Chapter 1 Introduction to Human Resource Management

1. Chapter 1 Introduction to Human Resource Management

2. 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. • show the human resource responsibilities of line and staff (HR) managers.

3. Planning Controlling Organizing Staffing Leading The Management Functions

4. Human Resource Management at Work What is Human Resource Management (HRM)? Human Resource Management includes all activities used to attract & retain employees and to ensure they perform at a high level in meeting organizational goals. These activities are made up of: 1. Recruitment & selection. 2. Training and development. 3. Performance evaluation. 4. Pay and benefits (compensation). 5. labor relations.

5. Acquisition Training Fairness Human Resource Management(HRM) Appraisal Health and Safety Labor Relations Compensating Human Resource Management at Work

6. Personnel Aspects of a Manager’s Job • Conducting job analyses . • Planning labor needs and recruiting job candidates. • Selecting job candidates. • Orienting and training employees. • Managing wages and salaries. • Providing incentives and benefits. • Appraising performance. • Communicating (interviewing, counseling, disciplining) . • Training and developing managers. • Building employee commitment.

7. Personnel Mistakes • Hire the wrong person for the job. • Experience high turnover. (دوران العمل) • Have your people not doing their best. • Waste time with useless interviews. • Have your company taken to court because of unfair actions against employees.

8. Personnel Mistakes • Have your company taken to court for unsafe practices. • Have some employees think their salaries are unfair relative to others’ in the organization. • Allow a lack of training to weaken your department’s effectiveness. • provide any unfair labor practices.

9. Basic HR Concept • HR creates value by engaging in activities that produce the employee behaviors that the company needs, to achieve its strategic goals.

10. 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: • A manager who assists and advises line managers.

11. Line Managers’ Human Resource Duties: • Placing the right person in 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.

12. Staff Managers’ Human Resource Duties: • Explaining the company’s policies and procedures. • Controlling labor costs. • Developing the abilities of each person. • Creating and maintaining department morale. • Protecting employees’ health and physical condition.

13. Line FunctionLine Authority Coordinative FunctionFunctional Authority Functions ofHR Managers Staff FunctionsStaff Authority Human Resource Managers’ Duties

14. Recruiters Job Analysts Labor Relations Specialists Human Resource Specialties Training Specialists Compensation Managers Human Resource Specialties

15. Globalization Trends Technological Trends Changes and the new Trends in Human Resource Management Trends in the Nature of Work The Changing Environment of Human Resource Management

16. Strategic Human Resource Management Managing with the HR Scorecard Process Creating High- Performance Work Systems New Responsibilities for HR Managers Measuring the HRM Team’s Performance The Changing Role of Human Resource Management

17. High-Performance Work System Practices • Employment security. • Selective hiring. • Extensive training. • Self-managed teams/decentralized decision making. • Information sharing. • Pay-for-performance rewards. • Stress on high-quality work.

18. Benefits of a High-Performance Work System (HPWS) • Generates more job applicants. • Screens candidates more effectively. • Provides more/better training and lower employee turnover. • Links pay more clearly to performance and appraisals. • Produces more qualified applicants per position. • Results in higher profits and lower operating costs. • Uses more self-managing work teams.

19. The Human Resource Manager’s Proficiencies Four Categories of Proficiencies • HR proficiencies. • Business proficiencies. • Leadership proficiencies. • Learning proficiencies. Specific Proficiencies • HR certification. • Managing within the law. • Managing ethics.

20. The Human Resource Manager’s Proficiencies (cont.) HR Certification: • Arabian Society for Human Resource Management (ASHRM). • Professional Human Resource Development (HRD) Certificate. • Master of Science in HRD. • Professional Human Resource Management (HRM) Certificate.

21. The Human Resource Manager’s Proficiencies (cont.) Managing within the Law • Immigration laws. • Occupational safety and health laws. • Labor laws. Managing Ethics • Ethical scandals have occurred in major corporations. • Most serious ethical scandals are HR-related. • Arab world ethics are influenced by religion and culture.

22. authority ethics functional authority or functional control globalization high-performance work system HR Scorecard human capital human resource management(HRM) line authority line manager management process staff authority staff manager strategic human resource management (SHRM) strategic plan strategy Key Terms