HRM Garry Dessler 11th Edition

Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
Part 1 | Introduction
Chapter 1
Introduction to Human Resource Management
© 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

All rights reserved. The University of West Alabama
Human Resource Management
• What Is Human Resource Management

(HRM)?
The policies and practices involved in carrying out

the “people” or human resource aspects of a
management position, including recruiting,
screening, training, rewarding, and appraising.
The bottom line of managing: getting results
© 2008 Prentice Hall, Inc. All rights reserved. 1–2

Manager and Staff
• Manager
who is authorized to direct the work of subordinates
and is responsible for accomplishing the
organization’s tasks.
• Staff
who assists and advises managers.

Managers’ HRM Responsibilities
1. Interpreting the firm’s policies and procedures

2. Placing the right person on the right job
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Developing the abilities of each person
6. Protecting employees’ health and physical condition
7. Controlling labor costs

The HR Manager’s Proficiencies
HR proficiencies
Business proficiencies
Leadership proficiencies
Learning proficiencies

Managing Within Law
• Managing within the Law

Labor Laws
Equal Employment Laws
Safety and Health Laws

HR Certification
• HR is becoming more professionalized.

• Society for Human Resource Management
(SHRM)
HR Certification Institute (HRCI)
❖ SPHR (senior professional in HR) certificate
❖ PHR (professional in HR) certificate

Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
Part 1 | Introduction
Chapter 3
Strategic Human Resource Management

The Strategic Management Process
• Strategic Management
The process of identifying and executing the
organization’s mission by matching its capabilities
with the demands of its environment.
• Vision
A general statement of an organization’s intended
direction that evokes emotional feelings in
organization members.
• Mission
who the company is, what it does, and where it’s
headed.

Types of Strategies
Corporate-Level
Strategies
Vertical Consolidation Geographic

Diversification
Integration Expansion

Types of Strategies (cont’d)
Business-Level/
Competitive Strategies
Cost Leadership Differentiation Focus/Niche

Strategic Human Resource Management
• Strategic Human Resource Management

linking of HRM with strategic goals and objectives
in order to improve business performance
and develop organizational cultures
that foster innovation and flexibility.

Strategic Human Resource Challenges
Basic Strategic
Challenges
Corporate Expanded role Increased

productivity of employees HR team
and involvement
in the
performance organization’s in design of
improvement performance strategic plans
Creating the Strategic HRM System
Components of
a Strategic HRM System
Human Resource Employee

Human Resource
Policies and Behaviors and
Professionals
Practices Competencies

Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
Part 2 | Recruitment and Placement
Chapter 4
Job Analysis

Methods of Collecting Job Analysis Information:
The Interview
• Information Sources
Individual employees
Groups of employees
Supervisors with knowledge of the job
• Interview Formats
Structured (Checklist)
Unstructured

Questionnaires
• Information Source
Ask employees for fill out questionnaires to
describe their job-related duties and
responsibilities
• Questionnaire Formats
Structured checklists
Open-ended questions

Observation
Observing and noting the
physical activities of
employees as they go
about their jobs
• Observation Formats
Direct Observation
Participant Observation

Diary/Logs
Workers keep a
chronological diary/ log of
what they do and the time
spent on each activity
• Diary/Logs Formats
Formal Diary/Logs
Informal Diary/Logs

Job Descriptions
Job
Identification
Job Job
Specifications Summary
Job Description
Working Responsibilities
Conditions and Duties
Standards of Authority of the

Performance Incumbent

Job Specifications
“What traits and experience

are required to do this job
well?”
Trained Versus Based on Based on

Untrained Personnel Judgment Statistical Analysis

Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
Part 2 | Recruitment and Placement
Chapter 5
Personnel Planning and Recruiting

Forecasting Personnel Needs
Forecasting
Tools
Trend Ratio Scatter

Analysis Analysis Plotting

Finding Internal Candidates
Rehiring Former
Job Posting
Employees
Hiring from
Within
Succession
Planning (HRIS)

Finding External Candidates
Employment
Agencies
Public Nonprofit Private

Agencies Agencies Agencies

Recruiting Effectiveness
Evaluating
Recruiting
Effectiveness
What to Measure How to Measure

Recruiting Consideration
Single Parents
The Disabled Older Workers
Minorities and
Welfare-to-Work
Women

Application Forms
Uses of
Application
Information
Applicant’s Applicant’s Applicant’s Applicant’s

education and progress and employment likelihood of
experience growth stability success

Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
Part 3 | Training and Development
Chapter 8
Training and Developing Employees

Analyzing Training Needs
Training Needs
Analysis
Task Analysis: Performance Analysis:

New Employees’ Current Employees’
Training Needs Training Needs

New Employees’ Training Needs
Orientation Helps
New Employees
Know What
Feel Understand Begin the
Is Expected
Welcome the Socialization
in Work and
and At Ease Organization Process
Behavior

Current Employees’ Training Needs
Assessment Center Performance

Appraisals
Individual Diaries Methods for Job Performance

Identifying Data
Training
Needs
Attitude Surveys Observations
Tests Interviews

Distance and Internet-Based Training
Teletraining
Videoconferencing
Distance
Learning
Methods Internet-Based
Training
E-Learning and
Learning Portals

Management Development
Managerial
On-the-Job
Training
Job Coaching Action

Rotation Approach Learning

Managing Organizational Change
What to Change
Strategy Culture Structure Technologies Employees

Managing Organizational Change
The Human Resource

Manager’s Role
Effectively using
Organizing and
Overcoming organizational
leading
resistance to change development
organizational change
practices

Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
Part 3 | Training and Development
Chapter 9
Performance Management and Appraisal

Performance Appraisal vs
Performance Management
Performance Appraisal vs
Performance Management
Performance Appraisal: Performance Management:

Setting work standards, assessing integrated approach to ensuring
performance, and providing that an employee’s performance
feedback to employees supports and contributes to
to motivate, correct, and continue the organization’s strategic aims.
their performance.

Why Performance Management ?
1. Total Quality Issues
The
Performance
2. Appraisal Issues
Management
Approach
3. Strategic Focus

Defining the Employee’s Goals
Guidelines for
Effective Goal Setting
Specific Measurable Achievable Relevant &

Goals Goals Goals Time-Based

Appraising Performance:
Problems
Appraisal
Problems
Unclear Halo Central Leniency or

Bias
Standards Effect Tendency Strictness

Appraising Performance:
Solutions
How to Avoid
Appraisal Problems
Control
Know Use the Train Keep
Outside
Problems Right Tool Supervisors a Diary
Influences

Who Should Do the Appraising?
Immediate
Self-Rating
Supervisor
Potential
Peers Subordinates
Appraisers
Rating 360-Degree
Committee Feedback

The Appraisal Interview
Satisfactory—Promotable
Satisfactory—Not Promotable
Types of Appraisal
Interviews
Unsatisfactory—Correctable
Unsatisfactory—Uncorrectable

Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
Part 4 | Compensation
Chapter 11
Establishing Pay Plans

Basic Factors in Pay Rates
Employee
Compensation
Direct Financial Indirect Financial

Payments Payments

Addressing Equity Issues
1. Salary Surveys
2. Job Evaluation
Methods to
Address Equity
Issues
3. Performance Appraisal
4. Employees’ Participation

1. Salary Survey
Uses for Salary Surveys
make decisions
benchmark jobs market-price salary
about benefits

1. Salary Survey
Salary Information
Self-
Consulting Professional Government The
Conducted
Firms Associations Agencies Internet
Surveys

2. Job Evaluation
Skills
Effort
Job Evaluation:
Identifying
Compensable Factors
Responsibility
Working Conditions

2. Job Evaluation
Methods for
Evaluating Jobs
Job
Ranking Point Factor
Classification
Method Method Comparison
Method

3. Competency-Based Pay
Compensating Executives
and Managers
Executive
Base Short-term Long-Term
Benefits and
Pay Incentives Incentives
Perks

3. Competency-Based Pay
Why Use
Competency-Based Pay?
Support High- Support

Support Strategic
Performance Work Performance
Aims
Systems Management

Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
Chapter 12
Pay for Performance

Employee Incentive Plans
Individual Employee Incentive

and Recognition Programs
Sales Compensation
Programs
Pay-for- Team/Group-based Variable

Performance Pay Programs
Plans
Organizationwide Incentive
Programs
Executive Incentive
Compensation Programs

Salespeople
• Salary Plan
Straight salaries
❖ prospecting, account servicing, train customer’s salesforce,
or participating in trade shows.
• Commission Plan
Pay is a percentage of sales results.
❖ sales costs to sales revenues.
❖ create wide variation in salesperson’s income.
❖ salesperson’s performance (external factors ?)
❖ can increase turnover of salespeople.

Team/Group Incentive Plans
• Team (or Group) Incentive Plans

Incentives are based on team’s performance.
• How to Design Team Incentives

Set individual work standards.
Calculate each member’s output.
Members are paid based on one of three formulas:
❖ All receive the same pay earned by the highest producer.
❖ All receive the same pay earned by the lowest producer.
❖ All receive the same pay equal to the average pay earned
by the group.

Organizationwide Incentive Plans
• Employee Stock Ownership Plan (ESOP)

A firm annually contributes its own stock—or cash
(with a limit of 15% of compensation) to be used to
purchase the stock—to a trust established for the
employees.
The trust holds the stock in individual employee
accounts and distributes it to employees upon
separation from the firm if the employee has worked
long enough to earn ownership of the stock.

Gainsharing Plans
Gainsharing Plan
Sharing of
Cooperation Identity Competence Involvement
Benefits

At-Risk Variable Pay Plans
• Put some portion of the employee’s

weekly pay at risk.
If employees meet or exceed their goals,
they earn incentives.
If they fail to meet their goals, they forgo
some of the pay they would normally have
earned.

Incentives for Managers and Executives
• Short-Term Incentives: The Annual Bonus

Plans that are designed to motivate short-term
performance of managers and are tied to company
profitability.

Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
Chapter 13
Benefits and Services

Benefits
Types of Employee Benefits
1. 2. 3. 4.
Supplemental Insurance Retirement Employee
Pay Benefits Benefits Services

1. Supplemental Pay (For Time Not Worked)
Unemployment Vacations and Holidays

Insurance
Sick Parental
Leave Supplemental Leave
Pay Benefits
Severance Supplemental
Pay Unemployment Benefits

2. Insurance Benefits
• Workers’ Compensation
medical benefits to work-related accident victims
❖ Death or disability: a cash benefit
❖ Specific loss injuries: statutory list of losses
controlling workers’ compensation costs

❖ Make the workplace safer.
❖ investigate accident claims.
❖ to return injured employees to work as soon as possible.

3. Retirement Benefits
Policy Issues In
Pension Planning
Membership Benefit Plan

Vesting
Requirements Formula Funding

4. Employee Service (Flexible Benefits)
• Cafetaria
Each employee is given a limited benefits fund budget to
spend on cafe
• Flexible Work Arrangements

Flextime schedules & Compressed schedules
Job sharing & Work sharing
Telecommunication

Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
Part 5 | Employee Relations
Chapter 15
Labor Relations and Collective Bargaining

Unions
• Level of Union
Local unions
National unions
National federation
• Change to Win Coalition

The Collective Bargaining Process
• What Is Collective Bargaining?
Both management and labor are required to
negotiate wages, hours, terms and conditions of
employment “in good faith.”
• What Is Good Faith Bargaining?

Both parties communicate and negotiate.
They match proposals with counterproposals to
arrive at an agreement.

Classes of Bargaining Items
Categories of
Bargaining Items
Mandatory Voluntary Illegal

Items Items Items

Impasses, Mediation, and Strikes
• An Impasse
Usually occurs because one party is demanding
more than the other will offer.
Sometimes an impasse can be resolved through
a third party (Mediator).
If the impasse is not resolved:
❖ The union may call a work stoppage, or strike, to
put pressure on management.
❖ Management may lock out employees.

Strikes
Economic Strike
Unfair Labor Practice Strike
Types of Strikes
Wildcat Strike
Sympathy Strike

Grievances (Issue)
• Grievance • Sources of Grievances
Any factor involving Discipline
wages, hours, or Seniority
conditions of employment
that is used as a Job evaluations
complaint against the Work assignments
employer. Overtime
Vacations
Incentive plans
Holiday pay
Problem employees

Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
Chapter 16
Employee Safety and Health

What Causes Accidents?
Basic Causes
of Accidents
Chance
Unsafe Conditions Employee
Occurrences

Unsafe Conditions
Improperly Guarded
Equipment
Improper Ventilation Defective Equipment
Unsafe
Conditions
Improper Hazardous
Illumination Procedures
Unsafe
Storage

Controlling Workers’ Accident
• Before the Accident

Communicate written safety and substance abuse
policies to workers and then strictly enforce policies.
• After the Accident

Be proactive in providing first aid, and make sure
the worker gets quick medical attention.
Make it clear that you are interested in the injured
worker and his/her fears
Document the accident; file required reports.

Substance Abuse (Misbehavior)
Disciplining
Referral to When an Employee

Discharge
an Outside Agency Misbehavior
In-house
Counseling

Violence at Work
• Steps to Reduce Workplace Violence:

Improve employee screening
Provide organizational justice
Pay attention to employee retention/dismissal
Take care when dismissing violent employees
Deal promptly with angry employees

Evacuation Plans
• Evacuation contingency plans should contain:

early detection of a problem.
communicate the emergency exit
communicate plans for an evacuation.
communicate what action they should take next.

Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
Chapter 17
Managing Global Human Resources

Intercountry Differences Affecting HRM
Cultural Economic
Factors Systems
International
HRM
Legal and Industrial

Relations Factors

Issues in Global HR Practices
Personnel
Selection
International Performance
Pay Incentives
HRM Appraisal
Training and
Development

International Labor Relations
Characteristics of
Labor Relations
Content and
Industry-Wide Employer Multiple Union
Scope of
Centralization Organization Recognition
Bargaining

How to Implement a Global HR System
• condition for making a global HR system :

1. global organizations.
2. strong corporate culture.
• developing a more effective global HR system:

1. make local HR managers as a part of global teams.
2. standardize ends and competencies
• implementing the global HR system:
1. “You can’t communicate enough.”
2. resources for the global HR effort.

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Human Resource

Introduction to Human Resource Management

© 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

• What Is Human Resource Management

The policies and practices involved in carrying out

The bottom line of managing: getting results

© 2008 Prentice Hall, Inc. All rights reserved. 1–2

© 2008 Prentice Hall, Inc. All rights reserved. 1–3

1. Interpreting the firm’s policies and procedures

© 2008 Prentice Hall, Inc. All rights reserved. 1–4

© 2008 Prentice Hall, Inc. All rights reserved. 1–5

• Managing within the Law

© 2008 Prentice Hall, Inc. All rights reserved. 1–6

• HR is becoming more professionalized.

© 2008 Prentice Hall, Inc. All rights reserved. 1–7

Strategic Human Resource Management

© 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

© 2008 Prentice Hall, Inc. All rights reserved. 3–9

Vertical Consolidation Geographic

© 2008 Prentice Hall, Inc. All rights reserved. 3–10

Cost Leadership Differentiation Focus/Niche

© 2008 Prentice Hall, Inc. All rights reserved. 3–11

• Strategic Human Resource Management

© 2008 Prentice Hall, Inc. All rights reserved. 3–12

Corporate Expanded role Increased

Human Resource Employee

© 2008 Prentice Hall, Inc. All rights reserved. 3–14

Part 2 | Recruitment and Placement

© 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

© 2008 Prentice Hall, Inc. All rights reserved. 4–16

© 2008 Prentice Hall, Inc. All rights reserved. 4–17

© 2008 Prentice Hall, Inc. All rights reserved. 4–18

© 2008 Prentice Hall, Inc. All rights reserved. 4–19

Standards of Authority of the

© 2008 Prentice Hall, Inc. All rights reserved. 4–20

“What traits and experience

Trained Versus Based on Based on

© 2008 Prentice Hall, Inc. All rights reserved. 4–21

Part 2 | Recruitment and Placement

Personnel Planning and Recruiting

© 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

Trend Ratio Scatter

© 2008 Prentice Hall, Inc. All rights reserved. 5–23

© 2008 Prentice Hall, Inc. All rights reserved. 5–24

Public Nonprofit Private

© 2008 Prentice Hall, Inc. All rights reserved. 5–25

What to Measure How to Measure

© 2008 Prentice Hall, Inc. All rights reserved. 5–26

The Disabled Older Workers

© 2008 Prentice Hall, Inc. All rights reserved. 5–27

Applicant’s Applicant’s Applicant’s Applicant’s

© 2008 Prentice Hall, Inc. All rights reserved. 5–28

Part 3 | Training and Development

Training and Developing Employees

© 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

Task Analysis: Performance Analysis:

© 2008 Prentice Hall, Inc. All rights reserved. 8–30

© 2008 Prentice Hall, Inc. All rights reserved. 8–31

Assessment Center Performance

Individual Diaries Methods for Job Performance

© 2008 Prentice Hall, Inc. All rights reserved. 8–32

© 2008 Prentice Hall, Inc. All rights reserved. 8–33

Job Coaching Action