H U M A N R E S O U RC E
MANAGEMENT
Chapter 1 – Introduction
W H AT I S H U M A N R E S O U R C E
MANAGEMENT?
• The process of acquiring, training, appraising, and
compensating employees, and of attending to their
labor relations, health and safety, and fairness
concerns in an organization usually done by a
manager.
ORGANIZATIONS
• People with formally assigned roles who work
together to achieve the organization’s goals.
MANAGER
• The person responsible for accomplishing the
organization’s goals, and who does so by managing
the efforts of the organization’s people.
THE MANAGEMENT PROCESS
PLANNING
CONTROLLIN
ORGANIZING
G
LEADING STAFFING
THE MANAGEMENT PROCESS
• PLANNING - This involves determining what
needs to be done when it should be done, who
will do it and how much it should cost. Planning
also includes developing strategies for achieving
goals that meet the needs of stakeholders (e.g.,
customers).
• ORGANIZING - Organizing requires grouping
people into teams according to their skills or
knowledge so they can work together effectively.
Organizing ensures that employees have the right
resources available when they need them.
THE MANAGEMENT PROCESS
• STAFFING – It is the process of hiring eligible candidates in the
organization or company for specific positions. In management, the
meaning of staffing is an operation of recruiting the employees by
evaluating their skills, knowledge and then offering them specific job
roles accordingly.
• LEADING - This step is about motivating people/workers to perform
better at their tasks (e.g., encouraging workers through incentives such
as bonus schemes).
• CONTROLLING - This step deals with measuring performance against
corporate standards or targets set at earlier stages.
H U M A N R E S O U RC E M A N AG E M E N T
PROCESSES
ACQUISITION
FAIRNESS TRAINING
HUMAN
HEALTH AND RESOURCE
MANAGEMENT APPRAISAL
SAFETY
LABOR
COMPENSATION
RELATION
H U M A N R E S O U RC E M A N AG E M E N T
PROCESSES
• ACQUISITION - the approach of finding and attracting the right talent to apply
for open positions at the right cost. Companies can fill a vacant position by
hiring applicants through mutual channels, existing employees based on
performance, expertise, and ability.
• TRAINING - the process of acquiring knowledge, skills, and attitude that helps
improve employees’ job performance and enables future career growth.
• APRRAISAL - the regular review of an employee's job performance and overall
contribution to a company.
H U M A N R E S O U RC E M A N AG E M E N T
PROCESSES
• COMPENSATION - refers to any payment given by an employer to an employee
during their period of employment. In return, the employee will provide their time,
labor, and skills. It can be in the form of a salary, wage, benefits, bonuses, paid leave,
pension funds, and stock options, and more.
• LABOR RELATIONS - the process between employers and employees, management
and unions in order to make decisions in organizations.
• HEALTH AND SAFETY – it is the process of maintaining a healthy and safe workplace
• FAIRNESS - refers to the equal and impartial treatment of others by supervisors and
co-workers regardless of age, race, gender, national origin, disability, religious beliefs,
or sexual orientation.
P E R S ONNE L AS P E C T S OF AN H R-
MANAGER’S JOB
CONDUCTING JOB ANALYSES PROVIDING INCENTIVES AND
PLANNING LABOR NEEDS AND BENEFITS
RECRUITING CANDIDATES APPRAISING PERFORMANCE
SELECTING JOB CANDIDATES COMMUNICATING
ORIENTING AND TRAINING TRAINING AND DEVELOPING
NEW EMPLOYEES MANAGERS
MANAGING WAGES AND BUILDING EMPLOYEE
SALARIES COMMITMENT
C O M M O N P E R S O N N E L M I S TA K E S
HIRE THE WRONG PERSON FOR THE HAVE YOUR FIRM CITED BY
JOB OSHA FOR UNSAFE PRACTICES
EXPERIENCE HIGH TURN-OVER
HAVE SOME EMPLOYEES THINK
HAVE PEOPLE NOT DOING THEIR
THEIR SALARIES ARE UNFAIR
BEST
AND INEQUITABLE RELATIVE TO
WASTE TIME WITH USELESS OTHERS IN THE ORGANIZATION
INTERVIEWS
ALLOW A LACK OF TRAINING TO
HAVE YOUR FIRM IN COURT BECAUSE
UNDERMINE YOUR
OF DISCRIMINATORY ACTIONS
DEPARTMENT’S EFFECTIVENESS
HAVE YOUR FIRM CITED BY OSHA
FOR UNSAFE PRACTICES COMMIT ANY UNFAIR LABOR
PRACTICES
BASIC HR CONCEPTS
• The BOTTOM LINE of Managing:
GETTING RESULTS
• HR creates value by engaging in
activities that produce the employee
behaviors that the organization needs
to achieve its strategic goals.
• Looking ahead: Using evidence-based
HRM to measure the value of HR
activities in achieving those goals.
BASIC HR CONCEPTS
• Hiring the right people for the right
jobs and motivating, appraising,
and developing them will likely get
the results you are seeking
• Remember that success comes
through people
L I N E A N D S TA F F A S P E C T S
OF HRM
• LINE MANAGER
Is authorized (has line authority) to direct
the work of subordinates and is
responsible for accomplishing the
organization’s tasks
Tasks that directly advances an
organization in its core work
• STAFF MANAGER
Assists and advises line managers
Has functional authority to coordinate
personnel activities and enforce organization
policies
Supports the organization with specialized
advisory and support functions.
LINE MANAGER’S HRM
RESPONSIBILITIES
• PLACING THE RIGHT PERSON ON • INTERPRETING THE FIRM’S
THE RIGHT JOB POLICIES AND PROCEDURES
• STARTING NEW EMPLOYEES IN THE
• CONTROLLING LABOR COSTS
ORGANIZATION (ORIENTATION)
• TRAINING EMPLOYEES FOR JOBS
• DEVELOPING THE ABILITIES
THAT ARE NEW TO THEM OF EACH PERSON
• IMPROVING THE JOB • CREATING AND MAINTAINING
PERFORMANCE OF EACH PERSON DEPARTMENT MORAL
• GAINING CREATIVE COOPERATION • PROTECTING EMPLOYEES’
AND DEVELOP SMOOTH WORKING
HEALTH AND PHYSICAL
RELATIONSHIPS
CONDITION
H U M A N R E S O U RC E M A N AG E R S ’ D U T I E S
FUNCTIONS
OF HR
MANAGERS
LINE FUNCTION COORDINATIVE STAFF FUNCTION
Line Authority FUNCTION Staff Authority
Implied Authority Functional Authority Innovator/Advocacy
Sample HR Organizational Chart
Sample HR Organizational Chart
for Small Companies
for Large Companies
H U M A N R E S O U R C E S P E C I A LT I E S
RECRUITER
LABOR RELATION EEO
SPECIALIST COORDINATOR
HUMAN
RESOURCE
TRAINING SPECIALTIES
COMPENSATION
SPECIALIST MANAGER
COMPENSATION
MANAGER
M E E T I N G T O D AY ’ S H R M C H A L L E N G E S
THE NEW HUMAN
RESOURCE
MANAGERS
Find new ways to Acquire broader
Focus more of the
provide business knowledge
“big picture”
transactional and new HRM
(strategic issues)
services proficiencies
S O M E T E C H N O L O G I C A L A P P L I C AT I O N S
T O S U P P O RT H R
Technology HR USE
Application service ASPs provide software application, for instance, for processing
providers (ASPSs) employment applications.
and technology The ASPs host and manage the services for the employer from their
outsourcing own remote
computers
Web portals Employers use these, for instance, to enable employees to sign up for
and manage their own benefits packages and to update their personal
information
Streaming desktop Used, for instance, to facilitate distance learning and training or to
video provide corporate information to employees quickly and inexpensively
Internet and Used to track employees’ Internet and e-mail activities or to monitor
network-monitoring their performance
software
S O M E T E C H N O L O G I C A L A P P L I C AT I O N S
T O S U P P O RT H R
Technology HR USE
Electric signatures Legally valid e-signatures that employers use to more expeditiously
obtain signatures for applications and record keeping
Electronic bill Used, for instance, to eliminate paper checks and to facilitate
presentment and payments to employees and suppliers
payment
Data warehouses Help HR managers monitor their HR systems. For example, they make
and computerized it easier to assess things like cost per hire, and to compare current
analytical programs employees’ skills with the firm’s projected strategic needs
HIGH PERFORMANCE WORK SYSTEMS
• Increase productivity and
performance by:
Recruiting, screening and hiring
more effectively
Providing more and better
training
Paying higher wages
Providing a safer working
environment
Linking pay to performance