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1
Introduction to Human
Resource Management
 Learning Objectives

1. Explain what human resource management is and how it relates

to the management process.
2. Briefly discuss and illustrate each of the important trends
influencing human resource management.
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3. List and briefly describe important traits of today’s human
resource managers.
4. Describe four important human resource manager
competencies
 Explain what human
resource management
is and how it relates to
the management
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process.
HUMAN RESOURCE MANAGEMENT AT
WORK
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.
Most experts agree that managing involves five
functions: planning, organizing, staffing, leading,
and controlling. In total, these functions represent
the management process. Some of the specific
activities involved in each function
include:
managing involves five functions:
Planning. Establishing goals and standards; developing rules and
procedures; developing plans and forecasting.
Organizing. Giving each subordinate a specific task; establishing
departments; delegating authority to subordinates; establishing
channels of authority and communication; coordinating subordinates
work.
Staffing. Determining what type of people you should hire; recruiting
prospective employees; selecting employees; training and developing
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employees; setting performance standards; evaluating performance;
counseling employees; compensating employees.
Leading. Getting others to get the job done; maintaining morale;
motivating subordinates.
Controlling. Setting standards such as sales quotas, quality standards,
or production levels; checking to see how actual performance compares
with these standards; taking corrective action, as needed.
Management process : the five basic functions of planning,
organizing , staffing, leading, and controlling.
Human Resource Management Part of total management process
 HUMAN RESOURCE MANAGEMENT
(HRM)

In this book, we are going to focus on one of these functions the staffing,
personnel management, or human resource management (HRM) function.

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.

For our purposes, we will focus our efforts on basic staffing functions.
These include:
 Acquiring talented employees
 Training new hires and existing managers and employees
 Creating and administering effective performance appraisals
 Properly compensating employees
 Attending to concerns about labor relations, health, safety, and fairness
 PERSONNEL ASPECTS OF A
MANAGER’S JOB
• 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
• Building employee commitment
And 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?
• No manager wants to:
 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 taken to court because of your discriminatory actions
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 Have your company cited under federal occupational safety laws for unsafe practices
 Have some employees think their salaries are unfair relative to others in the
organization
 Allow a lack of training to undermine your department’s effectiveness
 Commit any unfair labor practices
You May Spend Some Time as an HR Manager
 IMPORTANCE OF HRM

• The bottom line of managing : Getting results

• HR creates value and plays an essential role in achieving the organization’s
strategic goals.
• One of the important reasons of success is hiring the right people for the right
job ( motivate , appraise , and develop them).
• With the current intensified global competition, technological advances , and the
changing nature of work ; the importance of HRM increases and becomes an
essential factor of any organization’s success.
Remember that you can do everything else right as a manager—lay brilliant plans,
draw clear organization charts, set up world-class assembly lines, and use
sophisticated accounting controls—but still fail, by hiring the wrong people or by
not motivating subordinates. On the other hand, many managers—presidents,
generals, governors, supervisors—have been successful even with inadequate
plans, organization, or controls. They were successful because they had the knack
of hiring the right people for the right jobs and motivating, appraising, and
developing them.
 LINE AND STAFF ASPECTS OF HUMAN
RESOURCE MANAGEMENT
• All managers are, in a sense, human resource managers ,
because they all get involved in recruiting, interviewing,
selecting, and training their employees. Yet most firms also
have human resource departments with their own top
managers . How do the duties of this human resource
manager and department relate to the human resource
duties of sales and production and other managers?
Answering this requires a short definition of line versus
staff authority.
 LINE AND STAFF ASPECTS OF
HRM
Authority: is the right to make decisions, to direct the work of others,
and to give orders. Managers usually distinguish between line
authority and staff authority.
Line authority: gives managers the right (or authority) to issue orders
to other managers or employees. It creates a superior(order giver)-
subordinate(order receiver) relationship.
When the vice president of sales tells her sales director to get the
sales presentation ready by Tuesday, she is exercising her line
authority.
Staff authority: gives the manager the right (authority) to advise
other managers or employees. It creates an advisory relationship.
When the human resource manager suggests that the plant manager
use a particular selection test, he or she is exercising staff authority.
Line managers have line authority, staff managers have staff authority
 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.
• Their subordinates are generally involved in work that directly produces or sells
the company’s product or service, like Sales or Manufacturing. (Sales,
production, and operations departments generally are considered line
functions).
• Staff Manager
• Assists and advises line managers in accomplishing their basic goals.
• Their subordinates are generally involved in work that supports the products or
services, in departments like Purchasing, or Quality Control or HRM.(Staff
departments include finance, accounting also )
• they cant issue orders down the chain of command (except in their own
departments)
• Human resource managers are usually staff managers. they assist
and advise line managers in areas like recruiting, hiring, and
 LINE MANAGERS’ HRM
RESPONSIBILITIES
However, line managers still have many human resource duties. This is because the
direct handling of people has always been part of every line manager s duties, from
president down to first-line supervisors
line managers still have human resource duties
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

In small organizations, line managers may carry out all these personnel
tasks unassisted. But as the organization grows, they need the assistance,
specialized knowledge, and advice of a separate human resource staff. The
human resource department provides this specialized assistance.

Functions of
HR Managers

Line Function Coordinative Staff Functions

Line Authority Function Staff Authority
Implied Authority Functional Authority Innovator/Advocacy
 HUMAN RESOURCE MANAGERS’ DUTIES- CONTINUE

1. A line function: the human resource manager directs the

activities of the people in his or her own department and in
related services. In other words he exerts line authority within
the HR department. While they generally can’t use line
authority outside, they are likely to apply implied authority.
2. A coordinative function: human resource managers also
coordinate personnel activities, a duty often referred to as
functional authority ( or functional control). Here he or she
ensures that line managers are implementing the firms human
resource policies and practices (for example , adhering to its
sexual harassment policies).
 HUMAN RESOURCE MANAGERS’
DUTIES- CONTINUE
3. Staff ( assist and advise) functions.
Assisting and advising line managers is the heart of the HR
manager’s job.
• HR advises the CEO to better understand the personnel aspects of
the company’s strategic options.
• HR assists in hiring, training, evaluating, rewarding, counseling,
promoting, and firing employees.
• HR administers benefit programs (health and accident insurance,
retirement and vacation).
• HR carries out an innovator role, by providing up-to-date
information on current trends and new methods for better utilizing
the company’s employees, or human resources.
• HR plays an employee advocacy role, by helping to define how
management should be treating employees.
 COOPERATIVE LINE AND STAFF HR
MANAGEMENT
• Cooperative Line and Staff HR Management: An Example Line
managers and human resource managers share responsibility for most
human resource management activities. For example, in recruiting and
hiring, the line manager describes the qualifications employees need
to fill specific positions. Then the human resource team develops
sources of qualified applicants and conducts initial screening
interviews. They administer the appropriate tests. Then they refer the
best applicants to the line manager, who interviews and selects the ones
he or she wants. In training, the line manager again describes what he
or she expects the employee to be able to do. Then the human
resource team devises a training program, which the line manager
may then administer.
 Organizing the Human Resource
Department’s Responsibilities

• Size of HR reflects the company’s size

Director of1 Human

Resources

Human Compensation Recruiting and

Resource and Benefits Selection
Assistant manager manager
FIGURE 1–1 Human Resources Organization Chart for a Large Organization

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Organizing the Human Resource Department’s Responsibilities

human resource management specialties include:

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
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employee benefits program.
Training specialists. Plan, organize, and direct training activities.
Labor relations specialists. Advise management on all aspects of union-
management relations.
At the other extreme, the human resource team for a small manufacturer
may contain just five or six (or fewer) staff.
There is generally about one human resource employee per 100
company employees.
Many employers are changing how they organize their human resource
functions. For example, some employers create
transactional HR teams. These teams provide specialized support in
day-to-day HR activities (such as changing benefits ), usually through
centralized call centers and through outside vendors
Specialized corporate HR teams assist top management in top-level
issues such as developing the personnel aspects of the company’s long-
term strategic plan. 1
Embedded HR teams have HR generalists (also known as “relationship
managers” or “HR business partners”) assigned to functional departments
like sales and production. They provide the selection and other assistance
the departments need.
Centers of expertise are like specialized HR consulting firms within the
company. For example, one might provide specialized advice in
organizational change to the company’s department managers.
Briefly discuss and illustrate
each of the important trends
influencing
1
human
resource management.
 Trends in Human Resource

Management
• Technological advances
• Globalization and competition
• Trends in the nature 1of work
• Demographic and workforce trends
• Economic challenges and trends
TRENDS IN HUMAN RESOURCE
MANAGEMENT
Technological Trends
• Technology dramatically changed how human resource
managers do their jobs. LinkedIn and Facebook
recruiting are examples.
• Internet-based distribution systems have enabled firms
to become more competitive.
• HR faces the challenge of quickly applying technology
to the task of improving its own operations.
TRENDS IN HUMAN RESOURCE
MANAGEMENT
Globalization Trends:
Globalization refers to the tendency of firms to extend their
sales, ownership, and/or manufacturing to new markets
abroad. Globalization of the world economy and other
trends has triggered changes in how companies organize,
manage and use their HR departments. The rate of
globalization continues to be high, and has several
strategic implications for firms.
More globalization means more competition, and more
competition means more pressure to lower costs, make
employees more productive, and do things better and less
expensively.
TRENDS IN HUMAN RESOURCE
MANAGEMENT

• Trends in the nature of work

Changes in How We
Work

Knowledge Work
High-Tech Service
and Human
Jobs Jobs
Capital
TRENDS IN THE NATURE OF WORK- CONTINUE

1.High-Tech Jobs :more jobs have gone high tech, requiring

workers to have more education and skills. Even traditional
blue collar jobs require more math, reading, writing and
computer skills than ever before.

2.Service Jobs : most newly created jobs are and will continue
to be in the service sector.

3. Human Capital :refers to the knowledge, education, training,

skills, and expertise of a firm’s workers .The HR function must
employ more sophisticated and creative means to identify,
attract, select, train and motivate the required work force.
 TRENDS IN HUMAN RESOURCE
MANAGEMENT
Demographic and Workforce Trends
Demographic :The U.S. workforce is also becoming older and more multiethnic
Retirees Many employers call “the aging workforce” their biggest demographic threat.
The problem is that there aren’t enough younger workers to replace the projected
number of older workers retiring.
Nontraditional Workers At the same time, work is shifting to nontraditional workers.
Nontraditional workers are those who hold multiple jobs, or who are “temporary” or
part-time workers, or those working in alternative arrangements (such as a mother–
daughter team sharing one clerical job). Others serve as “independent contractors”
on projects. Almost 10% of American workers—13 million people—fit this
nontraditional workforce category.
WORKERS FROM ABROAD With retirements triggering projected workforce
shortfalls, many employers are hiring foreign workers for U.S. jobs. The H-1B visa
program lets U.S. employers recruit skilled foreign professionals to work in the United
States when they can’t find qualified American workers. U.S. employers bring in about
TRENDS IN HUMAN RESOURCE
MANAGEMENT
Economic Challenges and Trends It’s doubtful that the
factors that drove economic growth for the previous 50
years will continue unabated. That may mean slower
growth for many countries, perhaps for years. This means
challenging times ahead for employers. The challenging
times mean that for the foreseeable future—and even well
after things turn positive—employers will be more frugal
and creative in managing their human resources than
perhaps they’ve been in the past.
 FIRST ASSIGNMENT
write an article about
The impact of Covid-19 on human resource
management
- from two to five pages
- three references at least
-font Times New Roman 12
- cover page
 List and briefly describe
important traits of today’s
human resource managers.
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The New Human Resource Manager

• Focus More on Strategy

• Focus on Improving Performance
• Measure HR Performance and Results
• Use Evidence-Based Human Resource Management
• They Add Value 1
• They Use New Ways to Provide HR Services
• They Take a Talent Management Approach
• They Manage Employee Engagement
• They Manage Ethics
• They Understand Their Human Resource Philosophy
• They Have New Competencies
 FOCUS MORE ON STRATEGY

Today ,employers face new challenges, such as squeezing more profits from operations .
Employers expect their human resource managers to have what it takes to address these
challenges. We can list some of characteristics of today’s human resource managers to deal
with these challenges .
Focus More on Strategy, Big Picture Issues; Today ‘s human resource managers are more
involved in longer term, strategic big picture issues.
• 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.
• Strategic Human Resource Management: means formulating and executing human resource policies and
practices that produce the employee competencies and behaviors the company needs to achieve its
strategic aims.
• HR managers should involved in partnering with their top managers in both designing and executing their
companies‘ strategies.
• today’s employers want their HR managers to put in place practices that will help the company achieve
its strategic aims. Employers want them to be the firms internal consultants, by identifying and
institutionalizing changes that help employees better contribute to the company s success, and by helping
top management formulate and execute its long-term plans.HR managers no longer just do everyday
transactional things like signing on new employees or changing their benefits plans.
• By follows three steps sequence : set the firm’s strategic aims pinpoint the employee behaviors and
skills we need to achieve these strategic aims Decide what HR policies and practices will enable us
to produce these necessary employee behaviors and skills .
 FOCUS ON IMPROVING PERFORMANCE

HR practices have a direct correlation to firm’s performance and profitability.

And uses three main levers to do so .
 HR department lever; by ensures that the HRM function is delivering its
services efficiently . For example managing with technology – Internet
and computer based systems are improving productivity. Additionally,
many HR tasks (payroll, reference checks, wellness programs, etc.) are
being outsourced to specialist service providers.
 Employee cost lever : for example advising top management about the
company’s staffing levels and setting and controlling the firm’s
compensation ,incentives , and benefits policies .
 Strategic results lever :Here the human resource manager puts in place
the policies and practices that produce superior employee performance
the company needs to achieve its strategic goals .for example Pre-
employment personality testing and increased training are just two HR
practices that can produce employees who perform better.
MEASURE HR PERFORMANCE AND RESULTS

Management expects HR to provide measurable,

benchmark-based evidence for its current
efficiency and effectiveness, and for the expected
efficiency and effectiveness of new or proposed
HR programs. Management expects solid,
quantified evidence that HR is contributing in a
meaningful and positive way to achieving the
firm’s strategic aims.
USE EVIDENCE-BASED HUMAN RESOURCE MANAGEMENT

• Basing decisions on evidence by using data, fact, scientific

rigor ,critical evaluation , and critically evaluated
research/case studies to support human resource
management proposals, decisions, practices, and
conclusions. Put simply, evidence-based human resource
management is the deliberate use of the best available
evidence in making decisions about the human resource
management practices you are focusing on. The evidence
may come from actual measurements you make (such as,
how did the trainees like this program?). It may come from
existing data (such as, what happened to company profits
after we installed this training program?)
 CONTINUE

• They Add Value: by boosting profits and performance in measurable ways.

“Adding value” means helping the firm and its employees improve in a measurable
way as a result of the human resource manager’s actions.
• They Use New Ways to Provide HR Services: today’s human resource managers
must be skilled at offering transactional HR services in innovative ways for
example, they outsource more benefits administration and safety training to outside
vendors. Facebook recruiting to recruit job applicants, online testing to prescreen
job applicants, and centralized call centers to answer HR-related inquiries from
supervisors
• They Take a Talent Management Approach: Talent management is the goal-
oriented and integrated process of planning, recruiting, developing, managing, and
compensating employees. It involves instituting a coordinated process for
identifying, recruiting, hiring, and developing high-potential employees.
• What does this mean in practice? For one thing, talent management means being
more focused in how you manage your company’s talent.
 CONTINUE

• They Manage Employee Engagement: defines engaged

employees as those who are mentally and emotionally invested
in their work and in contributing to an employer’s success.
Unfortunately , studies suggest that less than one-third of the
U.S. workforce is engaged . Today’s human resource managers
need the skills to foster and manage employee engagement.
• They Manage Ethics: Ethics means the standards someone
uses to decide what his or her conduct should be. Every
human resource manager (and line manager) needs to
understand the ethical implications of his or her employee-
related decisions(hiring children younger than 16, Workplace
safety , Security of employee records, Employee theft,
Comparable work ,Employee privacy rights)
 CONTINUE
• They Understand Their Human Resource Philosophy
People’s actions are always based in part on the basic assumptions they make .
This is true in regard to human resource management ( can they trusted ?Do
they dislike work ? Why do they act as they do ? How should they be treated ?
. They Have New Competencies: Adding value, strategizing, and using
technology all require that human resource managers have new competencies.
They still need proficiencies in human resource management functional areas
such as selection, training, and compensation. But they also require broader
business competencies. For example , human resource managers must speak
the CFOs language by proposing and explaining human resource plans in
measurable terms (such as return on investment), and be able to measure HRs
impact . To assist top management in formulating strategies, the human
resource manager must understand strategic planning ,marketing, production,
and finance. With companies grappling to adjust to competition, the human
resource manager must be skilled at formulating and implementing large-scale
organizational
changes, designing organizational structures and work processes, and at
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 Describe four important
Human Resource Manager
competencies.
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 Human Resource Manager’s
Competencies
• Strategic positioners
• Credible activists
• Capability builders 1

• Changes champions
• HR innovators and
integrators
• Technology proponents
Strategic positioners- for instance, by helping to create the
firm’s strategy.
Credible activists- for instance, by exhibiting the leadership and
other competencies that make them “both credible (respected,
admired, listened to) and active (offers a point of view, takes a
position, challenges assumptions).”
Capability builders- for instance, by creating a meaningful work
environment and aligning strategy, culture, practices, and
behavior. 1
Changes champions - for instance, by initiating and sustaining
change.
HR innovators and integrators- for instance, by developing
talent, and optimizing human capital through workforce
planning and analytics.
Technology proponents-for instance, by connecting people
through technology.
 Human Resource
Manager’s Competencies
o HR managers use certification to show their
mastery of modern human resource
management knowledge, HR is becoming
more professionalized.
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SHRM’s Human Resource Certification Institute (HRCI)
The HR Certification Institute (HRCI) is an independent
certifying organization for human resource
professionals (see www.hrci.org). Through testing, HRCI
awards several credentials , including
SPHR (Senior Professional in HR) certificate
GPHR (Global Professional in HR) certificate
PHR (Professional in HR) certificate
 Themes and Features

Human resource management is

the responsibility of
1 every

manager—not just those in

human resources.
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