The Strategic Role of Human Resource Management After studying this chapter, you should be able to
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After studying this chapter, you should be able to: Explain what human resource management (HR) is and how it relates to the management process. Give at least eight examples of how managers can use HR concepts and techniques. Illustrate the HR management 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. © 2005 Prentice Hall Inc. All rights reserved. The Manager’s Human Resource Management Jobs © 2005 Prentice Hall Inc. All rights reserved. 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. Personnel Aspects Of A Manager’s Job © 2005 Prentice Hall Inc. All rights reserved. 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 Personnel Mistakes © 2005 Prentice Hall Inc. All rights reserved. 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 by OSHA 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 © 2005 Prentice Hall Inc. All rights reserved. Getting results HR creates value by engaging in activities that produce the employee behaviors the company needs to achieve its strategic goals. Line and Staff Aspects of HRM © 2005 Prentice Hall Inc. All rights reserved. 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 © 2005 Prentice Hall Inc. All rights reserved. Placing the right person on the right job Starting new employees in the organization (orientation) Training employees for jobs 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 © 2005 Prentice Hall Inc. All rights reserved. A line function The HR manager directs the activities of the people in his or her own department and in related service areas (like the plant cafeteria). 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. © 2005 Prentice Hall Inc. All rights reserved. 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 The authority exerted by an HR manager by directing the activities of the people in his or her own department and in service areas. Employee Advocacy © 2005 Prentice Hall Inc. All rights reserved. HR must take responsibility for: Clearly defining how management should be treating employees. Making sure employees have the mechanisms required to contest unfair practices. Represent the interests of employees within the framework of its primary obligation to senior management. Share with your friends:
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