The Strategic Role of Human Resource Management

Gary Dessler
tenth edition
Chapter 1 Part 1 Introduction
The Strategic Role of

Human Resource Management
© 2005 Prentice Hall Inc. PowerPoint Presentation by Charlie Cook
All rights reserved. The University of West Alabama
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.
© 2005 Prentice Hall Inc. All rights reserved. 1–2

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.

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.

HR Department Organizational Chart (Large Company)
Figure 1–1
Source: Adapted from BNA Bulletin to Management, June 29, 2000.
HR Organizational Chart (Small Company)
Figure 1–2
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.

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

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.

Strategy and the Basic HR Process
Figure 1–8

The Strategic Role of Human Resource Management

Uploaded by

Copyright:

Available Formats

The Strategic Role of Human Resource Management

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

The Strategic Role of Human Resource Management

Uploaded by

Copyright:

Available Formats

Gary Dessler

Chapter 1 Part 1 Introduction

The Strategic Role of

 Human resource management (HRM)

© 2005 Prentice Hall Inc. All rights reserved. 1–2

© 2005 Prentice Hall Inc. All rights reserved. 1–3

© 2005 Prentice Hall Inc. All rights reserved. 1–4

© 2005 Prentice Hall Inc. All rights reserved. 1–5

© 2005 Prentice Hall Inc. All rights reserved. 1–6

© 2005 Prentice Hall Inc. All rights reserved. 1–7

© 2005 Prentice Hall Inc. All rights reserved. 1–8

© 2005 Prentice Hall Inc. All rights reserved. 1–9

© 2005 Prentice Hall Inc. All rights reserved. 1–10

© 2005 Prentice Hall Inc. All rights reserved. 1–11

© 2005 Prentice Hall Inc. All rights reserved. 1–14

– Top management wants to see, precisely, how the

© 2005 Prentice Hall Inc. All rights reserved. 1–15

© 2005 Prentice Hall Inc. All rights reserved. 1–17

© 2005 Prentice Hall Inc. All rights reserved. 1–18

© 2005 Prentice Hall Inc. All rights reserved. 1–19

© 2005 Prentice Hall Inc. All rights reserved. 1–20

You might also like