加里德斯勒_人力资源管理.pptx

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1、PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West AlabamaChapter 1Chapter 1Introduction to Introduction to Human Resource Human Resource ManagementManagementPart One|IntroductionPart One|IntroductionCopyright 2011 Pears

2、on Education,Inc.Copyright 2011 Pearson Education,Inc.publishing as Prentice Hallpublishing as Prentice HallCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall12WHERE WE ARE NOWWHERE WE ARE NOWCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall131.1.Explain what human resou

3、rce management is and how Explain what human resource management is and how it relates to the management process.it relates to the management process.2.2.Show with examples why human resource management Show with examples why human resource management is important to all managers.is important to all

4、 managers.3.3.Illustrate the human resources responsibilities of line Illustrate the human resources responsibilities of line and staff(HR)managers.and staff(HR)managers.4.4.Briefly discuss and illustrate each of the important Briefly discuss and illustrate each of the important trends influencing h

5、uman resource management.trends influencing human resource management.5.5.List and briefly describe important trends in human List and briefly describe important trends in human resource management.resource management.6.6.Define and give an example of evidence-based human Define and give an example

6、of evidence-based human resource management.resource management.7.7.Outline the plan of this book.Outline the plan of this book.LEARNING OUTCOMESCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall14Human Resource Management at Work What Is Human Resource Management(HRM)?What Is Human Re

7、source Management(HRM)?The process of acquiring,training,appraising,and compensating The process of acquiring,training,appraising,and compensating employees,and of attending to their labor relations,health and employees,and of attending to their labor relations,health and safety,and fairness concern

8、s.safety,and fairness concerns.OrganizationOrganizationPeople with formally assigned roles who work together to People with formally assigned roles who work together to achieve the organizations goals.achieve the organizations goals.ManagerManagerThe person responsible for accomplishing the organiza

9、tions The person responsible for accomplishing the organizations goals,and who does so by managing the efforts of the goals,and who does so by managing the efforts of the organizations people.organizations people.Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall15The Management Proces

10、sPlanningOrganizingLeadingStaffingControllingCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall16Human Resource Management ProcessesAcquisitionTrainingAppraisalCompensationLabor RelationsHealth and SafetyFairnessHuman Resource Management(HRM)Copyright 2011 Pearson Education,Inc.publish

11、ing as Prentice Hall17Personnel Aspects of a Managers Job Conducting job analyses Conducting job analyses Planning labor needs and recruiting job candidatesPlanning labor needs and recruiting job candidates Selecting job candidatesSelecting job candidates Orienting and training new employeesOrientin

12、g and training new employees Managing wages and salariesManaging wages and salaries Providing incentives and benefitsProviding incentives and benefits Appraising performanceAppraising performance Communicating Communicating Training and developing managersTraining and developing managers Building em

13、ployee commitmentBuilding employee commitmentCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall18Personnel Mistakes Hire the wrong person for the jobHire the wrong person for the job Experience high turnoverExperience high turnover Have your people not doing their bestHave your people

14、not doing their best Waste time with useless interviewsWaste time with useless interviews Have your firm in court because of discriminatory actionsHave your firm in court because of discriminatory actions Have your firm cited by OSHA for unsafe practicesHave your firm cited by OSHA for unsafe practi

15、ces Have some employees think their salaries are unfair and Have some employees think their salaries are unfair and inequitable relative to others in the organizationinequitable relative to others in the organization Allow a lack of training to undermine your departments Allow a lack of training to

16、undermine your departments effectivenesseffectiveness Commit any unfair labor practicesCommit any unfair labor practicesCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall19Basic HR Concepts The bottom line of managing:The bottom line of managing:Getting resultsGetting results HR create

17、s value by engaging in activities HR creates value by engaging in activities that produce the employee behaviors that that produce the employee behaviors that the organization needs to achieve its the organization needs to achieve its strategic goals.strategic goals.Looking ahead:Using evidence-base

18、d Looking ahead:Using evidence-based HRM to measure the value of HR activities HRM to measure the value of HR activities in achieving those goals.in achieving those goals.Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall110Line and Staff Aspects of HRM Line ManagerLine ManagerIs autho

19、rized(has line authority)to direct the work of Is authorized(has line authority)to direct the work of subordinates and is responsible for accomplishing the subordinates and is responsible for accomplishing the organizations tasks.organizations tasks.Staff ManagerStaff ManagerAssists and advises line

20、 managers.Assists and advises line managers.Has functional authority to coordinate personnel activities Has functional authority to coordinate personnel activities and enforce organization policies.and enforce organization policies.Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall111L

21、ine Managers HRM Responsibilities1.1.Placing the right person on the right jobPlacing the right person on the right job2.2.Starting new employees in the organization(orientation)Starting new employees in the organization(orientation)3.3.Training employees for jobs that are new to themTraining employ

22、ees for jobs that are new to them4.4.Improving the job performance of each personImproving the job performance of each person5.5.Gaining creative cooperation and developing smooth Gaining creative cooperation and developing smooth working relationshipsworking relationships6.6.Interpreting the firms

23、policies and proceduresInterpreting the firms policies and procedures7.7.Controlling labor costsControlling labor costs8.8.Developing the abilities of each personDeveloping the abilities of each person9.9.Creating and maintaining department moraleCreating and maintaining department morale10.10.Prote

24、cting employees health and physical conditionProtecting employees health and physical conditionCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall112Human Resource Managers DutiesLine FunctionLine AuthorityImplied AuthorityStaff FunctionsStaff AuthorityInnovator/AdvocacyFunctions ofHR M

25、anagersCoordinative FunctionFunctional AuthorityCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall113FIGURE 11Human Resources Organization Chart for a Large OrganizationCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall114FIGURE 12Human Resources Organization Chart for a

26、Small CompanyCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall115Human Resource SpecialtiesRecruiterEEO coordinatorLabor relations specialistTraining specialistJob analystCompensation managerHuman Resource SpecialtiesCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall116N

27、ew Approaches to Organizing HRTransactional HR groupCorporate HR groupEmbeddedHR unitNew HR Services GroupsCenters of ExpertiseCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall117Trends Shaping Human Resource ManagementGlobalization and Competition TrendsTechnological TrendsIndebtedne

28、ss(“Leverage”)and DeregulationTrends in the Nature of WorkWorkforce and Demographic TrendsEconomic Challenges and TrendsTrends in HR ManagementCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall118FIGURE 14Trends Shaping Human Resource ManagementCopyright 2011 Pearson Education,Inc.publ

29、ishing as Prentice Hall119FIGURE 15Employment Exodus:Percent of employers who said they planned as of 2008 to offshore a number of these jobsCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall120Trends in the Nature of WorkHigh-Tech JobsService JobsChanges in How We WorkKnowledge Work a

30、nd Human CapitalCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall121TABLE 11Demographic Groups as a Percent of the Workforce,19862016Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall122Workforce and Demographic TrendsDemographic TrendsGeneration“Y”RetireesNontraditional

31、 WorkersTrends Affecting Human ResourcesCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall123FIGURE 16Gross National Product(GNP)Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall124FIGURE 17Case-Shiller Home Price IndexesCopyright 2011 Pearson Education,Inc.publishing as

32、 Prentice Hall125Important Trends in HRMThe New HR ManagersHigh-Performance Work SystemsStrategic HRMEvidence-Based HRMManaging EthicsHR CertificationHuman Resource Management TrendsCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall126Meeting Todays HRM ChallengesFocus more on“big pict

33、ure”(strategic)issuesFind new ways to provide transactional servicesThe New Human Resource ManagersAcquire broader business knowledge and new HRM proficienciesCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall127TABLE 12Some Technological Applications to Support HRTechnology How Used b

34、y HR Application service providers(ASPs)and technology outsourcing ASPs provide software application,for instance,for processing employment applications.The ASPs host and manage the services for the employer from their own remote computersWeb portals Employers use these,for instance,to enable employ

35、ees to sign up for and manage their own benefits packages and to update their personal information Streaming desktop video Used,for instance,to facilitate distance learning and training or to provide corporate information to employees quickly and inexpensively Internet-and network-monitoring softwar

36、e Used to track employees Internet and e-mail activities or to monitor their performance Electronic signatures Legally valid e-signatures that employers use to more expeditiously obtain signatures for applications and record keeping Electronic bill presentment and payment Used,for instance,to elimin

37、ate paper checks and to facilitate payments to employees and suppliers Data warehouses and computerized analytical programs Help HR managers monitor their HR systems.For example,they make it easier to assess things like cost per hire,and to compare current employees skills with the firms projected s

38、trategic needs Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall128FIGURE 18Effects CFOs Believe Human Capital Has on Business OutcomesCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall129High-Performance Work SystemsIncrease productivity and performance by:Increase prod

39、uctivity and performance by:Recruiting,screening and hiring more effectivelyRecruiting,screening and hiring more effectivelyProviding more and better trainingProviding more and better trainingPaying higher wagesPaying higher wagesProviding a safer work environmentProviding a safer work environmentLi

40、nking pay to performanceLinking pay to performanceCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall130Evidence-Based HRMActual measurementsExistingdataProviding Evidence for HRM Decision MakingResearch studiesCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall131Managing

41、Ethics EthicsEthicsStandards that someone uses to decide Standards that someone uses to decide what his or her conduct should bewhat his or her conduct should be HRM-related Ethical IssuesHRM-related Ethical IssuesWorkplace safetyWorkplace safetySecurity of employee recordsSecurity of employee recor

42、dsEmployee theftEmployee theftAffirmative actionAffirmative actionComparable workComparable workEmployee privacy rightsEmployee privacy rightsCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall132HR Certification HR is becoming more professionalized.HR is becoming more professionalized.

43、Society for Human Resource Management(SHRM)Society for Human Resource Management(SHRM)SHRMs Human Resource Certification Institute(HRCI)SHRMs Human Resource Certification Institute(HRCI)vvSPHR(Senior Professional in HR)certificateSPHR(Senior Professional in HR)certificatevvGPHR(Global Professional i

44、n HR)certificateGPHR(Global Professional in HR)certificatevvPHR(Professional in HR)certificatePHR(Professional in HR)certificateCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall133The Plan of This Book:Basic Themes HRM is the responsibility of every manager.HRM is the responsibility o

45、f every manager.The workforce is becoming increasingly diverse.The workforce is becoming increasingly diverse.Current economic challenges require that HR managers Current economic challenges require that HR managers develop new and better skills to effectively and efficiently develop new and better

46、skills to effectively and efficiently deliver and manage HR services.deliver and manage HR services.The intensely competitive nature of business today The intensely competitive nature of business today means human resource managers must defend their means human resource managers must defend their pl

47、ans and contributions in measurable terms.plans and contributions in measurable terms.Copyright 2011 Pearson Education,Inc.publishing as Prentice Hall134FIGURE 110 Strategy and the Basic Human Resource Management ProcessCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall135K E Y T E R M

48、 Sorganizationmanagermanagement processhuman resource management(HRM)authorityline authoritystaff authorityline managerstaff managerfunctional authorityglobalizationhuman capitalCopyright 2011 Pearson Education,Inc.publishing as Prentice Hall136All 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.