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Chapter 1

Introduction to Human Resource Mana ement

Part One | Introduction


Co!yri ht " #$%% Pearson &ducation' Inc( !ublishin as Prentice Hall PowerPoint Presentation by Charlie Cook The University of West Alabama

WH&R& W& AR& )*W+

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LEARNING OUTCOMES
%( &,!lain what human resource mana ement is and how it relates to the mana ement !rocess( #( -how with e,am!les why human resource mana ement is im!ortant to all mana ers( .( Illustrate the human resources res!onsibilities of line and staff /HR0 mana ers( 1( 2riefly discuss and illustrate each of the im!ortant trends influencin human resource mana ement( 3( 4ist and briefly describe im!ortant trends in human resource mana ement( 5( 6efine and ive an e,am!le of evidence7based human resource mana ement( 8( *utline the !lan of this book(
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Human Resource Management at Work


9 What Is Human Resource Mana ement /HRM0:
The !rocess of ac;uirin ' trainin ' a!!raisin ' and

com!ensatin em!loyees' and of attendin to their labor relations' health and safety' and fairness concerns(

9 *r ani<ation
Peo!le with formally assi ned roles who work to ether to

achieve the or ani<ation=s oals(

9 Mana er
The !erson res!onsible for accom!lishin the or ani<ation=s

oals' and who does so by mana in the efforts of the or ani<ation=s !eo!le(

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The Management Process


Planning

Controlling

Organizing

Leading

Staffing

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Human Resource Management Processes


Acquisition

airness Hu%an &esource 'anage%ent (H&')

Training

Health and Safety

Appraisal

Labor Relations

Compensation

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Personnel Aspects of a Managers Job


9 Conductin >ob analyses 9 Plannin labor needs and recruitin >ob candidates 9 -electin >ob candidates 9 *rientin and trainin new em!loyees 9 Mana in wa es and salaries 9 Providin incentives and benefits 9 A!!raisin !erformance 9 Communicatin 9 Trainin and develo!in mana ers 9 2uildin em!loyee commitment
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Personnel Mistakes
9 Hire the wron !erson for the >ob 9 &,!erience hi h turnover 9 Have your !eo!le not doin their best 9 Waste time with useless interviews 9 Have your firm in court because of discriminatory actions 9 Have your firm cited by *-HA for unsafe !ractices 9 Have some em!loyees think their salaries are unfair and ine;uitable relative to others in the or ani<ation 9 Allow a lack of trainin to undermine your de!artment=s effectiveness 9 Commit any unfair labor !ractices
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Basic HR Concepts
9 The bottom line of mana in ?

Getting results
9 HR creates value by en a in in activities that !roduce the em!loyee behaviors that the or ani<ation needs to achieve its strate ic oals( 9 4ookin ahead? Usin evidence7based HRM to measure the value of HR activities in achievin those oals(

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Line an !taff Aspects of HRM


9 4ine Mana er
Is authori<ed /has line authority0 to direct the work of

subordinates and is res!onsible for accom!lishin the or ani<ation=s tasks(

9 -taff Mana er
Assists and advises line mana ers( Has functional authority to coordinate !ersonnel activities

and enforce or ani<ation !olicies(

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Line Managers HRM Responsibilities


%( Placin the ri ht !erson on the ri ht >ob #( -tartin new em!loyees in the or ani<ation /orientation0 .( Trainin em!loyees for >obs that are new to them 1( Im!rovin the >ob !erformance of each !erson 3( @ainin creative coo!eration and develo!in smooth workin relationshi!s 5( Inter!retin the firm=s !olicies and !rocedures 8( Controllin labor costs A( 6evelo!in the abilities of each !erson B( Creatin and maintainin de!artment morale %$( Protectin em!loyees= health and !hysical condition

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Human Resource Managers "uties

unctions of HR $anagers

Line Function
Line Authority !mplied Authority

Coordinative Function
unctional Authority

Staff Functions
Staff Authority !nno"ator#Ad"ocacy

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Human Resources *r ani<ation Chart for a 4ar e *r ani<ation

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Human Resources *r ani<ation Chart for a -mall Com!any

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Human Resource !pecialties


Recruiter

Labor relations specialist Hu%an &esource 0pecialties Training specialist

%%O coordinator

&ob analyst

Compensation manager

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#e$ Approaches to %rgani&ing HR

'e( HR Ser"ices )roups

Transactional HR group

Corporate HR group

%mbedded HR unit

Centers of %*pertise

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Tren s !haping Human Resource Management


)lobalization and Competition Trends !ndebtedness +,Le"erage-. and /eregulation Technological Trends

1rends in H& 'anage%ent


0or1force and /emographic Trends %conomic Challenges and Trends

Trends in the 'ature of 0or1

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Trends -ha!in Human Resource Mana ement

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&m!loyment &,odus? Percent of em!loyers who said they !lanned as of #$$A to offshore a number of these >obs

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Tren s in the #ature of Work

Changes in Ho( 0e 0or1

High2Tech &obs

Ser"ice &obs

3no(ledge 0or1 and Human Capital

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6emo ra!hic @rou!s as a Percent of the Workforce' %BA5C#$%5

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Workforce an "emographic Tren s

/emographic Trends )eneration ,4Retirees 'ontraditional 0or1ers

Trends Affecting Human Resources

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@ross )ational Product /@)P0

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Case7-hiller Home Price Inde,es

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'mportant Tren s in HRM


The 'e( HR $anagers

Strategic HR$

%"idence25ased HR$

Hu%an &esource 'anage%ent 1rends

High2Performance 0or1 Systems

$anaging %thics

HR Certification

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Meeting To a(s HRM Challenges


The 'e( Human Resource $anagers

ocus more on ,big picture+strategic. issues

ind ne( (ays to pro"ide transactional ser"ices

Acquire broader business 1no(ledge and ne( HR$ proficiencies

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1234E 1 2 1echnology

-ome Technolo ical A!!lications to -u!!ort HR Ho5 /sed by H&


A-Ps !rovide software a!!lication' for instance' for !rocessin em!loyment a!!lications( The A-Ps host and mana e the services for the em!loyer from their own remote com!uters &m!loyers use these' for instance' to enable em!loyees to si n u! for and mana e their own benefits !acka es and to u!date their !ersonal information Used' for instance' to facilitate distance learnin and trainin or to !rovide cor!orate information to em!loyees ;uickly and ine,!ensively Used to track em!loyees= Internet and e7mail activities or to monitor their !erformance 4e ally valid e7si natures that em!loyers use to more e,!editiously obtain si natures for a!!lications and record kee!in Used' for instance' to eliminate !a!er checks and to facilitate !ayments to em!loyees and su!!liers Hel! HR mana ers monitor their HR systems( Dor e,am!le' they make it easier to assess thin s like cost !er hire' and to com!are current em!loyees= skills with the firm=s !ro>ected strate ic needs
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A!!lication service !roviders /A-Ps0 and technolo y outsourcin Web !ortals

-treamin deskto! video

Internet7 and network7 monitorin software &lectronic si natures &lectronic bill !resentment and !ayment 6ata warehouses and com!uteri<ed analytical !ro rams

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&ffects CD*s 2elieve Human Ca!ital Has on 2usiness *utcomes

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High)Performance Work !(stems


9 Increase !roductivity and !erformance by?
Recruitin ' screenin and hirin more effectively Providin more and better trainin Payin hi her wa es Providin a safer work environment 4inkin !ay to !erformance

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*+i ence)Base HRM

Pro"iding %"idence for HR$ /ecision $a1ing

Actual measurements

%*isting data

Research studies

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Managing *thics
9 &thics
-tandards that someone uses to decide

what his or her conduct should be

9 HRM7related &thical Issues


Work!lace safety -ecurity of em!loyee records &m!loyee theft Affirmative action Com!arable work &m!loyee !rivacy ri hts

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HR Certification
9 HR is becomin more !rofessionali<ed( 9 -ociety for Human Resource Mana ement /-HRM0
-HRM=s Human Resource Certification Institute /HRCI0

-PHR /-enior Professional in HR0 certificate @PHR /@lobal Professional in HR0 certificate PHR /Professional in HR0 certificate

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The Plan of This Book, Basic Themes


9 HRM is the res!onsibility of every mana er( 9 The workforce is becomin increasin ly diverse( 9 Current economic challen es re;uire that HR mana ers develo! new and better skills to effectively and efficiently deliver and mana e HR services( 9 The intensely com!etitive nature of business today means human resource mana ers must defend their !lans and contributions in measurable terms(

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-I./&E 1 10 -trate y and the 2asic Human Resource Mana ement Process

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KEY TERMS
or ani<ation mana er mana ement !rocess human resource mana ement /HRM0 authority line authority staff authority line mana er staff mana er functional authority lobali<ation human ca!ital
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