PART ONE INTRODUCTION

A Framework for Human Resource Management 7e Gary Dessler (Solutions Manual All Chapters) 1 / 4

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1

PART ONE INTRODUCTION

C H A P T E R

T O n e

Managing Strategic Human Resources Today

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Lecture Outline Strategic Overview What is Human Resource Management?Why is HRM Important to all Managers and Why Should I Study this Book?Line and Staff Aspects of HRM Line Managers’ HR Management Responsibilities Organizing the HR Department’s Responsibilities Trends Influencing Human Resource Management Globalization Technological Advances The Nature of Work Service Jobs Human Capital Offshoring Demographic Trends Economic Challenges and Trends The New Human Resource Managers Human Resource Management Yesterday and Today Focus More on Strategic Big Picture Issues Use New Ways to Provide Transactional Service Take an Integrated “Talent Management” Approach to Managing Human Resources What is Talent Management?Manage Employee Engagement Measure HR Performance and Results Add Value Build High-Performance Work Systems Understand Evidence-Based HR Management Manage Ethics Have New Proficiencies HR Certification Strategic Human Resource Management Strategic Management Strategic Planning Basics Strategic Human Resource Management Tools

In Brief: This chapter explains

what Human Resource Management is, how it relates to the management process, and how it is changing in response to trends in the workplace. It illustrates how all managers can use HR concepts and techniques, HR’s role in strategic planning and improving the performance of organizations, the growing competencies required of HR managers, and the plan of the book.

Interesting Issues: Human

Resources play a key role in helping companies meet the challenges of emerging global competition. Strategic plans and objectives designed to lower costs, improve productivity, and increase organizational effectiveness are changing the way every part of the organization, including the HR department, does business.

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ANNOTATED OUTLINE

• What is Human Resource Management? — HR management refers to the

practices and policies needed to support the goals of the organization:

acquiring, training, appraising, and rewarding employees, and providing a safe, ethical, and fair work environment for them. The “people” or personnel aspects of management jobs involve conducting job analyses; planning labor needs and recruiting job candidates; selecting job candidates; orienting and training new employees; appraising performance, managing wages and salaries; providing incentives and benefits; communicating; training and developing managers and current employees; building employee commitment; and what every manager should know about equal opportunity, ethics, and affirmative action, and employee health, safety, and handling grievances and labor relations.

• Why Is HR Management Important to All Managers? — Managers

don’t want to make mistakes while managing, such as hiring the wrong person, having their company taken to court because of discriminatory actions, or committing unfair labor practices.

• Improve profits and performance – Every employee can help

improve profits and performance. Managers, especially, can make a difference by hiring, training, and creating an environment in which employees feel motivated to perform.

• You may spend some time as an HR manager within the

department. Many forward-thinking, profitable companies rotate managers, directors, and executives into and through different departments, especially HR. This gives the individual a chance to bring a significantly different perspective to the regular processes of a given department. And, if you think you will never become a manager, think again.

• HR for Entrepreneurs — Even if you plan on starting or working in a

start-up, most people graduating in the next few years will either work for a small business or create a small business of their own.

• Line and Staff Aspects of HRM — Although most firms have a human

resource department with its own manager, all managers tend to get involved in activities like recruiting, interviewing, selecting, and training.

• Line versus Staff Authority — Authority is the right to make decisions, to

direct the work of others, and to give orders. Line managers are authorized to direct the work of subordinates and issue orders. Their subordinates are generally involved in work that directly produces or sells the company’s product or service, like Sales or Manufacturing. Staff managers are authorized to assist and advise line managers in accomplishing their basic goals. The subordinates of staff managers are generally involved in work that supports the products or services, in departments like Purchasing or Quality Control. HR managers are generally staff managers.

1.Line-Staff HR Cooperation — HR and line managers share responsibility for most human resource activity.

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• Line Manager’s Human Resource Responsibilities — All supervisors are

responsible for aspects of HR/personnel tasks such as placement, training, controlling labor costs, protecting health and safety, and development of employees.

• Organizing the HR Department’s Responsibilities — The HR department

provides specialized assistance such as acting as a recruiter, EEO representative, job analyst, compensation manager, training specialist, or labor relations specialist.

• New Ways to Organize the HR Function — Employers are experimenting

with offering HR services in new ways. These include the transactional HR group, the corporate HR group, the embedded HR group, and the centers of expertise group.

II. Trends Influencing HR Management — Human Resource responsibilities have become broader and more strategic over time in response to a number of trends. The role of HR has evolved from primarily being responsible for hiring, firing, payroll, and benefits administration to a more strategic role in employee selection, training, and promotion, as well as playing an advisory role to the organization in areas of labor relations and legal compliance.Employers now rely on their employees’ motivation and performance to provide them with a competitive advantage.

• Globalization — Globalization refers to the tendency of firms to extend

their sales, ownership, and/or manufacturing to new markets abroad.Globalization of the world economy and other trends has triggered changes in how companies organize, manage, and use their HR departments. The rate of globalization continues to increase, and has several strategic implications for firms. More globalization means more competition, and more competition means more pressure to lower costs, make employees more productive, and do things better and less expensively.

• Technological Advances — Technology is changing everything and

changes in technology itself is increasing. Facebook recruiting is one example.

• The Nature of Work — Jobs are changing due to new technological

demands. Dramatic increases in productivity have allowed manufacturers to produce more with fewer employees. That’s why HR managers have recently listed “critical thinking/problem solving” and “information technology application” as the two skills most likely to increase in importance over the next five years.

• Service Jobs — Most newly created jobs in the U.S. are, and will

continue to be, in the service sector.

• Human Capital — Refers to the knowledge, education, training, skills,

and expertise of a firm’s workers. The HR function must employ more sophisticated and creative means to identify, attract, select, train, and motivate the required workforce.

• Offshoring — In the search for greater efficiencies, developing countries

and economics are prompting employers to export more jobs abroad.

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