Human Resource Management PDF

Human Resource Management ELEVENTH EDITION 1 GARY DESSLER Part 1 | Introduction Chapter 1 Introduction...

Human Resource Management ELEVENTH EDITION 1 GARY DESSLER Part 1 | Introduction Chapter 1 Introduction to Human Resource Management © 2008 Prentice Hall, Inc. All rights reserved. PowerPoint Presentation by Charlie Cook www.bzupages.com The University of West Alabama  After studying this chapter, you should be able to: Explain what human resource management is and how it relates to the management process. Give at least eight examples of how all managers can use human resource management concepts and techniques. Illustrate the human resources responsibilities of line and staff (HR) managers. Provide a good example that illustrates HR’s role in formulating and executing company strategy. Write a short essay that addresses the topic: Why metrics and measurement are crucial to today’s HR managers. Outline the plan of this book. © 2008 Prentice Hall, Inc. All rights reserved. 1–2 Human Resource Management at Work What Is 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. Loading… © 2008 Prentice Hall, Inc. All rights reserved. 1–3 Basic HR Concepts The bottom line of managing: Getting results HR creates value by engaging in activities that produce the employee behaviors that the company needs to achieve its strategic goals. © 2008 Prentice Hall, Inc. All rights reserved. 1–4 Line and Staff Aspects of HRM Line manager A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organization’s tasks. Staff manager Loading… A manager who assists and advises line managers. © 2008 Prentice Hall, Inc. All rights reserved. 1–5  Line Managers’ HRM Responsibilities Placing the right person on the right job Starting new employees in the organization (orientation) Training employees for jobs that are new to them Improving the job performance of each person Gaining creative cooperation and developing smooth working relationships Interpreting the firm’s policies and procedures Controlling labor costs Developing the abilities of each person Creating and maintaining department morale Protecting employees’ health and physical condition © 2008 Prentice Hall, Inc. All rights reserved. 1–6 High-Performance Work System Practices Employment security Selective hiring Extensive training Self-managed teams/decentralized decision making Reduced status distinctions Information sharing Contingent (pay-for-performance) rewards Transformational leadership Measurement of management practices Emphasis on high-quality work © 2008 Prentice Hall, Inc. All rights reserved. 1–7  customer are demanding high quality and customized products, employees are seeking flexible work arrangements, and employer are looking for ways to tap peoples creativity and interpersonal skills. Theses demands require that organization make full use of their people’s knowledge and skills. And skilled human resource management can help organization do this by helping organization gain and keep an advantage over competitors. By becoming HPWS © 2008 Prentice Hall, Inc. All rights reserved. 1–8  Security of confidential information. # Transformational leadership inspires people to achieve unexpected or remarkable results. It gives workers autonomy over specific jobs, as well as the authority to make decisions once they have been trained. Some of the basic characteristics of transformational leadership are inspirational, in that the leader can inspire workers to find better ways of achieving a goal; mobilization, because leadership can mobilize people into groups that can get work done, and morale, in that transformational leaders raise the well-being and motivation level of a group through excellent rapport. They are also good at conflict resolution. © 2008 Prentice Hall, Inc. All rights reserved. 1–9 Benefits of a High-Performance Work System (HPWS) Generate more job applicants Screen candidates more effectively Provide more and better training Link pay more explicitly to performance Provide a safer work environment Produce more qualified applicants per position Hiring based on validated selection tests Provide more hours of training for new employees Conduct more performance appraisals © 2008 Prentice Hall, Inc. All rights reserved. 1–10 Measuring HR’s Contribution The HR Scorecard Shows the quantitative standards, or “metrics” the firm uses to measure HR activities. Measures the employee behaviors resulting from these activities. Loading… Measures the strategically relevant organizational outcomes of those employee behaviors. © 2008 Prentice Hall, Inc. All rights reserved. 1–11 The Human Resource Manager’s Proficiencies New Proficiencies HR proficiencies Business proficiencies Leadership proficiencies Learning proficiencies © 2008 Prentice Hall, Inc. All rights reserved. 1–12 HR Certification HR is becoming more professionalized. Society for Human Resource Management (SHRM) SHRM’s Human Resource Certification Institute (HRCI) SPHR (senior professional in HR) certificate PHR (professional in HR) certificate © 2008 Prentice Hall, Inc. All rights reserved. 1–13 The Human Resource Manager’s Proficiencies (cont’d) Managing within the Law Equal employment laws Occupational safety and health laws Labor laws Managing Ethics Ethical lapses Sarbanes-Oxley in 2003 © 2008 Prentice Hall, Inc. All rights reserved. 1–14  Human Resource Management ELEVENTH EDITION 1 GARY DESSLER Part 1 | Introduction Chapter 2 Strategic Human Resource Management and th HR Scorecard © 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook All rights reserved. The University of West Alabama  After studying this chapter, you should be able to: Outline the steps in the strategic management process. Explain and give examples of each type of companywide and competitive strategy. Explain what a strategy-oriented human resource management system is and why it is important. Illustrate and explain each of the seven steps in the HR Scorecard approach to creating human resource management systems. © 2008 Prentice Hall, Inc. All rights reserved. 3–16 The Strategic Management Process Strategic Management The process of identifying and executing the organization’s mission by matching its capabilities with the demands of its environment. Strategy A chosen course of action. Strategic Plan How an organization intends to balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage over the long-term. © 2008 Prentice Hall, Inc. All rights reserved. 3–17 Business Vision and Mission Vision A general statement of an organization’s intended direction that evokes emotional feelings in organization members. Mission Spells out who the company is, what it does, and where it’s headed. © 2008 Prentice Hall, Inc. All rights reserved. 3–18  Types of Strategies Corporate-Level Strategies Vertical Geographic Diversification Consolidation Integration Expansion Strategy Strategy Strategy Strategy © 2008 Prentice Hall, Inc. All rights reserved. 3–19  Types of Strategies (cont’d) Business-Level/ Competitive Strategies Cost Leadership Differentiation Focus/Niche © 2008 Prentice Hall, Inc. All rights reserved. 3–20 Achieving Strategic Fit The “Fit” Point of View (Porter) All of the firm’s activities must be tailored to or fit the chosen strategy such that the firm’s functional strategies support its corporate and competitive strategies. Leveraging (Hamel and Prahalad) “Stretch” in leveraging resources—supplementing what you have and doing more with what you have— can be more important than just fitting the strategic plan to current resources. © 2008 Prentice Hall, Inc. All rights reserved. 3–21 Strategic Human Resource Management Strategic Human Resource Management The linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. Involves formulating and executing HR systems—HR policies and activities—that produce the employee competencies and behaviors that the company needs to achieve its strategic aims. © 2008 Prentice Hall, Inc. All rights reserved. 3–22  Strategic Human Resource Challenges Basic Strategic Challenges Corporate Expanded role of Increased HR team productivity and employees in the involvement in performance organization’s design of strategic improvement efforts performance efforts plans © 2008 Prentice Hall, Inc. All rights reserved. 2–23  Human Resource Management’s Strategic Roles Strategic Planning Roles Strategy Strategy Execution Formulation Role Role © 2008 Prentice Hall, Inc. All rights reserved. 3–24  Creating the Strategic Human Resource Management System Components of a Strategic HRM System Human Resource Employee Human Resource Policies and Behaviors and Professionals Practices Competencies © 2008 Prentice Hall, Inc. All rights reserved. 3–25 Creating an HR Scorecard The 10-Step HR Scorecard Process 1 Define the business strategy 6 Identify required HR policies and activities 2 Outline value chain activities 7 Create HR Scorecard 3 Outline a strategy map 8 Choose HR Scorecard measures Identify strategically required Summarize Scorecard measures 4 9 outcomes on digital dashboard 5 Identify required workforce 10 Monitor, predict, evaluate competencies and behaviors © 2008 Prentice Hall, Inc. All rights reserved. 3–26  Human Resource Management ELEVENTH EDITION 1 GARY DESSLER Part 2 | Recruitment and Placement Chapter 4 Job Analysis © 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook All rights reserved. The University of West Alabama  After studying this chapter, you should be able to: Discuss the nature of job analysis, including what it is and how it’s used. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation. Write job descriptions, including summaries and job functions, using the Internet and traditional methods. Write job specifications using the Internet as well as your judgment. Explain job analysis in a “jobless” world, including what it means and how it’s done in practice. © 2008 Prentice Hall, Inc. All rights reserved. 4–28  Methods of Collecting Job Analysis Information: 1. The Interview 2. Questionnaires 3. 4. Observation Participant Diary/Logs Loading… © 2008 Prentice Hall, Inc. All rights reserved. 4–29 Methods of Collecting Job Analysis Information: The Interview Information Sources Interview Formats Individual employees Structured (Checklist) Groups of employees Unstructured Supervisors with knowledge of the job Advantages Quick, direct way to find overlooked information Disadvantages Distorted information © 2008 Prentice Hall, Inc. All rights reserved. 4–30 Methods of Collecting Job Analysis Information: Questionnaires Information Source Advantages Have employees fill out Quick and efficient way to questionnaires to describe gather information from their job-related duties and large numbers of responsibilities employees Questionnaire Formats Disadvantages Structured checklists Expense and time Open-ended questions consumed in preparing and testing the questionnaire © 2008 Prentice Hall, Inc. All rights reserved. 4–31 Methods of Collecting Job Analysis Information: Observation Information Source Advantages Observing and noting the Provides first-hand physical activities of information employees as they go Reduces distortion of about their jobs information Disadvantages Time consuming Difficulty in capturing entire job cycle Of little use if job involves a high level of mental activity © 2008 Prentice Hall, Inc. All rights reserved. 4–32 Methods of Collecting Job Analysis Information: Participant Diary/Logs Information Source Advantages Workers keep a Produces a more chronological diary/ log of complete picture of the job what they do and the time Employee participation spent on each activity Disadvantages Distortion of information Depends upon employees to accurately recall their activities © 2008 Prentice Hall, Inc. All rights reserved. 4–33  Writing Job Descriptions Job Identification Job Job Specifications Summary Sections of a Typical Job Description Responsibilities and Working Conditions Duties Standards of Authority of the Performance Incumbent © 2008 Prentice Hall, Inc. All rights reserved. 4–34  Writing Job Specifications “What traits and experience are required to do this job well?” Specifications for Specifications Specifications Trained or Based on Based on Statistical Untrained Judgment Analysis Personnel © 2008 Prentice Hall, Inc. All rights reserved. 4–35  Job Analysis in a “Jobless” World Job Design: Specialization and Efficiency? Job Job Job Enlargement Rotation Enrichment © 2008 Prentice Hall, Inc. All rights reserved. 4–36  Job enlargement is an increase in job tasks and responsibilities to make a position more challenging. It is a horizontal expansion, which means that the tasks added are at the same level as those in the current position. Job rotation is the systematic movement of employees from one job to another within the organization to achieve various human resources objectives. Job enrichment is a management concept that involves assigning them additional responsibility normally reserved for higher level employees. redesigning jobs so that they are more challenging to the employee and have less repetitive work. © 2008 Prentice Hall, Inc. All rights reserved. 4–37  Job Analysis in a “Jobless” World (cont’d) Dejobbing the Organization Reengineering Flattening the Using Self-Managed Business Organization Work Teams Processes © 2008 Prentice Hall, Inc. All rights reserved. 4–38