The Plan of this

Book.
1

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 Chapter Contents
Overview

There are 5 parts to this

1
book

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 Part 1: Introduction

• Chapter 1 – Introduction to Human Resource

Management

• Chapter 2 – Equal Opportunity and the Law

1
• 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
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• 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 1

• 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 1Incentives

• 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

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• 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. 1

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 Introduction to Human
1 Resource Management

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 Chapter 1 Review

What you should now know….

1

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 Learning Objectives

1-1. Explain what human resource

management is and how it relates
1
to the management process.
1-2. Briefly discuss and illustrate each
of the important trends influencing
human resource management.

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 Learning Objectives

1-3. List and briefly describe

“distributed HR” and other
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important aspects of human
management today.

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 I.
Explain what human
resource management
is and how 1it relates to
the management process.

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 What Is Human Resource Management?
• The Management Process
o Planning : involves establishing goals and standards;
developing rules and procedures; developing plans
o Organizing: involves giving each subordinate a specific
task; establishing departments; delegating authority to
subordinates
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o Staffing: involves determining what type of people should
be hired
o Leading: involves getting others to get the job done;
maintaining morale, motivating subordinates.
o Controlling: checking to see how actual performance
compares with these standards; taking corrective action as
needed.

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 Why Is Human Resource Management
Important to All Managers?
• To Avoid Personnel Mistakes such as not
having employees doing their best,
hiring the wrong person for the job,
experiencing high turnover
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• 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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 Line and Staff Aspects of Human
Resource Management
• Authority is the right to make
decisions, to direct the work of
others, and to give orders.
• Line and staff managers focus their
energies in different
1 yet related and
complementary ways
• Managers usually distinguish
between line authority and staff
authority.

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 Line and Staff Managers
• Line authority gives you the right to issue orders
• Staff authority gives you the right to advise
(supervise) others in the organization

People tend to associate line managers with managing

departments (like sales or production)
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that are crucial for
the company’s survival.

Staff managers generally run departments that are

advisory or supportive, like purchasing and human
resource management
Human resource managers are usually staff managers.
They assist and advise line managers in areas like
recruiting, hiring, and Copyright
compensation
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 Line Manager’s HR
Management Responsibilities
• Placing the right
person in the
right job 1
• Starting new
employees in the
organization
(orientation)

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 Line Manager’s HR Management
Responsibilities continued

• Training
• Gaining creative
employees for
cooperation and
jobs that are new 1 developing smooth
to them
working relationships
• Improving the job
• Interpreting the
performance of
company policies and
each person
procedures

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 Line Manager’s HR Management
Responsibilities continued

• Controlling labor
• Creating and
cost
maintaining
• Developing the 1 departmental morale
abilities of each
• Protecting
person
employees’ health
and physical
conditions

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In small organizations, line managers may carry out all these personnel
duties unassisted. They may contain just five or six (or fewer) staff, and
have an organization similar to that in Figure 1-1. There is generally
about one human resource employee per 100 company employees.

But as the organization grows, line managers usually need the assistance,
and advice of a separate human resource staff.
Examples of typical jobs include:
● Recruiters. Search for qualified job applicants.
● Equal employment opportunity (EEO) coordinators. examine
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organizational practices for potential violations
● Job analysts. Collect and examine information about jobs to prepare
job descriptions.
● Compensation managers. Develop compensation plans and handle
the employee benefits program.
● Training specialists. Plan, organize, and direct training activities.
● Labor relations specialists. Advise management on all aspects of union-
management relations.

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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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 II.
Trends Shaping Human
Resource Management
1

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 Trends in Human Resource
Management
• Workforce Demographics and Diversity
Trends
• Trends in How People Work: Example of this is on
demand workers like Uber.
• 1 At Work: HR as a
Improving Performance
Profit Center
• Globalization Trends For example, Toyota builds
Camrys in Kentucky, while Apple assembles iPhones in
China
• Economic Trends
• Technology Trends
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 III.
Today’s New Human
Resource Management
1

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 Today’s New Human Resource Management
• A Brief History of Personnel/Human
Resource Management: “Personnel management”
is not new. It dates back to the 1800’s, By 1900, employers
set up the first “hiring offices,” training programs. Personnel
management had begun.
• Distributed HR and the New Human
Resource Management:1 More and more human
resource management tasks are now being redistributed
from a central HR department to the company’s employees
and line managers, thanks to digital technologies like mobile
phones and social media.
• Trends Shaping HR: Digital and Social Media tools are
changing how people look for jobs, and how companies
recruit, retain, pay, and train employees

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A Quick Summary
We can summarize to this point as follows:
● One big consequence of globalized competition, economic, and
demographic trends, and the shift to high-tech is the growing emphasis by
employers on getting the best from their “human capital,” in other words,
from their workers’ knowledge, education, training, skills, and expertise. This
means, among other things, using human resource methods to improve
employee performance and engagement.

● Thanks to digital devices and social media, employers are shifting

(distributing) more HR tasks from central human resource departments to
employees and line managers. 1

● This gives many line managers more human resource management

responsibilities.

● And it means that many human resource managers can refocus their
efforts from day-to-day activities like interviewing candidates to broader,
strategic efforts, such as formulating plans for boosting employee
performance and engagement.

Figure 1-4 illustrates this.

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 A Quick Summary

FIGURE 1-4
What Trends Mean for
Human Resource 1
Management

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 HR and Strategy

Strategic Human Resource Management

• Strategic human resource management –

means formulating and executing human
1
resource policies and practices that
produce the employee competencies and
behaviors that the company needs to
achieve its strategic aims.

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 HR and Evidence Based Management
Evidence-based human resource management –
using the best-available evidence in making
decisions about the human resource management
practices you are focusing on. The evidence may
come from the following:
• actual measurements (such 1 as, how did the trainees
like this program?)
• existing data (such as, what happened to company
profits after we installed this training program?)
• research studies (such as, what does the research
literature conclude about the best way to ensure
that trainees remember what they learn?)

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 HR and Adding 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.1

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HR and Performance and Sustainability
It is about measuring companies in terms of
maximizing profits but also on their environmental and
social performance as well.

As one example, PepsiCo has a goal to deliver

“Performance with Purpose”—in
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other words, to
deliver financial performance while also achieving
human sustainability, environmental sustainability, and
talent sustainability.

PepsiCo wants to achieve business and financial

success while leaving a positive imprint on society
(click www.pepsico.com, then click What We Believe,
and then Performance with Purpose).
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 HR and Employee Engagement

• Employee engagement – refers to being

psychologically involved in, connected to,
and committed to getting
1
one’s job done.

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