DR.

Alaa҆ Aldine AL Rowed

Summer semester 2021
University of Jordan/Aqaba
Part 1 | Introduction

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

DR. ALAA
҆ ALDEN AL ROWED –UNIVERSITY OF JORDAN
2021

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
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. Briefly discuss and illustrate each of the important trends
influencing human resource Management.
3. Briefly describe “distributed HR” and other important
aspects of human management today.
4. List at least four important human resource manager
competencies.
5. Outline the plan of this book.

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–2
 The Management Process

Planning

Controlling Organizing

Leading Staffing

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–3
Human Resource Management at Work
• 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.

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–4
 Human Resource Management at Work

Acquisition

Fairness Training

Human
Resource
Management
Health and
(HRM) Appraisal
Safety

Labor Relations Compensating

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–5
Personnel Aspects of a Manager’s Job
1. Conducting job analyses
2. Planning labor needs and recruiting job candidates
3. Selecting job candidates
4. Orienting and training new employees
5. Managing wages and salaries
6. Providing incentives and benefits
7. Appraising performance
8. Communicating
9. Training and developing managers
10. Building employee commitment

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–6
Why is HR importance
Avoid Personnel Mistakes Personnel Mistakes

• Hire the wrong person for the job

• Experience high turnover
• Have your people not doing their best
• Waste time with useless interviews
• Have your company in court because of discriminatory actions
• Have your company cited by labor inspectors for unsafe practices
• Have some employees think their salaries are unfair and
inequitable relative to others in the organization
• Allow a lack of training to undermine your department’s
effectiveness
• Commit any unfair labor practices

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–7
Basic HR Concepts

• The bottom line of managing:

Getting results
• HR creates value by engaging in
activities that produce the employee
behaviors that the company needs to
achieve its strategic goals.

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–8
Line and Staff Aspects of HRM
• Line manager
 A manager who is authorized to direct the work of
subordinates and is responsible for accomplishing
the organization’s tasks.

• Staff manager
 A manager who assists and advises line managers.

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–9
Line Managers’ 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 firm’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining department morale
10. Protecting employees’ health and physical condition
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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–10
 Human Resource Specialties

Recruiters

Employment/
Human
Industrial
Resource
Relations
Development
Specialist Human Specialists
Resource
Specialties
Training
Job Analysts
Specialists

Compensation Employee
Managers Welfare Officers

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–11
FIGURE 1–1
HR Organization Chart
for a Large Organization

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–12
FIGURE 1–2 HR Organizational Chart (Small Company)

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–13
 The Changing Environment of
Human Resource Management

Globalization Trends

Technological Trends
Changes and Trends in
Human Resource
Management
Trends in the Nature of Work

Economic Trends

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–14
 Workforce Demographic Trends

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Resource Management, 12/e 1–15
I HAVE ADREAM

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–16
Trends in the Nature of Work
• On-Demand workers – e.g. –Uber

• Human capital: employers’ growing emphasis

on their workers’ knowledge, education,
training, skills, and expertise—in other words on
their “human capital.” IT-related businesses like
Google and Facebook

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–17
Globalization Trends

• Globalization refers to companies extending their sales, ownership, and/or

manufacturing to new markets abroad. Toyota builds Camrys in Kentucky,
while -Apple assembles iPhones in China.

• Free trade areas—agreements that reduce tariffs and barriers among

trading partners—further encourage international trade. The North
American Free Trade Agreement (NAFTA) and the European Union (EU).

• globalization vastly increased international competition. More globalization

meant more competition, and more competition meant more pressure to be
“world class”—to lower costs, to make employees more productive, and to
do things better and less expensively.

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–18
Economic Trends

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–19
Technology Trends
• Technology that most characterizes the trends shaping human
resource management today(For example, the consulting firm
Accenture estimates that social media connections via tools like
LinkedIn will soon produce as many as 80% of new recruits.
• Five main types of digital technologies:
1. Employers increasingly use social media tools such as Twitter,
Facebook, and LinkedIn.
2. Employers use new mobile applications
3. Gaming
4. Cloud computing
5. Data analytics.

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–20
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–21
 The Changing Role of
Human Resource Management

Strategic Human
Resource
Management

Managing with the New Creating High-

HR Scorecard Responsibilities Performance Work
Process for HR Managers Systems

Measuring the HRM

Team’s Performance

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–22
HR and Performance

• Employee performance-improvement efforts.

Here they can apply three levers:

1. HR department lever
2. The second is the employee costs lever
3. The third is the strategic results lever

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–23
 HR and evidence-Based Management
• This is the use of data, facts, analytics, scientific rigor, critical evaluation, and
critically evaluated research/case studies to support human resource
management proposals, decisions, practices, and conclusions.63 Put simply,
evidence-based human resource management means using the best-available
evidence in making decisions about the human resource management practices
you are focusing on.
• The evidence may come from
1. actual measurements
2. existing data
3. research studies

• Adding value means helping the firm and its employees improve in a
measurable way as a result of the human resource manager’s actions.
• employment engagement The extent to which an organization's
employees are psychologically involved in, connected to, and
committed to getting their jobs done.

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–24
• Recently, the Society for Human Resource Management (SHRM) introduced a
new “competency model” (called the SHRM Body of Competency and
Knowledge™); it itemizes the competencies , skills, and knowledge and expertise
human resource managers need.
• Leadership & Navigation
• Ethical Practice
• Business Acumen
• Relationship Management
• Consultation
• Critical Evaluation
• Global & Cultural Effectiveness
• Communication

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–25
Presented by :Heba Sami 5200012

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 1–26