Introduction to Human Resource Management - HRM Dessler 12e Chapter 01

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Information about Introduction to Human Resource Management - HRM Dessler 12e Chapter 01

Published on March 4, 2016

Author: kashifse1

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1. GARY DESSLER HUMAN RESOURCE MANAGEMENT Global Edition 12e Chapter 1 Introduction to Human Resource Management PowerPoint Presentation by Charlie Cook The University of West AlabamaCopyright © 2011 Pearson Education Part 1 Introduction

2. Copyright © 2011 Pearson Education 1–2 WHERE WE ARE NOW…

3. Copyright © 2011 Pearson Education 1–3 1.1. Explain what human resource management is and howExplain what human resource management is and how it relates to the management process.it relates to the management process. 2.2. Show with examples why human resource managementShow with examples why human resource management is important to all managers.is important to all managers. 3.3. Illustrate the human resources responsibilities of lineIllustrate the human resources responsibilities of line and staff (HR) managers.and staff (HR) managers. 4.4. Briefly discuss and illustrate each of the importantBriefly discuss and illustrate each of the important trends influencing human resource management.trends influencing human resource management. 5.5. List and briefly describe important trends in humanList and briefly describe important trends in human resource management.resource management. 6.6. Define and give an example of evidence-based humanDefine and give an example of evidence-based human resource management.resource management. 7.7. Outline the plan of this book.Outline the plan of this book. LEARNING OUTCOMESLEARNING OUTCOMES

4. Copyright © 2011 Pearson Education 1–4 Human Resource Management at WorkHuman Resource Management at Work • What Is Human Resource Management (HRM)?What Is Human Resource Management (HRM)?  The process of acquiring, training, appraising, andThe process of acquiring, training, appraising, and compensating employees, and of attending to their laborcompensating employees, and of attending to their labor relations, health and safety, and fairness concerns.relations, health and safety, and fairness concerns. • OrganizationOrganization  People with formally assigned roles who work together toPeople with formally assigned roles who work together to achieve the organization’s goals.achieve the organization’s goals. • ManagerManager  The person responsible for accomplishing the organization’sThe person responsible for accomplishing the organization’s goals, and who does so by managing the efforts of thegoals, and who does so by managing the efforts of the organization’s people.organization’s people.

5. Copyright © 2011 Pearson Education 1–5 The Management ProcessThe Management Process Planning Organizing Leading Staffing Controlling

6. Copyright © 2011 Pearson Education 1–6 Human Resource Management ProcessesHuman Resource Management Processes Acquisition Training Appraisal CompensationLabor Relations Health and Safety Fairness Human Resource Management (HRM)

7. Copyright © 2011 Pearson Education 1–7 Personnel Aspects of a Manager’s JobPersonnel Aspects of a Manager’s Job • Conducting job analysesConducting job analyses • Planning labor needs and recruiting job candidatesPlanning labor needs and recruiting job candidates • Selecting job candidatesSelecting job candidates • Orienting and training new employeesOrienting and training new employees • Managing wages and salariesManaging wages and salaries • Providing incentives and benefitsProviding incentives and benefits • Appraising performanceAppraising performance • CommunicatingCommunicating • Training and developing managersTraining and developing managers • Building employee commitmentBuilding employee commitment

8. Copyright © 2011 Pearson Education 1–8 Personnel MistakesPersonnel Mistakes • Hire the wrong person for the jobHire the wrong person for the job • Experience high turnoverExperience high turnover • Have your people not doing their bestHave your people not doing their best • Waste time with useless interviewsWaste time with useless interviews • Have your firm in court because of discriminatory actionsHave your firm in court because of discriminatory actions • Have your firm cited by OSHA for unsafe practicesHave your firm cited by OSHA for unsafe practices • Have some employees think their salaries are unfair andHave some employees think their salaries are unfair and inequitable relative to others in the organizationinequitable relative to others in the organization • Allow a lack of training to undermine your department’sAllow a lack of training to undermine your department’s effectivenesseffectiveness • Commit any unfair labor practicesCommit any unfair labor practices

9. Copyright © 2011 Pearson Education 1–9 Basic HR ConceptsBasic HR Concepts • The bottom line of managing:The bottom line of managing: Getting resultsGetting results • HR creates value by engaging in activitiesHR creates value by engaging in activities that produce the employee behaviors thatthat produce the employee behaviors that the organization needs to achieve itsthe organization needs to achieve its strategic goals.strategic goals. • Looking ahead: Using evidence-basedLooking ahead: Using evidence-based HRM to measure the value of HR activitiesHRM to measure the value of HR activities in achieving those goals.in achieving those goals.

10. Copyright © 2011 Pearson Education 1–10 Line and Staff Aspects of HRMLine and Staff Aspects of HRM • Line ManagerLine Manager  Is authorized (has line authority) to direct the work ofIs authorized (has line authority) to direct the work of subordinates and is responsible for accomplishing thesubordinates and is responsible for accomplishing the organization’s tasks.organization’s tasks. • Staff ManagerStaff Manager  Assists and advises line managers.Assists and advises line managers.  Has functional authority to coordinate personnel activitiesHas functional authority to coordinate personnel activities and enforce organization policies.and enforce organization policies.

11. Copyright © 2011 Pearson Education 1–11 Line Managers’ HRM ResponsibilitiesLine Managers’ HRM Responsibilities 1.1. Placing the right person on the right jobPlacing the right person on the right job 2.2. Starting new employees in the organization (orientation)Starting new employees in the organization (orientation) 3.3. Training employees for jobs that are new to themTraining employees for jobs that are new to them 4.4. Improving the job performance of each personImproving the job performance of each person 5.5. Gaining creative cooperation and developing smoothGaining creative cooperation and developing smooth working relationshipsworking relationships 6.6. Interpreting the firm’s policies and proceduresInterpreting the firm’s policies and procedures 7.7. Controlling labor costsControlling labor costs 8.8. Developing the abilities of each personDeveloping the abilities of each person 9.9. Creating and maintaining department moraleCreating and maintaining department morale 10.10. Protecting employees’ health and physical conditionProtecting employees’ health and physical condition

12. Copyright © 2011 Pearson Education 1–12 Human Resource Managers’ DutiesHuman Resource Managers’ Duties Line Function Line Authority Implied Authority Staff Functions Staff Authority Innovator/Advocacy Functions of HR Managers Coordinative Function Functional Authority

13. Copyright © 2011 Pearson Education 1–13 FIGURE 1–1 Human Resources Organization Chart for a Large Organization

14. Copyright © 2011 Pearson Education 1–14 FIGURE 1–2 Human Resources Organization Chart for a Small Company

15. Copyright © 2011 Pearson Education 1–15 Human Resource SpecialtiesHuman Resource Specialties Recruiter EEO coordinator Labor relations specialist Training specialist Job analyst Compensation manager Human Resource Specialties

16. Copyright © 2011 Pearson Education 1–16 New Approaches to Organizing HRNew Approaches to Organizing HR Transactional HR group Corporate HR group Embedded HR unit New HR Services Groups Centers of Expertise

17. Copyright © 2011 Pearson Education 1–17 Trends Shaping Human ResourceTrends Shaping Human Resource ManagementManagement Globalization and Competition Trends Technological Trends Indebtedness (“Leverage”) and Deregulation Trends in the Nature of Work Workforce and Demographic Trends Economic Challenges and Trends Trends in HR Management

18. Copyright © 2011 Pearson Education 1–18 FIGURE 1–4 Trends Shaping Human Resource Management

19. Copyright © 2011 Pearson Education 1–19 FIGURE 1–5 Employment Exodus: Percent of employers who said they planned as of 2008 to offshore a number of these jobs

20. Copyright © 2011 Pearson Education 1–20 Trends in the Nature of WorkTrends in the Nature of Work High-Tech Jobs Service Jobs Changes in How We Work Knowledge Work and Human Capital

21. Copyright © 2011 Pearson Education 1–21 TABLE 1–1 Demographic Groups as a Percent of the Workforce, 1986–2016

22. Copyright © 2011 Pearson Education 1–22 Workforce and Demographic TrendsWorkforce and Demographic Trends Demographic Trends Generation “Y” Retirees Nontraditional Workers Trends Affecting Human Resources

23. Copyright © 2011 Pearson Education 1–23 FIGURE 1–6 Gross National Product (GNP)

24. Copyright © 2011 Pearson Education 1–24 FIGURE 1–7 Case-Shiller Home Price Indexes

25. Copyright © 2011 Pearson Education 1–25 Important Trends in HRMImportant Trends in HRM The New HR Managers High-Performance Work Systems Strategic HRM Evidence-Based HRM Managing Ethics HR Certification Human Resource Management Trends

26. Copyright © 2011 Pearson Education 1–26 Meeting Today’s HRM ChallengesMeeting Today’s HRM Challenges Focus more on “big picture” (strategic) issues Find new ways to provide transactional services The New Human Resource Managers Acquire broader business knowledge and new HRM proficiencies

27. Copyright © 2011 Pearson Education 1–27 TABLE 1–2 Some Technological Applications to Support HR Technology How Used by HR Application service providers (ASPs) and technology outsourcing ASPs provide software application, for instance, for processing employment applications. The ASPs host and manage the services for the employer from their own remote computers Web portals Employers use these, for instance, to enable employees to sign up for and manage their own benefits packages and to update their personal information Streaming desktop video Used, for instance, to facilitate distance learning and training or to provide corporate information to employees quickly and inexpensively Internet- and network- monitoring software Used to track employees’ Internet and e-mail activities or to monitor their performance Electronic signatures Legally valid e-signatures that employers use to more expeditiously obtain signatures for applications and record keeping Electronic bill presentment and payment Used, for instance, to eliminate paper checks and to facilitate payments to employees and suppliers Data warehouses and computerized analytical programs Help HR managers monitor their HR systems. For example, they make it easier to assess things like cost per hire, and to compare current employees’ skills with the firm’s projected strategic needs

28. Copyright © 2011 Pearson Education 1–28 FIGURE 1–8 Effects CFOs Believe Human Capital Has on Business Outcomes

29. Copyright © 2011 Pearson Education 1–29 High-Performance Work SystemsHigh-Performance Work Systems • Increase productivity and performance by:Increase productivity and performance by:  Recruiting, screening and hiring more effectivelyRecruiting, screening and hiring more effectively  Providing more and better trainingProviding more and better training  Paying higher wagesPaying higher wages  Providing a safer work environmentProviding a safer work environment  Linking pay to performanceLinking pay to performance

30. Copyright © 2011 Pearson Education 1–30 Evidence-Based HRMEvidence-Based HRM Actual measurements Existing data Providing Evidence for HRM Decision Making Research studies

31. Copyright © 2011 Pearson Education 1–31 Managing EthicsManaging Ethics • EthicsEthics  Standards that someone uses to decideStandards that someone uses to decide what his or her conduct should bewhat his or her conduct should be • HRM-related Ethical IssuesHRM-related Ethical Issues  Workplace safetyWorkplace safety  Security of employee recordsSecurity of employee records  Employee theftEmployee theft  Affirmative actionAffirmative action  Comparable workComparable work  Employee privacy rightsEmployee privacy rights

32. Copyright © 2011 Pearson Education 1–32 HR CertificationHR Certification • HR is becoming more professionalized.HR is becoming more professionalized. • Society for Human Resource Management (SHRM)Society for Human Resource Management (SHRM)  SHRM’s Human Resource Certification Institute (HRCI)SHRM’s Human Resource Certification Institute (HRCI)  SPHR (Senior Professional in HR) certificateSPHR (Senior Professional in HR) certificate  GPHR (Global Professional in HR) certificateGPHR (Global Professional in HR) certificate  PHR (Professional in HR) certificatePHR (Professional in HR) certificate

33. Copyright © 2011 Pearson Education 1–33 The Plan of This Book: Basic ThemesThe Plan of This Book: Basic Themes • HRM is the responsibility of every manager.HRM is the responsibility of every manager. • The workforce is becoming increasingly diverse.The workforce is becoming increasingly diverse. • Current economic challenges require that HR managersCurrent economic challenges require that HR managers develop new and better skills to effectively and efficientlydevelop new and better skills to effectively and efficiently deliver and manage HR services.deliver and manage HR services. • The intensely competitive nature of business todayThe intensely competitive nature of business today means human resource managers must defend theirmeans human resource managers must defend their plans and contributions in measurable terms.plans and contributions in measurable terms.

34. Copyright © 2011 Pearson Education 1–34 FIGURE 1–10 Strategy and the Basic Human Resource Management Process

35. Copyright © 2011 Pearson Education 1–35 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

36. Copyright © 2011 Pearson Education 1–36 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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