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Where Are We Now….. We begin with Chapter 1 Introduction to Human Resource

Management

The purpose of this chapter explains what Human Resource Management is and why
it’s important to all managers.

We’ll see that human resource management activities such as

hiring, training, appraising, compensating, and developing employees are
part of every manager’s job.

We’ll see that human resource management is also a separate function.

The main topics we’ll cover will include what human resource management is,
the trends shaping human resource management,
human resource management today,
the new human resource manager,
and the plan of the book.

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Learning Objectives

1-1. What Is Human Resource Management?

1-2 . Human Resource Management Processes
1-3 . Why Is Human Resource Management Important to All Managers?
1-4. Line and Staff Aspects of Human Resource Management
1-5. Line Manager’s HR Management Responsibilities
1-6. New Approaches To Organizing HR
1-8. The New Human Recourse Manager

[ Notes: More importantly, the human resource management concepts and techniques you’ll
learn in this book can help ensure that you get results—through people.

Remember that you can do everything else right as a manager—lay brilliant plans, draw clear
organization charts, set up world-class assembly lines, and use sophisticated accounting
controls—but still fail,
by hiring the wrong people or by not motivating subordinates.

On the other hand,

many managers— presidents, generals, governors, supervisors—
have been successful even with inadequate plans, organization, or controls. They were
successful
because they had the knack (Skills)
of hiring the right people
for the right jobs
and motivating, appraising, and developing them.

Remember, as you read this book,

getting results is the bottom line of managing,
and that, as a manager,
you will have to get those results through people.]

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WHAT IS
HUMAN RESOURCE MANAGEMENT?

[ Note: What Is Human Resource Management? – To understand what human resource

management is, it’s useful to start with what managers do.

Most writers agree that

managing involves performing FIVE basic functions:
planning, organizing, staffing, leading, and controlling.
These functions in total represent the Management Process.]

THE MANAGEMENT PROCESS

Plan-ning
Organizing
Staf-fing
Leading
Control-ling

[●● Plan-ning.
Establishing goals and standards;
developing rules and procedures;
developing plans and forecasts

●● Organizing.
Giving each subordinate a specific task; establishing departments;
delegating authority to subordinates; establishing channels of authority and
communication;
coordinating the work of subordinates
●● Staf-fing.
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.
Getting others to get the job done; maintaining morale;
motivating subordinates

●● Control-ling.
Setting standards such as sales quotas, quality standards, or production levels; checking to see
how actual performance compares with these stan-
dards;
taking corrective action as needed ]

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HUMAN RESOURCE MANAGEMENT
• What Is Human Resource Management
(HRM)?

The process of [ A. T… A. C.] F L H

acquiring, training,
app-rais-ing, and compensating employees,
and of attending to their
fairness concerns,
labor relations and,
health and safety.

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Human Resource Management PROCESSES
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Why Is Human Resource Management Important to All Managers?
[ A.T. You HR
1. Avoid personnel mistakes
2. To improve profits and performance
3. You may spend some time as an HR manager
4. HR for small business]

[ 1. Avoid PeRson-nel MistAkes

As a Manager you don't want to ]

[H.H.E]
To have your people not doing their best
To hire the wrong person for the job
To ex-pe-ri-ence high turnover
[C. C]
To have your company in court due to your discriminatory actions
To have your company cited for unsafe practices
To let a lack of training to undermine your department’s effectiveness
To commit any unfair labor practices
[ 2. To Improving Profits and Performance –
to help ensure that you get results—through people.

3. You May Spend Some Time as an HR Manager –

about a third of
large U.S. businesses surveyed
has appointed non-HR managers
to be their top human resource executives.

4. HR for Small Business –

you may well end up as your own human resource manager.
{ More than half of the people working in the United States work for small firms. Small
businesses as a group also account for most of the 600,000 or so new businesses created
every year} ]

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LINE AND STAFF ASPECTS OF
HUMAN RESOURCE MANAGEMENT

• Authority:
The right
to make decisions,
to give orders and
to direct the work of others,
[the right to advise others]

Managers usually distinguish between

line authority and staff authority.

• Line authority gives you

the right to issue orders.
Managers with line authority are
line managers.
• Staff authority gives you
the right to advise others in the organization. Managers with staff authority are
staff managers.

[ Line and staff managers focus their energies in different yet related and complementary ways.
]

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LINE MANAGER’S
HR MANAGEMENT RESPONSIBILITIES
[ DIGITS P ]
• Placing the right person in the right job
• Starting new employees in the organization (orientation)
• 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
• Developing the abilities
of each person

[ Ccp
• Controlling labor cost
• Creating and maintaining departmental morale
• Protecting employees’
health and physical conditions

{ [Line managers do have many human resource duties.

This is because the direct handling of people has always been part of every line manager’s
duties, from president down to first-line supervisors.

Some line supervisors’ responsibilities for effective human resource management

fall under these general headings:
1. Placing the right person in the right job.
2. Starting new employees in the organization (orientation). ] }
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NEW APPROACHES TO ORGANIZING HR
• Reorganizing the HR function
of how it is organized
and delivers HR services

o Shared Services
(Transactional ) HR teams
o Corporate HR teams
o Embedded HR teams
o Centers of expertise

NEW APPROACHES TO ORGANIZING HR

• The transactional HR group focuses on using centralized call centers and outsourcing
arrangements with vendors
(such as benefits advisor)
to provide specialized support in day-to-day transactional HR activities
(such as changing benefit plan and providing updated appraisal forms)
to the company’s employees.

• The corporate HR group

focus on assisting top management
in “top level” big picture issues
such as
developing the company’s
long-term strategic plan.

• The embedded HR unit assign

HR generalists (also known as
relationship managers or
HR business partners”)
directly to departments like sales and production,
to provide the localized human resource
management assistance the departments need.

• The centers of expertise are like

specialized HR consulting firms
within the company- for instance,providing specialized assistance in areas such as
organizational change.

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THE NEW HUMAN RECOURSE MANAGER
[ Book :
Here are the behaviors or competencies (with definitions) SHRM (Society for Human
Resource Management) says today’s HR
manager should be able to exhibit:]

[ L….B. E. R. G. … C. C. C ]

• Leadership & Navigation:

The ability to direct and contribute
to initiatives and process within the organization.

• Business Acu-men:
The ability to understand and apply
information with which to contribute the organization’s strategic plan.

• Ethical practice:
The ability to integrate core values,
integrity, and accountability throughout all organizational and business practices.

• Relationship Management:
The ability to manage interactions
to provide service and support the
organization.

• Global & Cultural Effec-tive-ness:

The ability to value and consider
the perspective and backgrounds of all
parties.

• Consultation:
The ability to provide guidance to
organizational stakeholders.

• Critical Evaluation:
The ability to interpret information
with which to make business decisions and
recommendations.

• Communication:
The ability to effectively exchange
information
with stakeholders.
End.