The Strategic Role of Human Resource Management After studying this chapter, you should be able to



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The Strategic Role of Human Resource Management

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.
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The Manager’s Human Resource Management Jobs

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  • 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

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  • 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

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  • 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

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  • 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

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  • 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

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  • 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

Functions of the HR Manager

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  • 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.

HR and Authority

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  • 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

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  • 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.


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