Professional Documents
Culture Documents
12th Edition
Chapter 1
Introduction
to Human
Resource
Management
GARY DESSLER
Johnasse Sebastian C.
Naval, RN
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as employees
as managers
Potential future roles as HR professionals
Impact of HRM on organizations
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Manager
The person responsible for accomplishing
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Controlling
Leading
Organizing
Staffing
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Training
Fairness
Health and
Safety
Labor
Relations
Human
Resource
Managem
ent (HRM)
Appraisal
Compensat
ion
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Personnel Aspects of a
Conducting job Job
analyses
Managers
Planning labor needs and recruiting job
candidates
Selecting job candidates
Orienting and training new employees
Managing wages and salaries
Providing incentives and benefits
Appraising performance
Communicating
Training and developing managers
Building employee commitment
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Basic HR Concepts
The bottom line of managing:
Getting results
HR creates value by engaging in activities
that produce the employee behaviors that
the organization needs to achieve its
strategic goals.
Looking ahead: Using evidence-based HRM
to measure the value of HR activities in
achieving those goals.
*Hiring the right people for the right jobs and motivating,
appraising, and developing them will likely get the
results you are seeking. Remember that success
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Line authority
The
Staff Authority
Staff Authority gives the manager right (authority)
Functional Authority
The authority exerted by and HR Manager as
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Staff Manager
Assists and advises line managers.
Has functional authority to
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Coordinative
Function
Functional
Authority
Staff
Functions
Staff Authority
Assist &
Advise
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A Coordinative Function
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Human
Resource
Specialtie
s
Compensat
ion
manager
EEO
coordinator
Job analyst
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*****
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.
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 unionmanagement relations.
Copyright 2011 Pearson Education
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Transaction
al HR
group
Corporate
HR group
Embedded
HR unit
Centers of
Expertise
124
Corporate HR
Embedded HR
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Trends in
HR
Managem
ent
Economic
Challenges
and Trends
Technological
Trends
Workforce and
Demographic
Trends
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High-Tech
Jobs
Service
Jobs
Knowledge
Work and
Human
Capital
128
Trends
Affecting
Human
Resources
Generation Y
Retirees
Nontraditional
Workers
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and
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by
parents who did not want to make the mistakes of the
previous generation , Generation Y is confident, ambitious
and achievement-oriented. They have high expectations
of their employers, seek out new challenges and are not
afraid to question authority. Generation Y wants
meaningful work and a solid learning curve.
Team-Oriented: As children, Generation Y participated
in team sports, play groups and other group activities.
They value teamwork and seek the input and affirmation
of others. Part of a no-person-left-behind generation,
Generation Y is loyal, committed and wants to be
included and involved.
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EvidenceBased HRM
Human
Resource
Manageme
nt Trends
HighPerformance
Work
Systems
Managing
Ethics
HR
Certification
134
Acquire
broader
business
knowledge
and new HRM
proficiencies
strategic
planning
135
High-Performance Work
Systems
Increase productivity and
performance by:
more effectively
Providing more and better training
Paying higher wages
Providing a safer work environment
Linking pay to performance
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Evidence-Based HRM
Providing Evidence
for HRM Decision
Making
Actual
measureme
nts
Existing
data
Research
studies
Managing Ethics
Ethics
Standards that someone uses
HR Certification
HR is becoming more professionalized.
Society for Human Resource
Management (SHRM)
SHRMs Human Resource Certification
Institute (HRCI)