CH 1

Introduction to Human Resource and of attending to their labor relations,  Job analysts: Collect and examine detailed
health and safety, and fairness concerns. information about job duties to prepare job
Management
descriptions.
What is Human Resource Management?
• Why Is Human Resource Management  Compensation managers: Develop
Important to All Managers? compensation plans and handle the employee
An organization consists of people (in this case, benefits program.
The concepts and techniques in this book are
people like Elance’s own in-house sales managers and  Training specialists: Plan, organize, and
important to all managers for several reasons.
Web designers) with formally assigned roles who work direct training activities.
A. Avoid Personnel Mistakes
together to achieve the organization’s goals. A  Labor relations specialists: Advise
B. improving Profits And Performance
manager is someone who is responsible for management on all aspects of union–
C. You MAY spend some time As An HR
accomplishing the organization’s goals, and who does management relations.
Manager
so by managing the efforts of the organization’s
D. HR for small Businesses
people.  New Approaches to organizing HR, what HR
 Line and Staff Aspects of Human Resource
Management departments do and how they do it are
Most writers agree that managing involves changing. Because of this, many employers are
performing five basic functions: planning, organizing, A. In organizations, line authority traditionally
gives managers the right to issue orders to other taking a new look at how they organize their
staffing, leading, and controlling. In total, these human resource functions. For example, one
functions represent the management process. managers or employees. Line authority therefore
creates a superior (order giver)–subordinate survey found that 44% of the large firms
Some of the specific activities involved in each surveyed planned to change how they organize
function include: (order receiver) relationship.
and deliver HR services.
A. Planning. Establishing goals and standards;
developing rules and procedures; developing B. Staff authority gives a manager the right to
advise other managers or employees. It creates  Most plan to use technology to institute more
plans and forecasts “shared services” (or “transactional”)
B. Organizing. Giving each subordinate a an advisory relationship. When the human
resource manager suggests that the plant arrangements. These establish centralized HR
specific task; establishing departments; units whose employees are shared by all the
delegating authority to subordinates; manager use a particular selection test, he or she
is exercising staff authority. companies’ departments to assist the
establishing channels of authority and departments’ line managers in human resource
communication; coordinating the work of matters. These shared services HR teams
subordinates  The Human Resource Department
In small organizations, line managers may carry out generally offer their services through intranets
C. Staffing. Determining what type of people or centralized call centers; they aim to provide
should be hired; recruiting prospective all these personnel duties unassisted. But as the
organization grows, line managers usually need the managers and employees with specialized
employees; selecting employees; setting support in day-to-day HR activities (such as
performance standards; compensating assistance, specialized knowledge, and advice of a
separate human resource staff. In larger firms, the discipline problems).
employees; evaluating performance;
counseling employees; training and human resource department provides such
specialized assistance. Typical positions include  You may also find specialized corporate HR
developing employees teams within a company. These assist top
D. Leading. Getting others to get the job done; compensation and benefits manager, employment
and recruiting supervisor, training specialist, and management in top-level issues such as
maintaining morale; motivating subordinates developing the personnel aspects of the
E. Controlling. Setting standards such as sales employee relations executive. Examples of job duties
include: company’s long-term strategic plan.
quotas, quality standards, or production
levels; checking to see how actual  Embedded HR teams have HR generalists
performance compares with these standards;  Recruiters: Maintain contacts within the
community and perhaps travel extensively to (also known as “relationship managers” or “HR
taking corrective action as needed business partners”) assigned to functional
search for qualified job applicants.
 Equal employment opportunity (EEO) departments like sales and production. They
In this book, we will focus on one of these functions— provide the selection and other assistance the
the staffing, personnel management, or human representatives or affirmative action
coordinators: Investigate and resolve EEO departments need.
resource management function.
 Human resource management (HRM) is grievances, examine organizational practices
for potential violations, and compile and submit  Centers of expertise are basically specialized
the process of acquiring, training, HR consulting firms within the company. For
appraising, and compensating employees, EEO reports.
example, one center might provide specialized

HeshaM HassaN 1
 CH 1
advice in areas such as organizational change
to all the company’s various units.

the trends Shaping Human

• Workforce Demographics and Diversity

• Trends in How People Work

 on-demand workers
 Human capital

• Globalization Trends

• Economic Trends

• Technology Trends

HeshaM HassaN 2