Human resource 1e by denisi griffin chapter 01

©
© 2012
2012 South-Western,
South-Western, Cengage
Cengage Learning,
Learning, Inc.
Inc.
All
All rights
rights reserved.
reserved.

Prepared
Prepared by
by Joseph
Joseph B.
B. Mosca,
Mosca, Monmouth
Monmouth University
University &
& Marla
Marla M.
M. Kameny,
Kameny, Baton
Baton
Rouge
Rouge Community
Community College
College
PowerPoint
PowerPoint Presentation

Presentation Design
Design by
by Charlie
Charlie Cook,
Cook, The
The University
University of
of West
West Alabama
Alabama


Learning Objectives

After studying this chapter, you should be able to:

1. Describe contemporary human resource management
perspectives.
2. Trace the evolution of the human resource function in
organizations.
3. Identify and discuss
the fundamental goals of human resource management.
4. Describe the job of human resource managers from the
perspectives of professionalism and careers.
5. Discuss the setting for human resource management.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

1–2

Human Resources (HR)
The people an organization
employs to carry out various
jobs, tasks, and functions in
exchange for wages, salaries,
and other rewards.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

1–3


What Is Human Resource
Management (HRM) ?
The comprehensive set of managerial
activities and tasks concerned with
developing and maintaining a qualified
workforce—human resources—in ways
that contribute to organizational
effectiveness.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

1–4


• Contemporary HRM Perspectives
 Recognizing the importance of people
as a source of competitive advantage

 Hiring, rewarding, and managing people
effectively within the limits of the law
 Balancing legal and ethical concerns
with the needs of the organization
© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

1–5


Evolution of the Human Resource
Function
Scientific Management,
Was concerned with how to
structure jobs to maximize
efficiency and productivity.

The Human Relations Era
Emphasized keeping workers
happy, since “happy workers
were productive workers.”

HR Specialists
The 1964 Civil Rights Act and
other legal regulations made
hiring and promoting
employees more complex

Personnel Management.
Organizations grew and
created personnel

departments to work with
employees.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

1–6


HRM in the
Electronic Age
• Electronic technology has not drastically
affected how human resources are
managed, but certainly is affecting on how
HRM systems are delivered.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

1–7


• Emerging HR Challenges
 Financial crises
 Stress in employees’ lives
 Managing knowledge workers

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1–8

Beyond the Book:
HR Managers Advocate “No Lay-Off”
 Reasons for a “No Lay-Off” Policy
 Severance and re-hiring.
 Accrued vacation and sick day payouts.
 Pension and benefit payoffs.
 Potential lawsuits.
 Loss of institutional memory.
 Lack of staffers when economy rebounds.
 Survivors often suffer from stress.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

1–9


Goals of Human Resource Management

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1–10


Promoting Individual Growth
and Development
 Education
 Skills training
 Career development

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

1–11


HR Management as a
Staff Versus Line Function
• Line managers
 Are directly responsible for creating

goods and services.

• Staff managers
 Are responsible for supporting line

management’s efforts to achieve
organizational roles and objectives.

• Organizations have blurred this distinction.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

1–12


HRM in
Smaller
Organizations

• Small organizations use operating
managers to handle basic HR functions.
• Small independent businesses generally
operate in the same way as small

organizations.
• Very small organizations are exempt from
many legal regulations.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

1–13


HRM in
Larger
Organizations

• As an organization grows, a separate
HR unit becomes a necessity.
 At 200 to 250 employees, it establishes

a self-contained HR department.
 As growth continues, the HR department

develops into specialized departments.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

1–14


The HRM Function at Texas Instruments

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1–15


Human Resource
Management System
An integrated and interrelated approach
to managing human resources that fully
recognizes the interdependence among
the various tasks and functions that
must be performed.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

1–16


A Systems-Based Perspective
• The HRM subsystem both affects and is
affected by other organizational
subsystems.
• Utility Analysis
 The attempt to measure, in objective terms,

the impact and effectiveness of HRM
practices in terms of metrics such as a firm’s
financial performance.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

1–17


A Systems View of HRM

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1–18


Beyond the Book:
Managing Change in Organizations
 Key elements in successfully engineering change:
 Link the change through the business strategy
 Create quantifiable benefits
 Engage key employees and suppliers early
 Integrate required behavior changes
 Lead clearly and consistently
 Invest to implement a sustained change
 Communicate continually
 Sell commitment to the change
© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

1–19


HRM as a Center for Expertise

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1–20


• Careers in HR are expected
to continue to grow.
• How to enter the HR field:
 Earn a degree—a master of
science or MBA in HR.
 Seek an entry level job, and
become a line manager.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

1–21