Human Resource Management

Chapter 1
Orlando V. Griego, PhD
 Proverbs 28:10
Lead good
people down a
wrong path and
you'll come to a
bad end; do good
and you'll be
rewarded for it.
 I-Openers
Find a partner: answer 5 and the last one in blue (below):

 I’ve attained:  I juggle:

 I know:
 I break:  I’ve learned:
 I concentrate on:  I make:
 I define:  I nourish:
 I organize:
 I establish:
 I produce:
 I finalize:  I questions:
 I gather:  I’ve reengineered:
 I satisfy:
 I hunt for:
 I idolize:
 I treat:

The most interesting thing about me is __________________

The most interesting thing about ___ is (to be stated by your partner):
 Class Norms
 Classroom behaviors:
– ______________________
– ______________________
– ______________________
 Breaks & Exit Strategy:
– ______________________
– ______________________
 Other:
– ______________________
– ______________________
– ______________________
– ______________________
– ______________________
The Syllabus
What do you want to
learn or focus on in
this course?
 ____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
 After
After studying
studying this
this chapter,
chapter,
you
you should
should be
be able
able to:
to:
1. Explain
Explain whatwhat human
human resource
resource
management
management (HR) (HR) is
is and
and how
how
itit relates
relates to
to the
the management
management
process.
process.
2. Give
Give at
at least
least eight
eight examples
examples
of
of how
how managers
managers cancan use
use HR
HR
concepts
concepts and
and techniques.
techniques.
3. Illustrate
Illustrate the
the HR
HR management
management
responsibilities
responsibilities of
of line
line and
and
staff
staff (HR)
(HR) managers.
managers.
4. Provide
Provide aa good
good example
example that
that
illustrates
illustrates HR’s
HR’s role
role in
in
formulating
formulating andand executing
executing
company
company strategy.
strategy.
1. Explain what human resources
management is and how it
relates to the management
process?
2. Give at least four examples of
how managers can use HR
concepts and techniques.
3. Illustrate the HR management
responsibilities of line and staff
(HR) managers.
4. Provide a good example that
illustrates HR’s role in
formulating and executing
company strategy. Chapter 1
5. Explain why metrics and
measurement are crucial to Questions
today’s HR managers and what
they are using.
 HRM Trends: SHRM Report
 Health care coverage
for employees
 Technology
 Development and use
of electronic learning
 Safety and security
issues
 Effects of
demographic trends
on employment

Source: Top trends facing HR, HR MAGAZINE,  Oct, 2004  by Jennifer Schramm
Slide for your own review
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.
 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

 Placing the right person on the

right job
 Starting new employees in the
organization (orientation)
 Training employees for jobs new
to them
 Improving the job performance
of each person
 Gaining creative cooperation
and developing smooth working
relationships
 Interpreting the firm’s policies
and procedures
 Controlling labor costs
 Developing the abilities of each
person
 Creating and maintaining
department morale
 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.
 Implied authority
– The authority exerted by an
HR manager by virtue of
others’ knowledge that he or
she has access to top
management.
 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.
 Employee Advocacy
 HR must take responsibility
for:
– Clearly defining how
management should be
treating employees.
– Making sure employees have
the mechanisms required to
contest unfair practices.
– Represent the interests of
employees within the
framework of its primary
obligation to senior
management.
 Examples of HR
Job Duties
 Recruiters
– Search for qualified job
applicants.
 Equal employment opportunity
(EEO) coordinators
– Investigate and resolve
EEO grievances, 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.
A Changing HR Environment
 Globalization
 Technological
Advances
 Exporting Jobs
 The Nature of Work
 Workforce
Demographics
 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.
 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.
Benefits of a High Performance Work
System (HPWS)
 Generate more job applicants
 Screen candidates more effectively
 Provide more and better training
 Link pay more explicitly to performance
 Provide a safer work environment
 Produce more qualified applicants per
position
 More employees are hired based on
validated selection tests
 Provide more hours of training for new
employees
 Higher percentages of employees
receiving regular performance appraisals.
The New HR Manager
 New Proficiencies
– HR proficiencies
– Business proficiencies
– Leadership
proficiencies
– Learning proficiencies
The New HR Manager (cont’d)
 The Need to “Know
Your Employment Law”
– Equal employment
laws
– Occupational safety
and health laws
– Labor laws
 Effects CFOs Believe Human Capital
Has on Business Outcomes

Source: Steven H. Bates, “Business Partners,” HR Magazine, September 2003, p. 49

Figure 1–6
  Ethics and HR
– Ethical lapses (e.g., Enron,
Martha Stewart)
 Sarbanes-Oxley Act in 2003
– Intended to curb erroneous
corporate financial
reporting:
• Requires CEOs and CFOs to
certify their companies’ periodic
financial reports.
• Prohibits personal loans to
executive officers and directors.
• Requires CEOs and CFOs to
The New HR reimburse their firms for bonuses
Manager and stock option profits if
corporate financial statements
subsequently require restating.
HR Professional Certification
 HR is becoming more
professionalized.
 Society for Human
Resource Management
(SHRM)
– SHRM’s Human
Resource Certification
Institute (HRCI)
• SPHR (senior
professional in HR)
• PHR (professional in
HR)
certificate
 HR and Technology
 Benefits of technological
applications for HR
– Intranet-based employee
portals through which
employees can self-service
HR transactions.
– The availability of
centralized call centers
staffed with HR specialists.
– Increased efficiency of HR
operations.
– The development of data
warehouses of HR-related
information.
– The ability to outsource HR
activities to specialist
service providers.
 After
After studying
studying this
this chapter,
chapter,
you
you should
should be
be able
able to:
to:
1. Explain
Explain whatwhat human
human resource
resource
management
management (HR) (HR) is
is and
and how
how
itit relates
relates to
to the
the management
management
process.
process.
2. Give
Give at
at least
least eight
eight examples
examples
of
of how
how managers
managers cancan use
use HR
HR
concepts
concepts and
and techniques.
techniques.
3. Illustrate
Illustrate the
the HR
HR management
management
responsibilities
responsibilities of
of line
line and
and
staff
staff (HR)
(HR) managers.
managers.
4. Provide
Provide aa good
good example
example that
that
illustrates
illustrates HR’s
HR’s role
role in
in
formulating
formulating andand executing
executing
company
company strategy.
strategy.