University of Hargeisa

College of Business and Public Administration

Course Title; Human resource Management

Copyright © 2011 Pearson Education 1–1

 HUMAN RESOURCE MANAGEMENT
Global Edition 12e

Chapter 1
Introduction to
Human Resource
Management

Part 1 Introduction

PowerPoint Presentation by Charlie Cook

Copyright © 2011 Pearson Education GARY DESSLER The University of West Alabama
LEARNING OUTCOMES
1. Explain what human resource management is and how
it relates to the management process.
2. Show with examples why human resource management
is important to all managers.
3. Human resource management functions
4. Illustrate the human resources responsibilities of line
and staff (HR) managers.
5. List and briefly describe important trends in human
resource management.

Copyright © 2011 Pearson Education 1–3

Human Resource Management at
Work
What Is Human Resource Management (HRM)?
The process of acquiring, training, appraising, and
compensating employees, and of attending to their labor
relations, health and safety, and fairness concerns.

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 The Management Process
Planning

Controlling Organizing

Leading Staffing

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Human resource Management Functions
HRM Functions

HRM
1
Functions

Safety and
Health

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1. Staffing

Process through which organization ensures it always

has proper number of employees with appropriate
skills in right jobs at right time to achieve
organizational objectives.
Job Analysis
Human Resource Planning
Recruitment
Selection

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 Conti-----
a). Job analysis
Systematic process of determining skills, duties, and
knowledge required for performing jobs in
organization.
b). Human resource planning
Systematic process of matching the internal and external
supply of people with job openings anticipated in the
organization over a specified period of time.

Copyright © 2011 Pearson Education 1–8

 Conti--------
c). Recruitment
Process of attracting individuals on a timely basis, in
sufficient numbers, and with appropriate
qualifications, to apply for jobs with an organization.
d). Selection
Process of choosing from a group of applicants, the
individuals best suited for a particular position and the
organization.

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2 . Human Resource Development

a) Training
Designed to provide learners with knowledge and skills
needed for their present jobs.
b). Development
Involves learning that goes beyond today's job; it has
more long-term focus.
c). Career planning
Ongoing process whereby individual sets career goals
and identifies means to achieve them.

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d). Career development
Formal approach used by organization to ensure that
people with proper qualifications and experiences are
available when needed.
e). Organization development
Planned process of improving organization by
developing its structures, systems, and processes to
improve effectiveness and achieving desired goals.

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f). Performance management
Goal-oriented process directed toward ensuring
organizational processes are in place to maximize
productivity of employees, teams, and ultimately, the
organization.
g). Performance appraisal
Formal system of review and evaluation of individual or
team task performance.

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3. Compensation

All rewards that individuals receive as a result of their

employment.
a). Direct Financial Compensation
Pay that person receives in form of wages, salaries,
bonuses, and commissions.
b). Indirect Financial Compensation (Benefits)
All financial rewards not included in direct
compensation such as paid vacations, sick leave,
holidays, and medical insurance.

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c). Nonfinancial Compensation
Satisfaction that person receives from job itself or from
psychological and/or physical environment in which
person works.

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4 . Safety and Health

Employees who work in safe environment and enjoy

good health are more likely to be productive and yield
long-term benefits to organization.
a). Safety
Involves protecting employees from injuries caused by
work-related accidents.
b). Health
Refers to employees freedom from illness and their
general physical and mental well being.

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Avoid 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 OSHA (Occupational Safety and Health
Administration) 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 organization needs to achieve
its strategic goals.
Looking ahead: Using evidence-based HRM to measure the
value of HR activities in achieving those goals.

Copyright © 2011 Pearson Education 1–17

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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FIGURE 1–1 Human Resources Organization Chart for a Small Company

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Human Resource Specialties
Recruiter

Labor relations EEO coordinator

specialist (Equal Employment
Human Opportunities
Resource
Specialties
Training specialist Job analyst

Compensation
manager

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 Trends Shaping Human Resource
Management
Globalization
Deregulation and Competition
(When the Trends
government seeks
to allow more
Technological
competition
Trends
Trends in HR
Management
Workforce and
Trends in the
Demographic
Nature of Work
Trends

Economic
Challenges and
Trends

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Workforce and Demographic Trends
Demographic Trends

Generation “Y”
Trends Affecting
Human Resources
Retirees

Nontraditional Workers

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 Meeting Today’s HRM Challenges

The new Human Resource

Managers

Acquire broader
Focus more on “big Find new ways to
business knowledge
picture” (strategic) provide transactional
and new HRM
issues services
proficiencies

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High-Performance Work Systems
Increase productivity and performance by:
Recruiting, screening and hiring more effectively
Providing more and better training
Paying higher wages
Providing a safer work environment
Linking pay to performance

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 Evidence-Based HRM
Providing Evidence for
HRM Decision Making

Actual Existing Research

measurements data studies

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Managing Ethics
Ethics
Standards that someone uses to decide what his or
her conduct should be
HRM-related Ethical Issues
Workplace safety
Security of employee records
Employee theft
Affirmative action
Comparable work
Employee privacy rights

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 Definition of terms
Organization People with formally assigned roles
who work together to achieve the organizations goals.
manager The person responsible for accomplishing
the organizations goals, and who does so by managing
(planning, organizing, staffing, leading, and
controlling) the efforts of the organization s people.

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authority The right to make decisions, direct others
work, and give order.
line authority
The authority used by an HR manager by directing the
activities of the people in his or her own department and
in service areas (like the plant cafeteria).
staff authority
Staff authority gives the manager the right (authority) to
advise other managers or employees.

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line manager
A manager who is authorized to direct the work of
subordinates and is responsible for accomplishing the
organizations tasks.
functional authority The authority exerted by an HR
manager as coordinator personnel activities.
staff manager A manager who assists and advises line
managers.

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 END

THANK YOU.

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