Relations
Health and
Safety
Fairness
Human
Resource
Management
(HRM)
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Personnel Aspects of a Managers 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
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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 andinequitable relative to others in the organization.
Allow a lack of training to undermine your departments
effectiveness.
Commit any unfair labor practices.
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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 needsto achieve its strategic goals.
Looking ahead: Using evidence-based
HRM to measure the value of HRactivities in achieving those goals.
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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 theactivities of the people in his or her own department and in
service areas.
Staff Authority
Staff Authority gives the manager right (authority) to adviseother managers or employees.
Functional Authority
The authority exerted by and HR Manager as coordinator of
personnel activities.
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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
organizations tasks.
Staff Manager
Assists and advises line managers.
Has functional authority to
coordinate personnel activities
and enforce organization policies.
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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 that are new to them
4. Improving the job performance of each person
5. Gaining creative cooperation and developing smooth
working relationships
6. Interpreting the firms 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
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Human Resource Managers Duties
Line FunctionLine Authority
Staff FunctionsStaff Authority
Assist & Advise
Functions of
HR Managers
Coordinative
Function
Functional Authority
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FIGURE 11 Human Resources Organization Chart for a Large Organization
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FIGURE 12- Human Resources Organization Chart for a Small Company
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Human Resource Specialties
Recruiter
EEO
coordinator
Labor relations
specialist
Training
specialistJob analyst
Compensation
manager
Human
Resource
Specialties
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New Approaches to Organizing HR
Transactional HR
group
Corporate
HR group
Embedded
HR unit
New HR Services Groups
Centers of
Expertise
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New Approaches to Organizing HR
Transactional HR
Departmental activities such as payroll, benefitsadministration 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/ responsibleat 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.
119
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New Approaches to Organizing HR
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.
120
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121
Trends Shaping Human Resource
Management
Globalization
and Competition
Trends
TechnologicalTrends
Indebtedness
(Leverage) and
Deregulation
Trends in the Natureof Work
Workforce and
DemographicTrends
Economic
Challenges and
Trends
Trends in HR
Management
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FIGURE 14 Trends Shaping Human Resource Management
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FIGURE 15 Employment Exodus: Percent of employers who said they
planned as of 2008 to offshore a number of these jobs
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Trends in the Nature of Work
High-Tech
Jobs
Service
Jobs
Changes in How We Work
Knowledge Work
and Human
Capital
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Workforce and Demographic Trends
Demographic Trends
Generation Y
Retirees
Nontraditional Workers
Trends Affecting
Human Resources
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Important Trends in HRM
The New HRManagers
High-Performance
Work Systems
Strategic
HRM
Evidence-Based
HRM
Managing
Ethics
HR
Certification
Human Resource
Management
Trends
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Meeting Todays HRM Challenges
Focus more on bigpicture
(strategic issues)
Find new ways to
provide
transactional
services
The New Human Resource
Managers
Acquire broader
businessknowledge and
new HRM
proficiencies
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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
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Evidence-Based HRM
Actual
measurements
Existing
data
Providing Evidence for
HRM Decision Making
Research
studies
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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
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HR Certification
HR is becoming more professionalized.
Society for Human Resource Management (SHRM)
SHRMs Human Resource Certification Institute (HRCI)
SPHR (Senior Professional in HR) certificate
GPHR (Global Professional in HR) certificate
PHR (Professional in HR) certificate
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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 HRservices.
The intensely competitive nature of business today
means human resource managers must defendtheir plans and contributions in measurable terms.
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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
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C i ht 2011 P Ed ti 1 40
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.
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