Gary Dessler: Introduction To Human Resource Management

Gary Dessler
tenth edition
Chapter 1 Part 1 Introduction
Introduction to
Human Resource Management
1–2 .
1–3
Types of Workers:
White-Collar Workers:
White-collar workers are often found in office settings. As the name implies, they are generally
suit-and-tie workers who wear white-collared shirts. Their jobs may involve working at a desk in
clerical, administrative, or management settings. Unlike blue-collar workers, white-collar workers
don't have physically taxing jobs.
Blue-Collar Workers:
The term blue-collar worker refers to individuals who engage in hard manual labor, typically in the
agriculture, manufacturing, construction, mining, or maintenance sectors. Most of these people
historically wore blue collared shirts when they worked.
Pink-collar workers:
Is someone working in the care-oriented career field or in fields historically considered to be
women's work. This may include jobs in the beauty industry, nursing, social work, teaching,
secretarial work, or child care. While these jobs may also be filled by men, they have historically
been female-dominated (a tendency that continues today, though to a somewhat lesser extent) and
1–4 may pay significantly less than white-collar or blue-collar jobs.
Satisfied Vs Unsatisfied Employees
Through well-defined human resource management (HRM) practices, organizations

can enhance their employees' satisfaction and commitment. As a result, it will
stimulate them to perform extra efforts on behalf of their organizations and will
increase their intention to stay.
1–5
The Manager’s Human Resource
Management Jobs
 Management process
 The five basic functions of planning, organizing, staffing,
leading, and controlling.
 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.
1–6 © Prentice Hall Inc. All rights reserved.

Personnel Aspects Of A Manager’s Job
 Conducting job analyses (determining the nature of each employee’s job)
 Planning labor needs and recruiting job candidates
 Selecting job candidates
 Orienting and training new employees
 Managing wages and salaries (compensating employees)
 Providing incentives and benefits
 Appraising performance
 Communicating (interviewing, counseling, disciplining)
 Training and developing managers
 Building employee commitment

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 OSHA 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

Basic HR Concepts
 Getting results
 The bottom line of managing
 HR creates value by engaging

in activities that produce
the employee behaviors
the company needs to
achieve its strategic
goals.

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.

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 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

Functions of the HR Manager
 A line function
 The HR manager directs the activities of the people in his or her
own department and in related service areas (like the plant
cafeteria).
 A coordinative function
 HR managers also coordinate personnel activities, a duty often
referred to as functional control.
 Staff (assist and advise) functions
 Assisting and advising line managers is the heart of the HR
manager’s job.

HR and Authority
 Authority
 The right to make decisions, direct others’ work, and give
orders.
1- Implied authority
 The authority exerted by an HR manager by virtue of others’
knowledge that he or she has access to top management.
2- Line authority
 The authority exerted by an HR manager by directing the
activities of the people in his or her own department and in
service areas.

Examples of HR Job Duties
 Recruiters
 Search for qualified job applicants.
 Equal employment opportunity (EEO) coordinators
 Examine organizational practices for potential violations, and
compile and submit EEO reports.
 Job analysts
 Collect and examine information about jobs to prepare job
descriptions.

Examples of HR Job Duties (cont’d)
 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.

HR Department Organizational Chart (Large Company)
Figure 1–1
1–16
Cooperative Line and Staff HR
Management
1. The line manager’s responsibility is to specify the qualifications
employees need to fill specific positions.
2. HR staff then develops sources of qualified applicants and
conduct initial screening interviews
3. HR administers the appropriate tests and refers the best
applicants to the supervisor (line manager), who interviews and
selects the ones he or she wants.
1–17
Measuring HR’s Contribution
 Strategy
 The company’s long-term plan for how it will balance its
internal strengths and weaknesses with its external
opportunities and threats to maintain a competitive advantage.
 HR managers today are more involved in partnering with their top
managers in both designing and implementing their companies’
strategies.
 Top management wants to see, precisely, how the HR manager’s

plans will make the company more valuable.
1–18
Measuring HR’s Contribution
 The HR Scorecard
 Shows the quantitative standards, or
“metrics” the firm uses to measure HR
activities.
 Measures the employee behaviors resulting
from these activities.
 Measures the strategically relevant
organizational outcomes of those employee
behaviors.
1–19

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Gary Dessler

Chapter 1 Part 1 Introduction

Through well-defined human resource management (HRM) practices, organizations

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

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

1–8 © Prentice Hall Inc. All rights reserved.

 HR creates value by engaging

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 Top management wants to see, precisely, how the HR manager’s

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