Introduction To Human Resource Management: Gary Dessler

Gary Dessler
tenth edition
Chapter 1 Part 1 Introduction
Introduction to
Human Resource Management
© 2005 Prentice Hall Inc. PowerPoint Presentation by Charlie Cook
All rights reserved. The University of West Alabama
HRM
 All employees/individuals engaged in any
organizational activity regardless of their level.
 Process of making effective and efficient use of
human resources to achieve the organizational
goals.
 It is process of acquiring, training, developing,
appraising, compensating, and providing
benefits and motivating employees and also
ensure their safety.
The Manager’s Human Resource
Management Jobs
 Management process
– The five basic functions of planning, organizing,
staffing, leading, and controlling.
 Human resource management (HRM)
– The policies and practices involved in carrying out
the “people” or human resource aspects of a
management position, including recruiting,
screening, training, rewarding, and appraising.
© 2005 Prentice Hall Inc. All rights reserved. 1–3

Management process
 Planning: The process of formulating goals and

developing ways to achieve them.
 Organizing: The process of creating the framework
for developing and assigning task.
 Staffing: Determining what type of people hire?
Selecting employees, setting performance,
compensating employees, evaluating performance,
counseling employees, T&D.
 Leading: The process of influencing and motivating.
 Controlling: The process of monitoring and
regulating.

Duties of HR Manager
 Conducting job analyses (determining the nature of each
employee’s job)
 Planning labor needs and recruiting job candidates
 Selecting job candidates
 Orienting and training new employees
 Managing wages and salaries (compensating employees)
 Providing incentives and benefits
 Appraising performance
 Communicating (interviewing, counseling, disciplining)
 Training and developing managers

Personnel Mistakes
 Hire the wrong person for the job
 Experience high turnover
 Have your people not doing their best
 Waste time with useless interviews
 Have your company in court because of discriminatory actions
 Have your company cited for unsafe practices
 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

Basic HR Concepts
 Line manager
– A manager who is authorized to direct the work of
subordinates and is responsible for accomplishing
the organization’s tasks.
 Staff manager
– A manager who assists and advises line managers.

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 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

HR and Authority
 Authority
– The right to make decisions, direct others’ work,
and give orders.
 Implied authority
– The authority exerted by an HR manager by virtue
of others’ knowledge that he or she has access to
top management.
 Line authority
– Line authority gives managers the right or
authority to issue orders to other managers.
– Staff authority gives the managers the right or
authority to advice other line managers.
Functions of the HR Manager
 A line function
– The HR manager directs the activities of the
people in his or her own department.
 A coordinative function
– HR managers also coordinate personnel activities,
a duty often referred to as functional control.
 Staff (assist and advise) functions
– Assisting and advising line managers is the heart
of the HR manager’s job.

Employee Advocacy
 HR must take responsibility for:
– Clearly defining how management should be
treating employees.
– Making sure employees have the mechanisms
required to contest unfair practices.

HR Specialities
 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.

Examples of HR Job Duties (cont’d)
 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.

HR Department Organizational Chart (Large Company)
Figure 1–1
Source: Adapted from BNA Bulletin to Management, June 29, 2000.
HR Organizational Chart (Small Company)
Figure 1–2
A Changing HR Environment
 Globalization
 Technological Advances
 Workforce Demographics
 Globalization:
the tendency of firms
to extend their sales, ownership
manufacturing to new markets
abroad.

The Changing Role Of HRM
 Strategy
– The company’s long-term plan for how it will
balance its internal strengths and weaknesses
with its external opportunities and threats to
maintain a competitive advantage.
• HR managers today are more involved in partnering with
their top managers in both designing and implementing
their companies’ strategies.

The Changing Role Of HRM
 Strategic Human Resource Management:
SHRM means formulating and executing HR
policies and practices that produce the
employee competencies and behaviors the
company needs to achieve its strategic aims.
High-Performance Work System:
A high-performance work system is an
integrated set of human resources
management policies and practices that
together produce superior employee
performance.
Measuring HR’s Contribution
 The HR Scorecard
– Measures the HR functions effectiveness and
efficiencies in producing employee behaviors
needed to achieve company’s strategic goals.

The New HR Manager
 New Proficiencies
– HR proficiencies
– Business proficiencies
– Leadership proficiencies
– Learning proficiencies

The New HR Manager (cont’d)
 The Need to “Know Your Employment Law”
– Equal employment laws
– Occupational safety and health laws
– Labor laws

Strategy and the Basic HR Process
Figure 1–8

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Gary Dessler

Chapter 1 Part 1 Introduction

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 Planning: The process of formulating goals and

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