Introduction to

Human Resource
Management
Chapter 1
Presented by: FSZ
 Learning Objectives

 Explain what human resource management is and how it relates to the management
process

 Explain why human resource management is important to all managers

 Illustrate the human resource responsibilities of line and staff managers

 Illustrate the important trends influencing human resource management

 Describe important traits of today’s human resource managers

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 Manager & Management
Process
 Manager: A person responsible for accomplishing the organization’s goals, who
does so by managing the efforts of the organization’s people.

 Management Process: the five basic functions of planning, organizing, staffing,

leading, and controlling

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What is Human Resource
Management?

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 What is Human Resource
Management?
 The process of acquiring, training, appraising, and compensating employees;
and of attending to their labor relations; health & safety; and fairness concerns.

 The concepts and techniques needed to perform the “people” or personnel

aspects of the management job.

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 Personnel Aspect of a Manager’s Job
 Conducting job analyses
 Compensating employees
 Planning labor needs and recruiting job
 Providing incentives & benefits
candidates
 Appraising
 Selecting job candidates
 Communicating
 Orienting & training new employees
 Training & developing managers

 Building employee commitment

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 Why Human Resource Management
is Important?
Avoid Personnel Mistakes

 have some employees think their

 hire the wrong person for the job
 experience high turnover
 have the people not doing their best
 waste time with useless interviews
 company in court because of
discriminatory actions
salaries are unfair relative to others in
the organization
 allow a lack of training to undermine
department’s effectiveness
 commit any unfair labor practices

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 Why Human Resource Management
is Important?
Improve Profits & Performance

 Getting results through people- the bottom line of managing

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 Line & Staff Aspects of HRM
 Line Manager:
- a manager who has the right to issue orders to
 Staff Manager:
the employees and is responsible for
accomplishing the organization’s tasks - a manager who has the right to
advise or assist other managers or
- line authority creates a superior-subordinate employees
relationship
- example: HR managers to other
- example: VP of Trade Operations to his/her employees
Trade Ops director

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Line Manager’s HR Duties
 Placing the right person on the right job

 Starting new employees in the organization

 Training employees for jobs that are new to them

 Improving the job performance of each person

 Gaining creative cooperation and developing smooth working

relationships

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 Line Manager’s HR Duties
 Interpreting the firm’s policies and procedures

 Controlling labor costs

 Developing the abilities of each person

 Creating and maintaining department morale

 Protecting employees’ health and physical condition

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 Functions of HR Manager
 A line function
- HR manager directs the activities of the
people in his or her own
department and in related service areas
 A coordinative function
- HR managers also coordinate
personnel activities, a duty often
referred to as functional authority
- ensures that line managers are
implementing the firm’s HR
policies & practices
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Functions of HR Manager
 A staff function
- assisting and advising line managers is the
heart of the HR manager’s job

- advising CEO regarding the personnel

aspects of the company’s strategic options;
administers the benefit programs; handling
grievances

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Trends Shaping
HRM
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 Globalization & Competition
Trends
 Globalization refers to the tendency of firms
to extend their sales, ownership, and/or  For consumers: lower prices &
manufacturing to new markets abroad higher quality
 Free trade areas- agreements that reduce  For workers: working harder with
barriers and tariffs among trading partners;
less job security
EU, SAARC
 sales expansion, seek new foreign products &
 For business owners: new and
services to sell, and cut labor costs powerful global competitors at home

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 Technological Trends
 Facebook & LinkedIn Recruiting

 Use of Artificial Intelligence (AI)

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 Changing Trends in Nature of
Work
 High-Tech Jobs: factory works becoming computerized
 Service Jobs: internet based customer ordering with just-in-time manufacturing; scheduling
became more precise; squeezing slack and inefficiencies out of production; companies
producing more with fewer employees
 Knowledge Work & Human Capital:
 require more education & skills
 Human capital refers to the knowledge, education, training, skills, and expertise of a firm’s
workers
 employment moving from manual and clerical workers to knowledge workers

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 Workforce & Demographic
Trends
 Diversified workforce

 Finding and hiring employees have become more challenging

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 Economic Challenges
 Political uncertainty

 Skill development & Quality Education

 Unemployment rate

 Competitiveness

 Income Inequality & Regional Disparity

https://thefinancialexpress.com.bd/views/views/challenges-for-the-economy-1516978696
https://thefinancialexpress.com.bd/views/views/development-challenges-bangladesh-faces-1516203445
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New HR Managers
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 Focus more on Strategic, Big
Picture Issues
 more involved in strategic, big picture issues

 Strategic HRM means formulating and executing HR policies and practices that produce
the employee competencies and behaviors the company needs to achieve its strategic aims

 employers want them to be internal consultants, by identifying and institutionalizing

changes that enable the employees outperform ; and help top management in long-term
plan execution

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 Measure HR Performance &
Results
 take action based on measurable performance-based criteria

 add value to the company

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Use Evidence-based HRM

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Have New Competencies

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 HR Certification
 SPHR (Senior Professional in HR)

 GPHR (Global Professional in HR)

 PHR (Professional in HR)

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 Thanks!
Any questions?
You can find me at
faseeha.zabir@northsouth.edu

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 Reference
Dessler, G. (2012). Human Resource Management (13th Edition).
New York: Pearson.

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