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Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–1
1- Introduction to human resource management.
2- Human resource management strategy and analysis.
3- job analysis and the talent Management process.
4- Personnel planning and recruiting.
5- Interviewing candidates.
6- training and developing employees.
7- Performance management and appraisal
Human Resource Program
PowerPoint Presentation by Charlie CookThe University of West Alabama
Chapter 1
Introduction to Human Resource Management
Chapter 1
Introduction to Human Resource Management
Part One | Introduction
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–3
1. Explain what human resource management is, and how it relates to the management process.
2. Show with examples why human resource management is important to all managers.
3. Illustrate the human resources duties and responsibilities of line and staff (HR) managers and the organizing of HRD.
4. explain the important trends influencing human resource management.
5. describe the new human resource manager’s traits and characteristics
LEARNING OUTCOMES
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–4
The Management Process
Planning
Organizing
Leading Staffing
Controlling
Most experts agree that managing involves five functions: planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process. We are going to focus on one of these functions …the staffing or HRM
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–5
management process
1- Planning, means establishing goals and creating plans and procedures to achieve these goals:
2. Organizing, means giving specific task assignments to subordinates, establishing departments and channels of authority and communication.
3- leading activities include maintaining morale and motivating subordinates.
4- controlling activities include setting standards such as sales quotas and quality standards and taking corrective action as needed.
5- staffing or human resource
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–6
What is human resources management?
The process of recruiting, training, appraising, and compensating employees, and caring of labor relations, health and safety, and fairness concerns.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–7
Human Resource Management Processes
Selecting and recruiting
Training
Appraisal
CompensationLabor Relations
Health and Safety
Fairness
Human Resource
Management (HRM)
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–8
Human resources Management ( functions)
• Conducting job analysis.
• Planning labor needs.
• Selecting job candidates.
• Orienting and training new employees.
• Managing wages and salaries.
• Providing incentives and benefits.
• Appraising performance.
• Training and developing managers.
• Building employee commitment.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–9
Why human resource management is important to all managers?
For three reasons
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–10
1- HR ( activities) are part of every manger’s job .
How
• HRMs and other managers share responsibility for most human resource management activities.
• For example• the manager of any department describe the qualifications need
to fill specific positions. Then the HR team develop sources of qualified applicants and conduct initial screening interview and some tests . Then they refer the best applicants to the line manager, who interviews and selects the one he wants
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–11
Cont’d
also, in training the line manager describes what he expects the employee to be able to do. Then the human resource team
designs a training program.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–12
2- : To avoid these mistakes 1. Avoiding Hire the wrong person for the job.
2. Avoiding high turnover..
3. Avoiding Waste time with useless interviews
4. Avoiding discrimination against the minority.
5. Avoiding Have some employees think their salaries are unfair relative to others in the organization.
6. Avoiding a lack of training which can undermine department’s effectiveness.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–13
3-:To improve results and profits Human resources management can help ensure that
managers get result through people because getting results is the bottom line of managing.
Whatever the managers do by putting plans or draw clear organizational charts or use accounting controls, they still fail because they don’t focus on people who are responsible about getting the results.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–14
Human resource duties and responsibilities of
Line manager and staff manager
And the organizing of HRD
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–15
Line manager and staff manager Line managers
manage operational functions that are crucial for the company’s survival.
Staff managers• run departments like production purchasing, marketing
HRM, and quality control.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–16
Line Managers’ HR duties
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. Interpreting the firm’s policies and procedures
6. Controlling labor costs
7. Creating and maintaining department morale
8. Protecting employees’health and physical condition
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–17
staff mangers’ HR duties
1. A line function: the staff managers direct the activities of the people in his own department.
2. A coordinative function: staff managers coordinate the personnel activities in the other departments as a (functional authority or a functional control). to ensure that the line managers in these departments are implementing the firm’s HR policies and practices.
3. Assist and advise functions: assisting and advising the line managers is the heart of the human resource manager’s job. They advise the line managers ,so they can better understand the personnel aspects of the organization.
.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–18
Organizing human resource department
The traditional human resource organization tends to divide HR activities into separate sections or functions such as recruitment, training, compensating and labor relations for the whole company.
For ( large organization)
It may contain specialists for each function such as: recruiters, job analysis specialists, training specialists and labor relations specialists.
For ( small organization)
human resource team May have fewer staff such as recruiting manager and compensating manager.
In other word, in small organizations, line managers carry out many personnel duties unassisted. As the organization grows, the need arises for the specialized assistance, knowledge, and advise of a human resource department
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–19
Trends Shaping and influencing Human Resource Management
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–20
Trends Shaping and influencing Human Resource Management
Globalization and economic
challenges
Technology
Nature of WorkDemographic
Trends
Trends in HR Management
competition
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–21
First - Globalization
-It means the tendency of firms to extend their sales and ownership to new markets abroad and that means more competition
- Globalization brings both benefits and threats.
For consumers it means lower prices and higher quality on products from computers to cars,
but for workers it means working harder, more productivity and perhaps less secure jobs.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–22
Second- Technological trends1. Technology has changed every thing we do
How
Workers now use smartphones and iPads to communicate with their organizations
Organizations use the internet :
To advertise the open jobs, and candidates use it to look for jobs.
To conduct initial screening interview.
To design training and learning programs
1. .
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–23
third- Nature of work1. Also nature of work has changed.
How
2. Jobs are becoming more high technology and require more knowledge and higher skill levels (human capital).
3. Human capital means knowledge, skills, education, experience, training and expertise of a firm’s workers.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–24
Fourth -Demographic Trends
Generation “Y”
Retirees
Nontraditional Workers
Trends Affecting Human
Resources
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–25
generation Y..
Generation “y” are those who born from 1977-2002. they take place of the previous workforce (baby boomers).
They are different because they are high skilled in using technology.
They want to work less number of work hours and look for life-work balance.
They want to make an important impact on one day.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–26
2- Retirees
..
Are the biggest demographic trend affecting employers
Why?
Because there are not enough younger workers to replace the number of older worker retires.
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3- Nontraditional workers
..
Who hold multiple jobs or who are part-time workers.
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The new human resource managers..
Today employers expect their HRMs to have some traits to deal with these new trends and challenges
What are these traits?.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–29
The new HRMs’ traits or characteristics
Human Resource
Management Trends
Talent management
approach
The big picture
Strategic issues -
HRM Based on
Evidence
Managing Ethics
Have new competencies
HR certification
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–30
1
the“big picture” (strategic) issues
Focus more on
HR managers can play big roles in strategic planning.How
by helping the top managers in creating departmental plans that support the organization’s overall strategy, and then assisting in implementing these plans.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–31
2
Ttalent management
Focus more on
Is the process for identifying, recruiting, developing high potential employees and maintain them. .
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3 - Managing Ethics
Principles, values, and beliefs which define what is right and wrong behavior
• HRM-related Ethical Issues Workplace safety ( workplace without harassment- cheating- stealing
ideas). Security of employee records ( must ensure that all data related to
workers are confidential). Affirmative action (it means HR must prevent discrimination against
minority. ( women, old, disability ). building bridge between generations and make them benefit from
each other’s experiences
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–33
4 – HRM based on Evidence
Actual measurements
Existingdata
HRM Decision Making must be based on
evidence
Research studies
HRM based on evidence means using evidence in making decisions about HRM activities
such as data and facts ex
What happened to the company profit after we installed this training program
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–34
5–have new competencies
Proficiencies in HR functions
Help top management in
formulating strategies
The new HR manager's
competencies
Skills in designing organizational
structures and work process
1- Such as selecting, training and compensating
2- they need to understand strategic planning, marketing, production and finance.
3-They must make the company compete and succeed in the market place.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–35
6- HR Certifications• HR is becoming more professionalized. And more demanding.
SPHR (Senior Professional in HR) certificate
GPHR (Global Professional in HR) certificate
PHR (Professional in HR) certificate
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–36
Questions1-Explain what is human resource management?
and discuss the link between HRM and the management process?
2-Discuss why is HRM important to all managers?
3- Explain what are the new trends which influence HRM and discuss the new HRMs traits and characteristics.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–37
K E Y T E R M S
organization
managermanagement process
human resource management (HRM)
authority
line authority
staff authority
line manager
staff manager
functional authority
globalization
human capital
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–38
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
Printed in the United States of America.