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Dessler 01
1.
Human Resource
Management ELEVENTH EDITION 1 GARY DESSLER Part 1 | Introduction Chapter 1 Introduction to Human Resource Management Ā© 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook All rights reserved. The University of West Alabama
2.
After studying this
chapter, you should be able to: 1. Explain what human resource management is and how it relates to the management process. 2. Give at least eight examples of how all managers can use human resource management concepts and techniques. 3. Illustrate the human resources responsibilities of line and staff (HR) managers. 4. Provide a good example that illustrates HRās role in formulating and executing company strategy. 5. Write a short essay that addresses the topic: Why metrics and measurement are crucial to todayās HR managers. Ā© 2008 Prentice Hall, Inc. Allbook. 6. Outline the plan of this rights reserved. 1ā2
3.
Human Resource Management
at Work ā¢ What Is Human Resource Management (HRM)? ļ The policies and practices involved in carrying out the āpeopleā or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising. Ā© 2008 Prentice Hall, Inc. All rights reserved. 1ā3
4.
Basic HR Concepts ā¢
The bottom line of managing: Getting results ā¢ HR creates value by engaging in activities that produce the employee behaviors that the company needs to achieve its strategic goals. Ā© 2008 Prentice Hall, Inc. All rights reserved. 1ā4
5.
Line and Staff
Aspects of HRM ā¢ Line manager ļ A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organizationās tasks. ā¢ Staff manager ļ A manager who assists and advises line managers. Ā© 2008 Prentice Hall, Inc. All rights reserved. 1ā5
6.
Line Managersā 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 firmās policies and procedures 7. Controlling labor costs 8. Developing the abilities of each person 9. Creating and maintaining department morale 10. Protecting employeesā health and physical condition Ā© 2008 Prentice Hall, Inc. All rights reserved. 1ā6
7.
High-Performance Work System
Practices ā¢ Employment security ā¢ Selective hiring ā¢ Extensive training ā¢ Self-managed teams/decentralized decision making ā¢ Reduced status distinctions ā¢ Information sharing ā¢ Contingent (pay-for-performance) rewards ā¢ Transformational leadership ā¢ Measurement of management practices ā¢ Emphasis on high-quality work Ā© 2008 Prentice Hall, Inc. All rights reserved. 1ā7
8.
Benefits of a
High-Performance Work System (HPWS) ā¢ Generate more job applicants ā¢ Screen candidates more effectively ā¢ Provide more and better training ā¢ Link pay more explicitly to performance ā¢ Provide a safer work environment ā¢ Produce more qualified applicants per position ā¢ Hiring based on validated selection tests ā¢ Provide more hours of training for new employees ā¢ Conduct more performance appraisals Ā© 2008 Prentice Hall, Inc. All rights reserved. 1ā8
9.
Measuring HRās Contribution ā¢
The HR Scorecard ļ Shows the quantitative standards, or āmetricsā the firm uses to measure HR activities. ļ Measures the employee behaviors resulting from these activities. ļ Measures the strategically relevant organizational outcomes of those employee behaviors. Ā© 2008 Prentice Hall, Inc. All rights reserved. 1ā9
10.
The Human Resource
Managerās Proficiencies ā¢ New Proficiencies ļ HR proficiencies ļ Business proficiencies ļ Leadership proficiencies ļ Learning proficiencies Ā© 2008 Prentice Hall, Inc. All rights reserved. 1ā10
11.
HR Certification ā¢ HR
is becoming more professionalized. ā¢ Society for Human Resource Management (SHRM) ļ SHRMās Human Resource Certification Institute (HRCI) ļ¶ SPHR (senior professional in HR) certificate ļ¶ PHR (professional in HR) certificate Ā© 2008 Prentice Hall, Inc. All rights reserved. 1ā11
12.
The Human Resource
Managerās Proficiencies (contād) ā¢ Managing within the Law ļ Equal employment laws ļ Occupational safety and health laws ļ Labor laws ā¢ Managing Ethics ļ Ethical lapses ļ Sarbanes-Oxley in 2003 Ā© 2008 Prentice Hall, Inc. All rights reserved. 1ā12
13.
KEY TERMS management
process globalization human resource management human capital (HRM) strategy authority strategic plan line manager metrics staff manager HR Scorecard line authority outsourcing staff authority ethics implied authority strategic human resource functional control management employee advocacy high-performance work system Ā© 2008 Prentice Hall, Inc. All rights reserved. 1ā13
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