Human Resource

Management
ELEVENTH EDITION
1
GARY DESSLER

Part 1 | Introduction

Chapter 1

Introduction to Human Resource Management

© 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

All rights reserved. The University of West Alabama
 The Management Process

Planning

Controlling Organizing

Leading Staffing

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Human Resource Management at Work
• What Is Human Resource Management
(HRM)?
 The policies and practices involved in carrying out
the “people” or human resource aspects of a
management position, including recruiting,
screening, training, rewarding, and appraising.

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 Human Resource Management at Work

Acquisition

Fairness Training

Human
Resource
Management
Health and
(HRM) Appraisal
Safety

Labor Relations Compensating

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Personnel Aspects of a Manager’s 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 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

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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
company needs to achieve
its strategic goals.

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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.

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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 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

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 Human Resource Managers’ Duties

Line Function Coordinative

Line Authority Function
Implied Authority Functional Authority

Functions of
HR Managers

Staff Functions
Staff Authority
Innovator
Employee Advocacy

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 Human Resource Specialties

Recruiters

Labor Relations EEO

Specialists Coordinators
Human
Resource
Specialties
Training
Job Analysts
Specialists

Compensation
Managers

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FIGURE 1–1
HR Organization Chart
for a Large Organization

Source: www.hr.wayne.edu/orgcharts.php. Accessed May 6, 2007.

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FIGURE 1–2 HR Organizational Chart (Small Company)

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 The Changing Environment of
Human Resource Management

Globalization Trends

Technological Trends
Changes and Trends
in Human Resource
Management
Trends in the Nature of Work

Workforce Demographic Trends

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FIGURE 1–4 Employment Exodus: Projected Loss of Jobs and Wages

Source: Michael Schroeder, “States Fight Exodus of Jobs,” Wall Street Journal, June 3, 2003,
p. 84. Reproduced with permission of Dow Jones & Co. Inc. via Copyright Clearance Center.
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 The Changing Role of
Human Resource Management

Strategic Human
Resource
Management

Managing with the New Creating High-

HR Scorecard Responsibilities Performance Work
Process for HR Managers Systems

Measuring the HRM

Team’s Performance

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TABLE 1–1 Technological Applications for HR

Application Service Providers (ASPs) and technology outsourcing

Web portals
PCs and high-speed access
Streaming desktop video
The mobile Web and wireless net access
E-procurement
Internet- and network-monitoring software
Bluetooth
Electronic signatures
Electronic bill presentment and payment
Data warehouses and computerized analytical programs

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High-Performance Work System Practices
• Employment security
• Selective hiring
• Extensive training
• Self-managed teams/decentralized decision making
• Reduced status distinctions
• Information sharing
• Contingent (pay-for-performance) rewards
• Transformational leadership
• Measurement of management practices
• Emphasis on high-quality work

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Benefits of a High-Performance
Work System (HPWS)
• Generate more job applicants
• Screen candidates more effectively
• Provide more and better training
• Link pay more explicitly to performance
• Provide a safer work environment
• Produce more qualified applicants per position
• Hiring based on validated selection tests
• Provide more hours of training for new employees
• Conduct more performance appraisals

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Measuring HR’s Contribution
• The HR Scorecard
 Shows the quantitative standards,
or “metrics” the firm uses to
measure HR activities.
 Measures the employee behaviors
resulting from these activities.
 Measures the strategically relevant
organizational outcomes of those
employee behaviors.

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The Human Resource Manager’s
Proficiencies
• New Proficiencies
 HR proficiencies
 Business proficiencies
 Leadership proficiencies
 Learning proficiencies

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FIGURE 1–6 Effects CFOs Believe Human Capital Has on Business Outcomes

Source: Steven H. Bates, “Business Partners,” HR Magazine, September 2003, p. 49. Reproduced
with permission of the Society for Human Resource Management via Copyright Clearance Center.
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HR Certification
• HR is becoming more professionalized.
• Society for Human Resource Management
(SHRM)
 SHRM’s Human Resource Certification
Institute (HRCI)
 SPHR (senior professional in HR)
certificate
 PHR (professional in HR)
certificate

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The Human Resource Manager’s
Proficiencies (cont’d)
• Managing within the Law
 Equal employment laws
 Occupational safety and health laws
 Labor laws

• Managing Ethics
 Ethical lapses
 Sarbanes-Oxley in 2003

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The Plan of This Book: Basic Themes
• HRM is the responsibility of every manager.
• HR managers must defend their plans and
contributions in measurable terms.
• All personnel actions and decisions have strategic
implications.
• All managers rely on information technology.
• Virtually every personnel decision has legal
implications.

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