Chapter 1. Intro To HRM

INTRODUCTION TO
HUMAN RESOURCE
MANAGEMENT
OBJECTIVES
● Describe and explain the role of human resource management
● Identify the factors in the business environment that present challenges to firms trying to effectively
manage human resources.
● Recognize the impact of strategic human resource planning on the efficiency of government functions and
formulate practical business solutions to critical HR issues;
● Explain the significance of human resource planning, the recruitment process, employee selection, and
employee training
● Identify how wellness, training and work-life balance policies impact retention;
● Apply best practices in performance management, performance appraisal, and employee development;
● Explain the functions of job design, standards of employment law and techniques for retention
REQUIRED TEXTBOOK
ISBN 10: 0-13-517278-0

ISBN 13: 978-0-13-517278-0
ASSESSMENT TASKS
● Attendance/Class Activities 20%

● Group presentation 20%
● Final report 60%
01
INTRODUCTION TO
HUMAN RESOURCE
MANAGEMENT
I.
WHAT IS HUMAN RESOURCE
MANAGEMENT?
Human resource management
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.
1–10
Human Resource Management at Work
● 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
AN ORGANIZATION A MANAGER
People work together to achieve the Manages the efforts of the
common goals organization’s people
MANAGEMENT PROCESS
Why is HRM important?
Avoid personnel Improve profit & You may spend time as

mistakes performance a HR manager
Human Resource Management Processes
Recruitment
Fairness Training
Human
Resource
Health and Management
(HRM) Appraisal
Safety
Labor
Compensation
Relations
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
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 and inequitable relative to
others in the organization.
● Allow a lack of training to undermine your department’s effectiveness.
● Commit any unfair labor practices.
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 needs
to achieve its strategic goals.
● Looking ahead: Using evidence-based
HRM to measure the value of HR
activities in achieving those goals.
Authority the right to make decisions, to direct the work of others, and to
give orders
Line gives managers the right to issue orders to other

managers or employees
authority
Staff gives a manager the right to advise other
managers or employees.
authority
Line Staff
manager manager
1–19
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 organization’s tasks.
● Staff Manager
○ Assists and advises line managers.
○ Has functional authority to coordinate personnel
activities and enforce organization policies.
1–20
Features of Functional Authority

● The characteristics or features of functional authority
are
○ Functional authority is given to a manager to perform a specific
function.
○ The manager may be a line manager or a staff manager. But mostly
functional authority is given to a staff manager.
○ It is not limited to a particular department. It may even cover the full
organization.
○ It is an additional authority. It is given to a manager in addition to
his normal (line or staff) authority.
○ It is removed when the work is completed.
1. Placing the right person in 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
Line manager’s 5. Gaining creative cooperation and developing smooth working

relationships
responsibilities 6. Interpreting the company’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining departmental morale
10. Protecting employees’ health and physical conditions
1–22
Human Resource Managers’ Duties
Functions of
HR Managers
Line Function Coordinative Staff Functions

Line Authority Function Staff Authority
Functional Authority Assist & Advise
FIGURE 1–1 Human Resources Organization Chart for a Large Organization
FIGURE 1–2 - Human Resources Organization Chart for a Small Company
1–25
Human Resource Specialties
Recruiter
Labor relations EEO

specialist coordinator
Human
Resource
Specialties
Training
Job analyst
specialist
Compensation
manager
II.
THE TREND SHAPING
HRM
Workforce demographics & diversity trends
1–29
Workforce and Demographic Trends
Demographic Trends
Generation “Y”
Trends Affecting
Human Resources
Retirees
Nontraditional Workers
1–30
Workforce and Demographic Trends

Trends in jobs people do
On-demand workers High-tech & skilled Boosting customer

human capital service
Globalization trends
Economic trends
Labor force trends

the percent of the population (particularly 25- to
54-year-olds) that wants to work is way down.
Technology trends
• Technological change is affecting the nature of jobs
• Technology is changing how employers get human resource management tasks done
➢ Social media
➢ Mobile apps
➢ Websites with gaming features
➢ Cloud-computing-based tools
➢ Data analytics
➢ Artificial intelligence
➢ Augmented reality
Technology trends
III.
IMPORTANT
COMPONENTS IN
TODAY’S HRM
HR managers can refocus their efforts from day-
to-day activities like interviewing candidates to
broader efforts, such as formulating strategies
for boosting employee performance and
engagement.
Strategic
HRM
formulating and executing
human resource policies and
practices that produce the
employee competencies and
behaviors the company needs
to achieve its strategic aims
Performance & HRM
HR department lever
Employee costs lever
Strategic result lever

Sustainability & HRM
Employee engagement & HRM
• Employee engagement refers to being psychologically involved in, connected to, and
committed to getting one’s jobs done.
• Engaged employees “experience a high level of connectivity with their work tasks,”
and therefore work hard to accomplish their task-related goals.
Ethics & HRM
• Ethics means the standards someone uses to decide what his or her conduct
should be.
• HR plays a big role in cultivating organizational ethics today
IV.
THE NEW HUMAN RESOURCE
MANAGER
SHRM Body of Competency and Knowledge
• Leadership and Navigation The ability to direct and contribute to initiatives
and processes within the organization
• Ethical Practice The ability to integrate core values, integrity, and
accountability throughout all organizational and business practices
• Business Acumen The ability to understand and apply information with
which to contribute to the organization’s strategic plan
• Relationship Management The ability to manage interactions to provide
service and to support the organization
• Consultation The ability to provide guidance to organizational stakeholders
• Critical Evaluation The ability to interpret information with which to make
business decisions and recommendations
• Global and Cultural Effectiveness The ability to value and consider the
perspectives and backgrounds of all parties
• Communication The ability to effectively exchange information with
stakeholders
The basic knowledge in the functional areas
1–46
HR Certification
● HR is becoming more professionalized.
➢ Academy to Innovate HR (AIHR)
➢ Professional in Human Resources (PHR) by the HR Certification

Institute (HRCI)
➢ SHRM Certified Professional (SHRM-CP) and SHRM Senior
Certified Professional (SHRM-SCP)
➢ Strategic HR Leadership (SHRL) by the Human Capital Institute
➢ Certified Human Resources Professional (CHRP) by HRPA
➢ Talent Management Practitioner by the Talent Management
Institute
➢ Certified Professional in Learning and Performance (CPLP) by The
Association for Talent
SUMMARY
• Definition & the importance of HRM

• The trends shaping HRM
• Pillars of HRM today
• New competencies for HR managers

Chapter 1. Intro To HRM

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INTRODUCTION TO

ISBN 10: 0-13-517278-0

● Attendance/Class Activities 20%

The effective use of people to achieve both

The process of acquiring, training, appraising, and

Human Resource Management at Work

● Why care about HRM?

Avoid personnel Improve profit & You may spend time as

Line gives managers the right to issue orders to other

Line and Staff Aspects of HRM

Features of Functional Authority

Line manager’s 5. Gaining creative cooperation and developing smooth working

Human Resource Managers’ Duties

Line Function Coordinative Staff Functions

Human Resource Specialties

Labor relations EEO

Workforce and Demographic Trends

Workforce and Demographic Trends

On-demand workers High-tech & skilled Boosting customer

Labor force trends

Employee costs lever

Strategic result lever

➢ Professional in Human Resources (PHR) by the HR Certification

• Definition & the importance of HRM

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