HUMAN RESOURCE

MANAGEMENT
1–2
1–3
1–4
1–5
Planning:
Planning is necessary to give the
organization its goals and directions to
establish best procedure to reach the
goals. Planning staff levels requires that
an assessment of present and future
needs of the organization be compared
with present resources and future
predicted resources. Appropriate steps
then be planned to bring demand and
supply into balance.
1–6
Organizing After objectives have been
established and plans been developed
then personnel manager must design and
develop organisation structure to carry
out various operations. Such as-
• Grouping of personnel activity
• Assignment of different groups of
activities to different individuals
• Delegation according to task assigned
• Co-ordination of activities of different
individuals.
1–7
1–8
Controlling Controlling
helps to evaluate and control
the performance of the
department in terms of
various operative functions
.

1–9
1–10
1–11
1–12
1–13
1–14
1–15
1–16
Industrial relations Good industrial relations, while a
recognizable and legitimate objective for an
organization, are difficult to define since a good system
of industrial relations involves complex relationships
between: (a) Workers (and their informal and formal
groups, i. e. trade union, organizations and their
representatives); (b) Employers (and their managers
and formal organizations like trade and professional
associations); (c) The government and legislation and
government agencies.

1–17
1–18
LEARNING OUTCOMES
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 responsibilities of line
and staff (HR) managers.
4. Outline the plan of this book.
 The Management Process

Planning

Controlling Organizing

Leading Staffing
 The Management Process
• Planning:
 Establishing goals and standards;
• Organizing:
 Giving each subordinate a special task;
• Staffing:
 Determining what type of people should be hired;
• Leading:
 Getting others to get the job done;
• Controlling:
 Setting standards such as sales quotas, quality standards or
production levels.
Human Resource Management at Work
• What Is Human Resource Management (HRM)?
 The process of acquiring, training, appraising, and compensating
employees, and of attending to their labor relations, health and
safety, and fairness concerns.
• Organization
 People with formally assigned roles who work together to
achieve the organization’s goals.
• Manager
 The person responsible for accomplishing the organization’s
goals, and who does so by managing the efforts of the
organization’s people.
Human Resource Management Processes

achievement

Fairness Training

Human
Resource
Management
Health and Safety (HRM) Appraisal

Labor Relations Compensation

Personnel Aspects of a Manager’s Job
• Conducting job analyses
• 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
What a manager should know about:
• Equal opportunity and affirmative action
• Employee health and safety
• Handling grievances and labor relations
Why is Human Resource Management
Important to All Managers?
• Perhaps it’s easier to answer this by listing some of the
personnel mistakes you don’t want to make while
managing.
• Hire the wrong person for the job
• Experience high turnover
• Have your people not doing their best
• Waste time with useless interviews
• Have your firm in court because of discriminatory actions
• Have some employees think their salaries are unfair and
inequitable relative to others in the organization
• Allow a lack of training to undermine your department’s
effectiveness
• Commit any unfair labor practices
Line and Staff Aspects of HRM
• Line Authority
 Gives managers the right (or authority) to issue orders to
other managers or employees.
 It creates superior-subordinate relationship.
• Staff Authority
 Gives the manager the right to advise other managers or
employees.
 It creates an advisory relationship.
Line and Staff Aspects of HRM
Line and Staff Aspects of HRM
• Line Manager
 Is authorized (has line authority) to direct the work of
subordinates and is responsible for accomplishing the
organization’s tasks.
• Staff Manager
 Assists and advises line managers.
 Has functional authority to coordinate personnel activities
and enforce organization policies.

 Human resource managers are usually staff managers.

 They assist and advise line managers with recruiting, hiring,
and compensation.
 However, line managers still have human resource duties.
Line Managers’ HRM Responsibilities
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. Gaining creative cooperation and developing smooth
working relationships
6. Interpreting the firm’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining department morale
10. Protecting employees’ health and physical condition
 Human Resource Managers’ Duties

Functions of
HR Managers

Line Function Coordinative Staff Functions

Line Authority Function Staff Authority
Implied Authority Functional Authority Innovator/Advocacy
Human Resource Managers’ Duties
• Line Function
 An HR manager directs the activities of the people in the HR
department.
• Coordinative Function
 An HR manager coordinates organizational-wide personnel
activities
• Staff Function
 An HR manager provides HRM assistance and advice to line
managers.
 Human Resource Specialties

Recruiter

Labor relations
specialist EEO coordinator
Human
Resource
Specialties
Training specialist Job analyst

Compensation
manager
Human Resource Specialties
• 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 union–management relations.
 Trends Shaping Human Resource
Management

Globalization
and Competition
Trends

Indebtedness
(“Leverage”) and Technological
Deregulation Trends
Trends in HR
Management
Workforce and
Trends in the
Demographic
Nature of Work
Trends

Economic
Challenges and
Trends
FIGURE 1–4 Trends Shaping Human Resource Management
Trends in the Nature of Work

Changes in How We Work

High-Tech Service Knowledge Work

Jobs Jobs and Human Capital
Managing Ethics
• Ethics
 Standards that someone uses to decide
what his or her conduct should be
• HRM-related Ethical Issues
 Workplace safety
 Security of employee records
 Employee theft
 Affirmative action
 Comparable work
 Employee privacy rights
FIGURE 1–10 Strategy and the Basic Human Resource Management Process
KEY TERMS

organization
manager
management process
human resource management (HRM)
authority
line authority
staff authority
line manager
staff manager
functional authority
globalization
human capital