‫بطلبة الموارد‬

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Human Resource Management
Fifteenth Edition

Chapter 1
Introduction to
Human Resource
Management

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 Learning Objectives (1 of 2)
1-1. Explain what human resource management is
and how it relates to the management
process.

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 Learning Objectives (2 of 2)
1-2. Briefly discuss and illustrate each of the
important trends influencing human resource
management.
1-3. List and briefly describe “distributed HR” and
other important aspects of human
management today.
1-4. List at least four important human resource
manager competencies.
1-5. Outline the plan of this book.

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 I.
Explain what human resource
management is and how it
relates to the management
process.

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 The Management Process

Planning

Controlling Organizing

Leading Staffing

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 • Planning – involves establishing goals and
standards; developing rules and procedures;
developing plans and forecasts.
• Organizing – involves giving each
subordinate a specific task; establishing
departments; delegating authority to
subordinates; establishing channels of
authority and communication; coordinating
the work of subordinates.

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• Staffing – involves determining what type of people
should be hired; recruiting prospective employees;
selecting employees; setting performance standards;
compensating employees; evaluating performance;
counseling employees; training and developing
employees.
• Leading – involves getting others to get the job done;
maintaining morale, motivating subordinates.
• Controlling – involves setting standards such as
sales quotas, quality standards, or production levels;
checking to see how actual performance compares
with these standards; taking corrective action as
needed.

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• 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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 Human Resource Management Processes

Acquisition

Fairness Training

Human
Resource
Management
Health and
(HRM) Appraisal
Safety

Labor Relations Compensation

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• Organization
People with formally assigned roles who
work together to achieve the
organization’s goals.
• Manager
The person responsible for
accomplishing the organization’s goals,
and who does so by managing the efforts
of the organization’s people.
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 What Is Human Resource
Management? (2 of 2)
The topics we’ll discuss should therefore provide
you with the concepts and techniques every
manager needs to perform the “people” or
personnel aspects of management.

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 These concepts and techniques include the following:
1. Conducting job analyses (determining the nature of each
employee’s job).
2. Planning labor needs and recruiting job candidates.
3. Selecting job candidates.
4. Orienting and training new employees.
5. Managing wages and salaries (compensating employees).
6. Providing incentives and benefits.
7. Appraising performance.
8. Communicating (interviewing, counseling, disciplining).
9. Training employees, and developing managers.
10. Building employee relations and engagement.

In addition, what a manager should know about:

11. Equal opportunity and affirmative action.
12. Employee health and safety.
13. Handling grievances and labor relations.
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 Why Is Human Resource Management
Important to All Managers?
• To Avoid Personnel Mistakes
• To Improve Profits and Performance
• You May Spend Some Time as an HR Manager
• HR for Small Business – you may end up as your
own human resource manager

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 Hiring the right people for the right
jobs and motivating, appraising,
and developing them will likely get
the results you are seeking.

Remember that success comes

through people.

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 Line and Staff Aspects of HRM
All managers are, in a sense. HR managers.

• What is Authority?
is the right:
To make decisions.
To direct the work of others.
To give orders.
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 Line and Staff Managers

Line Manager
Is authorized (has line authority) to
direct the work of subordinates and
is responsible for accomplishing the
organization’s tasks.

Examples ( Hotel managers, managers for

production and sales
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Staff Manager
Assists and advises
line managers.
Has functional
authority to coordinate
personnel activities
and enforce
organization policies.

Example: HR managers.
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 Sources of Authority

legitimate Reward Coercive Expert Referent

Power Power Power Power Power
‫قوة الشرعية‬
‫قوة المكافأة‬ ‫قوة االعجاب‬
‫قوة الخبرةقوة العقاب‬

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Examples:
• When the vice president of sales tells her
sales director to “get the sales presentation
ready by Tuesday,” she is exercising her
line authority.
• Staff authority gives a manager the right to
advise other managers or employees. It
creates an advisory relationship. When the
human resource manager suggests that the
plant manager use a particular selection
test, he or she is exercising staff authority.

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 Line Manager’s HR Management
Responsibilities (1 of 3)
• Placing the right person in the right
job
• Starting new employees in the
organization (orientation)

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 Line Manager’s HR Management
Responsibilities (2 of 3)
• Training employees for jobs that are new to them
• Improving the job performance of each person
• Gaining creative cooperation and developing
smooth working relationships
• Interpreting the company policies and procedures

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 Line Manager’s HR Management
Responsibilities (3 of 3)
• Controlling labor cost
• Developing the abilities of each person
• Creating and maintaining departmental morale
• Protecting employees’ health and physical
conditions

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 * In small organizations, line
managers carry out many
personnel duties unassisted.
As the organization grows,
the need arises for the
specialized assistance,
knowledge, and advice of a
human resource department.
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 The Human Resources Department

FIGURE 1-1 Human Resource Department Organization Chart Showing Typical HR

Job Titles
Source: “Human Resource Development Organization Chart Showing Typical HR Job Titles,”
www.co.pinellas.fl.us/persnl/pdf/orgchart.pdf. Courtesy of Pinellas County Human Resources. Reprinted
with permission.
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  many organizations Use clear
organization charts, modern
assembly lines, and
sophisticated accounting
controls – but still fail, by hiring
the wrong people or by not
motivating subordinates.

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  While other organization have
been successful even with
inadequate plans,
organizations, or controls
because they hiring the right
people for the right jobs an
motivating, appraising, and
developing them.
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 II.
Trends Shaping Human
Resource Management

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 The trends shaping HRM
globalization
Technological advances

The nature of work

Workforce demographics

Exporting jobs

Economic challenges and trends.

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  The trends shaping
HRM
1. Globalization: the tendency of
firms to extend their sales, ownership,
and/or manufacturing to new markets.
abroad.
 for several reasons:
1. Sales expansion.
2. Seek new foreign products to sell.
3. Cut labor costs.
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 changing environment:
more more
means
globalization competition

means
more pressure
to be “ world-class”

to lower costs

to make employees
more productive

to do things better
and less expensive.
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 2. Technological advances:
many of the improvements that
make firms world class involved
technology. Today, HR faces the
challenge of quickly applying
technology to the task of
improving its own operations.
Example: facebook recruiting
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3. the nature of work:
(1) technology replacing and changing jobs from “ brawn to
brains”.
(2) two-thirds of workforce is employed in producing and delivering
services, not products.
(3) with global competition, more manufacturing jobs are shifting
to low-wage countries.
(4) there has been a dramatic increase in productivity that lets
manufacturers produce more with fewer workers.
(5) high –tech jobs require more education and more skills
( especially the manufacturing jobs.
(6) using nontraditional workers: workers who hold multiple jobs
or who are “ contingent” or part-time workers, or people working in
alternative work arrangements.
(7) emphasizing on human capital: the knowledge, education,
training, skills, and expertise of a firm’s workers.
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 4. Exporting jobs:
competitive pressures and
the search for efficiencies
are promoting more
employers to export jobs
abroad

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 5. economic challenges and
trends.
1. GNP.
2. Slower growth for country means
challenging times ahead for employers,
employers will have to be more frugal and
creative in managing their HR.

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 III.
Today’s New Human Resource
Management

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 Today’s New Human Resource
Management
The new HR managers
1. They focus more on strategic, big picture
issues.
Strategic HRM means formulating and
executing HR policies and practices that
produce the employee competencies and
behaviors the company needs to achieve its
strategic aims.

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 2. They use new ways to provide
transactional services.
Today’s HR managers must be skilled to
offering transactional HR services in
innovative ways.
1. They outsource more benefits
administration and safety training.
2. They use technology ( company
portals, Facebook recruiting , online
testing, centralized call centers.
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 3. They manage ethics.
Ethics: the standards someone uses to
decide what his or her conduct should be
6 of 10 most serious workplace ethical
issues.

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 4. They manage employee engagement
Engaged employees: those who
mentally and emotionally invested in their
work and in contributing to an employer’ s
success.

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 5. They measure HR performance
and results.
For example: to measure the skills you have,
what skills you don’t have and then how to
fill the gaps or enhance your training.

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 6. they use evidence-based HRM.
• Evidence-based human resource
management – is the use of data, facts,
analytics, scientific rigor, critical
evaluation, and critically evaluated
research/case studies to support human
resource management proposals,
decisions, practices, and conclusions.

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 7. They Add Value
• Adding value – means helping the firm and its
employees improve in a measurable way as a
result of the human resources manager’s actions.

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 8. HR certification
HR is becoming more professionalized.
(SHRM): Society for Human Resource
Management
(HRCI) : Human Resource Certification
Institute
SPHR: (Senior Professional in HR) certificate
GPHR: (Global Professional in HR) certificate
PHR: (Professional in HR) certificate

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 V.
The Plan of this Book.

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 The Basic Themes and Features
Themes and features are used to highlight
particularly important issues and provide continuity
from chapter to chapter.

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 Practical Tools for Every Manager
• Human resource management is the responsibility
of every manager—not just those in human
resources.
• Managers use HR techniques to improve
performance, productivity, and profitability

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 Chapter Contents Overview
There are 5 parts to this book

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 Part 1: Introduction
• Chapter 1 – Introduction to Human Resource
Management
• Chapter 2 – Equal Opportunity and the Law
• Chapter 3 – Human Resource Strategy and
Analysis

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 Part 2: Recruitment, Placement, and
Talent Management
• Chapter 4 – Job Analysis and the Talent
Management Process
• Chapter 5 – Personnel Planning and Recruiting
• Chapter 6 – Employee Testing and Selection
• Chapter 7 – Interviewing Candidates

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 Part 3: Training and Development
• Chapter 8 – Training and Developing Employees
• Chapter 9 – Performance Management and
Appraisal
• Chapter 10 – Managing Careers and Retention

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 Part 4: Compensation
• Chapter 11 – Establishing Strategic Pay Plans
• Chapter 12 – Pay for Performance and Financial
Incentives
• Chapter 13 – Benefits and Services

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 Part 5: Enrichment Topics in Human
Resource Management
• Chapter 14 – Building Positive Employee Relation
• Chapter 15 – Labor Relations and Collective
Bargaining
• Chapter 16 – Safety, Health, and Risk
Management
• Chapter 17 – Managing Global Human Resources
• Chapter 18 – Managing Human Resources in
Small and Entrepreneurial Firms

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 The Topics are Interrelated
• Human Resource Management 15th edition
chapter topics are interrelated. The themes and
features highlighted throughout the book also
provides a continuity from chapter to chapter.

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 Chapter 1 Review

What you should now know….

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 Copyright

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