Welcome to Scribd, the world's digital library. Read, publish, and share books and documents. See more ➡
Download
Standard view
Full view
of .
Add note
Save to My Library
Sync to mobile
Look up keyword or section
Like this
125Activity
×
P. 1
HRM Gary Dessler & Biju Varkkey

HRM Gary Dessler & Biju Varkkey

Ratings: (0)|Views: 49,708|Likes:
Published by gullybaba

More info:

Published by: gullybaba on Feb 15, 2010
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as PDF, DOC, TXT or read online from Scribd
See More
See less

08/01/2013

pdf

text

original

 
The main purpose of this chapter is to provide you with an introductory overview of whathuman resource management is, and of why it is important to all managers. We'll see thathuman resource management activities such as hiring, training, compensating, appraising,and developing employees are part of every manager's job. And we'll see that humanresource management is also a separate business function, usually with its own humanresource or "HR" manager. The main topics we'll cover include the manager's humanresource management jobs, global and competitive trends affecting human resourcemanagement, and how managers use modem human resource management methods tocreate high-performance companies and work systems.
HUMAN RESOURCE MANAGEMENT AT WORK 
What is Human Resource Management?Most experts agree that there are five basic functions all managers perform: planning,organizing, staffing, leading, and controlling. In total, these functions represent themanagement process. Some of the specific activities involved in each function include:
Planning. Establishing goals and standards; developing rules and procedures;developing plans and forecasting.
Organizing. Giving each subordinate a specific task; establishing departments;delegating authority to subordinates; establishing channels of authority andcommunication; coordinating the work of subordinates.
Staffing. Determining what type of people should be hired; recruiting prospectiveemployees; selecting employees; setting performance standards; compensating
 
employees; evaluating performance; counseling employees; training and developingemployees.
Leading. Getting others to get the job done; maintaining morale; motivatingsubordinates.
Controlling. Setting standards such as sales quotas, quality standards, or productionlevels; checking t) see how actual performance compares with these standards; takingcorrective action as needed.In this book, were going to focus on one of these functions-the staffing, personnelmanagement, or human resource management (HRM) function. Human resourcemanagement is the process of acquiring, training, appraising, and compensatingemployees, and of attending to their labor relations, health and safety, and fairnessconcerns. The topics we'll discuss should therefore provide you with the concepts andtechniques you need to perform the "people" or personnel aspects of your management job. These include:
Conducting job analyses (determining the nature of each employee's job)
Planning labor needs and recruiting job candidates
Selecting job candidates
Orienting and training new employees
Managing wages and salaries (compensating employees)
Providing incentives and benefits
Appraising performance
Communicating interviewing, counseling, disciplining)
 
Training and dew loping managers
Building employee commitmentAnd what a manager should know about:
Employment law
Equal opportunity and affirmative action
Employee health, and safety
Handling grievances and labor relations
Why Is Human Resource Management Important to All Managers?
Why are these concepts and techniques important to all managers? Perhaps it's easier toanswer this by listing some of the personnel mistakes you don't want to make whilemanaging. For example, you don't want to:
Hire the wrong person for the job
Experience high turnover 
Have your people not doing the r best
Waste time with useless interviews
Have your company taken to court because of discriminatory actions
Have your company cited under federal occupational safety laws for unsafe practices
Have some employees think their salaries are unfair and inequitable relative toothers in the organization

Activity (125)

You've already reviewed this. Edit your review.
1 hundred reads
1 thousand reads
Muringi liked this
John liked this
teenatweety liked this
Suhaib Ali liked this
Suhaib Ali liked this
Ashish Ranjan liked this

You're Reading a Free Preview

Download
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->