Dessler Hrm15 Inppt 01

Introduction to Human
1 Resource Management
Copyright © 2017 Pearson

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Where Are We Now….. We begin with Chapter 1 Introduction to Human Resource
Management
The purpose of this chapter explains what Human Resource Management is and why it’s
important to all managers. We’ll see that human resource management activities such as
hiring, training, appraising, compensating, and developing employees are part of every
manager’s job. We’ll see that human resource management is also a separate function. The
main topics we’ll cover will include what human resource management is, the trends shaping
human resource management, human resource management today, the new human
resource manager, and the plan of the book.
More importantly, the human resource management concepts and techniques you’ll learn in
this book can help ensure that you get results—through people. 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.
Remember, as you read this book getting results is the bottom line of managing, and that, as
a manager, you will have to get those results through people.
Learning Objectives
1-1. Explain what human resource

management is and how it relates
1
to the management process.
1-2. Briefly discuss and illustrate each
of the important trends influencing
human resource management.

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After studying this chapter, you will be able to:
1‐1. Explain what human resource management is and how it relates to the management
process.
1‐2. Briefly discuss and illustrate each of the important trends influencing human resource
management.
Learning Objectives
1-3. List and briefly describe

“distributed HR” and other
important aspects
1 of human
management today.
1-4. List at least four important human
resource manager competencies.
1-5. Outline the plan of this book.
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After studying this chapter, you will also be able to:
1‐3. List and briefly describe “distributed HR” and other important aspects of human
management today.
1‐4. List at least four important human resource manager competencies.
1‐5. Outline the plan of this book.
I.
Explain what human
resource management
is and how1it relates to
the management process.

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Working for any organization means that you and those around you share common goals,
which include an interest in the growth and continuing development of the organization.
Some of those common goals include how work is accomplished within the organization. We
now begin our study of the elements of the management process and how they relate to
human resource management. Note that such individuals generally work together to achieve
the common goals of an organization.
What Is Human Resource
Management?
• The Management Process
o Planning
1
o Organizing
o Staffing
o Leading
o Controlling

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What Is Human Resource Management? – To understand what human resource
management is, it’s useful to start with what managers do. Most writers agree that
managing involves performing five basic functions: planning, organizing, staffing,
leading, and controlling. These functions in total represent the management process.
• Planning – involves establishing goals and standards; developing rules and procedures;
developing plans and forecasts.
• Organizing – involves giving each subordinate a specific task; establishing departments;
delegating authority to subordinates; establishing channels of authority and
communication; coordinating the work of subordinates.
• Staffing – involves determining what type of people should be hired; recruiting
prospective employees; selecting employees; setting performance standards;
compensating employees; evaluating performance; counseling employees; training and
developing employees.
• Leading – involves getting others to get the job done; maintaining morale, motivating
subordinates.
• Controlling – involves 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.
The topics we’ll discuss should
therefore provide you with the
concepts and techniques every

1
manager needs to perform the
“people” or personnel aspects of
management.
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These concepts and techniques include the following:
1. Conducting job analyses (determining the nature of each employee’s job).
2. Planning labor needs and recruiting job candidates.
3. Selecting job candidates.
4. Orienting and training new employees.
5. Managing wages and salaries (compensating employees).
6. Providing incentives and benefits.
7. Appraising performance.
8. Communicating (interviewing, counseling, disciplining).
9. Training employees, and developing managers.
10. Building employee relations and engagement.
In addition, what a manager should know about:
1. Equal opportunity and affirmative action.
2. Employee health and safety.
3. Handling grievances and labor relations.
Why Is Human Resource
Management Important to All
Managers?
• To Avoid Personnel Mistakes
• To Improve Profits and Performance
1
• You May Spend Some Time as an HR
Manager
• HR for Small Business – you may end
up as your own human resource
manager Copyright © 2017 Pearson
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Why Is HR Management Important to All Managers?
Because of the following:
1. To Avoid Personnel Mistakes – managers don’t want to make personnel
mistakes, such as not having employees doing their best, hiring the wrong
person for the job, experiencing high turnover, having to be in court due to
discriminatory actions, being cited for unsafe practices, letting a lack of
training undermined department effectiveness, or commiting any unfair labor
practices.
2. To Improving Profits and Performance – to help ensure that you get results—
through people.
3. You May Spend Some Time as an HR Manager – about a third of large U.S.
businesses surveyed has appointed non‐HR managers to be their top human
resource executives.
4. HR for Small Business – you may well end up as your own human resource
manager. More than half of the
people working in the United States work for small firms. Small businesses as
a group also account for most
of the 600,000 or so new businesses created every year
Carefully studying this book will help you in these areas.
Line and Staff Aspects of Human
Resource Management
• Authority is the right to make
decisions, to direct
1
the work of
others, and to give orders.
Managers usually distinguish
between line authority and staff
authority.

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Line and staff managers focus their energies in different yet related and
complementary ways. Let’s talk about the two types of managers and what each does
for the firm.
Line and Staff Managers
• Line authority
gives you the
right to issue
orders 1
• Staff authority
gives you the
right to advise
others in the
organization

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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 a manager the right 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.
In popular usage, people tend to associate line managers with managing
departments (like sales or production)
that are crucial for the company’s survival. Staff managers generally run departments
that are advisory or supportive, like purchasing and human resource management.
Human resource managers are usually staff managers. They assist and advise line
managers in areas like recruiting, hiring, and compensation.
Line Manager’s HR
Management Responsibilities
• Placing the right
person in the
right job 1
• Starting new
employees in the
organization
(orientation)

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Line managers do 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.
Some line supervisors’ responsibilities for effective human resource management fall
under these general headings:
1. Placing the right person in the right job.
2. Starting new employees in the organization (orientation).
Line Manager’s HR Management
Responsibilities continued
• Training
• Gaining creative
employees for
cooperation and
jobs that are new 1 developing smooth
to them
working relationships
• Improving the job
• Interpreting the
performance of
company policies and
each person
procedures

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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 company’s policies and procedures.
Line Manager’s HR Management
Responsibilities continued
• Controlling labor
• Creating and
cost
maintaining
• Developing the 1 departmental morale
abilities of each
• Protecting
person
employees’ health
and physical
conditions

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7. Controlling labor costs.
8. Developing the abilities of each person.
9. Creating and maintaining departmental morale.
10. Protecting employees’ health and physical conditions.
The Human Resources Department
FIGURE 1-1 Human Resource Department Organization Chart

Showing Typical HR Job Titles
Source: “Human Resource Development Organization Chart Showing Typical HR Job Titles,” www.co.pinellas.fl.us/persnl/pdf/
orgchart.pdf. Courtesy of Pinellas County Human Resources. Reprinted with permission.

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In small organizations, line managers may carry out all these personnel duties unassisted.
But as the organization grows, line managers usually need the assistance, specialized
knowledge, and advice of a separate human resource staff.
In larger firms, the human resource department provides such specialized assistance.
This FIGURE 1‐1 Human Resource Department Organization Chart Showing Typical HR Job
Titles
Source: “Human Resource Development Organization Chart Showing Typical HR Job Titles,”
www.co.pinellas.fl.us/persnl/pdf/
orgchart.pdf. Courtesy of Pinellas County Human Resources. Reprinted with permission.
Examples of typical jobs 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 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, and have an organization similar to that in Figure 1‐1. There is
generally about one human resource employee per 100 company employees.
New Approaches To Organizing HR
• Reorganizing the HR function of how it

is organized and delivers HR services
o Shared Services 1(Transactional ) HR

teams
o Corporate HR teams
o Embedded HR teams
o Centers of expertise
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Many employers are changing how they organize their human resource functions.
For example, one survey found that 44% of the large firms surveyed planned to
change how they organize and deliver HR services
• Most plan to use technology to institute more “shared services” (or
“transactional”) arrangements. These establish centralized HR units whose
employees are shared by all the companies’ departments to obtain advice on
matters such as discipline problems.
• You may also find specialized corporate HR teams within a company. These assist
top management in top‐level issues such as developing the personnel aspects of
the company’s long‐term strategic plan.
• Embedded HR teams is another approach that has 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.
• In addition, Centers of expertise are basically specialized HR consulting firms
within the company.
II.
Trends Shaping Human
Resource Management
1

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In the continuing development of human resource management, there exist various trends
that will help shape its practice and evolution in the coming years.
Trends in Human Resource
Management
• Workforce Demographics and Diversity
Trends
• Trends in How People Work
• Improving Performance
1 At Work: HR as a
Profit Center
• Globalization Trends
• Economic Trends
• Technology Trends

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Trends are occurring in the environment of human resource management that are changing how employers get
their human resource management tasks done.
These trends include workforce trends, trends in how people work, technological trends, and globalization and
economic trends:
Demographic and Workforce Trends. The composition of the workforce will continue to change over the next
few years; specifically, it will continue to become more diverse with more women, minority group members,
and older workers in the workforce.
Trends in How People Work. At the same time, work has shifted from manufacturing jobs to service jobs in
North America and Western Europe. Today over two‐thirds of the U.S. workforce is employed in producing and
delivering services, not products. Example of this is on demand workers like Uber.
Improving Performance At Work: HR as a Profit Center Boosting Customer Service. A bank installed special
software that made it easier for its customer service representatives to handle customers’ inquiries. However,
the bank did not otherwise change the service reps’ jobs in any way. Here, the new software system did help
the service reps handle more calls. But otherwise, this bank saw no big performance gains. A second bank
installed the same software. But, seeking to capitalize on how the new software freed up customer reps’ time,
this bank also had its human resource team upgrade the customer service representatives’ jobs. This bank
taught them how to sell more of the bank’s services, gave them more authority to make decisions, and raised
their wages. Here, the new computer system dramatically improved product sales and profitability, thanks to
the newly trained and empowered customer service reps. Value‐added Human resource practices like these
improve employee performance and company profitability.
Talk About it (Discussion): Discuss three more specific examples of what you believe this second bank’s HR
department could have done
to improve the reps’ performance
Globalization. Refers to companies extending their sales, ownership, and/or manufacturing to new markets
abroad. For example, Toyota builds Camrys in Kentucky, while Apple assembles iPhones in China. Free‐trade
areas—agreements that reduce tariffs and barriers among trading partners—further encourage international
trade. NAFTA (the North American Free Trade Agreement) and the EU (European Union) are examples.
Economic Trends. Although globalization supported a growing global economy, the past 10 or so years were
difficult economically. Look at Figure 1‐2, Gross National Product (GNP)—a measure of the United States of
America’s total output—it boomed between 2001 and 2007. During this period, home prices (see Figure 1‐3)
leaped as much as 20% per year. Unemployment remained docile at about 4.7%. Then, around 2007–2008, all
these measures fell off a cliff. GNP fell. Home prices dropped by 10% or more (depending on city).
Unemployment nationwide soon rose to more than 10%.
Technology. It may be technology that most characterizes the trends shaping human resource management
today. Let’s take a look at the five main types of digital technologies that are driving this transfer of
functionality from HR professionals to automation.
More on HR Technology Trends
• There are 5 main types of digital technologies driving

HR professionals to automation:
o Social Media 1
o Mobile Applications
o Gaming
o Cloud Computing
o Data Analytics (as known as Talent Analytics)

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• Employers increasingly use social media—tools such as Twitter, Facebook, and
LinkedIn (rather than, say, as many employment agencies) —to recruit new
employees.
• Employers use new mobile applications, for instance, to monitor employee
location and to provide digital photos at the facility clock‐in location to identify
workers.
• Employers use gaming, new training applications, and websites such as Knack,
Gild, and True Office enable employers to inject gaming features into training,
performance appraisal, and recruiting.
• Employers use cloud computing which enable employers to monitor and report on
things like a team’s goal attainment and to provide real‐time evaluative feedback.
• Employers also use data analytics, also called talent analytics, which use
statistical techniques, algorithms, and problem‐solving to identify relationships
among data for the purpose of solving particular problems (such as what the ideal
candidate’s traits are, or how can I tell in advance which of my best employees is
likely to quit?)
III.
Today’s New Human
Resource Management
1

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As the challenges continue for today – so does important aspects of Human Resource

Management.
Let take a look at today’s Human Resource Management.
Today’s New Human Resource
Management
• A Brief History of Personnel/Human

Resource Management
• Distributed HR and 1the New Human

Resource Management
• Trends Shaping HR: Digital and Social Media

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A Brief History of Personnel/Human Resource Management
“Personnel management” is not new. It dates back to the 1800’s, By 1900,
employers set up the first “hiring offices,” training programs, and factory schools.
Personnel management had begun. In these early firms, personnel managers
took over hiring and firing from supervisors, ran the payroll departments, and
administered benefits plans. New union laws were added in the 1930s, equal
employment laws came along in the 1960s that made employers more reliant on
personnel management to avoid discrimination claims. Now today, a new human
resource management is emerging. We’ll look at this next.
Distributed HR and the New Human Resource Management
More and more human resource management tasks are now being redistributed
from a central HR department to the company’s employees and line managers,
thanks to digital technologies like mobile phones and social media. Some experts
say that if current trends continue, many aspects of HR and talent management
will become “fully embedded in how work gets done throughout an organization
[distributed], thereby becoming an everyday part of doing business.”
Trends Shaping HR: Digital and social media tools
Digital and social media tools are changing how people look for jobs, and how
companies recruit, retain, pay, and train employees. In doing so, they’ve
transformed the practice of human resource management, and created, in a
sense, a new human resource management.
A Quick Summary
FIGURE 1-4
What Trends Mean for
Human Resource 1
Management

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A Quick Summary
We can summarize to this point as follows:
● One big consequence of globalized competition, economic, and demographic
trends, and the shift to high‐tech and service jobs is the growing emphasis by
employers on getting the best from their “human capital,” in other words, from their
workers’ knowledge, education, training, skills, and expertise. This means, among
other things, using human resource methods to improve employee performance and
engagement.
● Thanks to digital devices and social media, employers are shifting (distributing)
more HR tasks from central human resource departments to employees and line
managers.
● This gives many line managers more human resource management responsibilities.
● And it means that many human resource managers can refocus their efforts from
day‐to‐day activities like interviewing candidates to broader, strategic efforts, such as
formulating plans for boosting employee performance and engagement.
Figure 1‐4 illustrates this.
HR and Strategy
Strategic Human Resource Management
• Strategic human resource management –

means formulating and executing human
1
resource policies and practices that
produce the employee competencies and
behaviors that the company needs to
achieve its strategic aims.

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Today’s human resource managers are more involved in longer term, strategic “big
picture” issues. We’ll see in Chapter 3 (Strategy) that 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. We illustrate this throughout this book with
Strategic Context features such as on the next slide.
Improving Performance:
The Strategic Context
Building L.L. Bean

1
Let’s take a look at the heart
of their strategy.

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L.L.Bean illustrates how companies do this. The heart of L.L.Bean’s strategy has always been
offering great outdoor equipment with outstanding service and expert advice. As its
company history said, “L.L.Bean, Inc., quickly established itself as a trusted source for reliable
outdoor equipment and expert advice. The small company grew. Customers spread the word
of L.L.Bean’s quality and service.”
To provide such service, L.L.Bean needs special people as employees, ones whose love of the
outdoors helps them deal knowledgably and supportively with the company’s customers. To
paraphrase its Website, L.L.Bean is looking for a special type of employee, one (like its
customers) who loves the outdoors, and the company therefore treats its employees just as
well as it famously treat its customers.
L.L.Bean’s HR policies and practices attract and develop just such employees. For one thing,
the company knows just who to recruit for. It wants sociable, friendly, experienced, outdoors‐
oriented applicants and employees. To attract and cultivate these sorts of employee
competencies and behaviors, the company uses multiple interviews to screen out applicants
who might not fit in. And L.L.Bean offers an outdoor‐oriented work environment and
competitive pay and benefits. It was a Fortune “100 Best Companies to Work For” employer
in 2015.
To help encourage great employee service, L.L.Bean also provides a supportive environment.
For example, when its Web sales recently for the first time exceeded phone sales, L.L.Bean
closed four local call centers, but arranged for the 220 employees to work from their homes.
And instead of sending jobs abroad, the company keeps its jobs close to the town where
Leon Leonwood Bean started his company almost 100 years ago. L.L.Bean’s managers built
the firm’s strategy and success around courteous, expert service. They know that having the
right employees is the key to its success, and that it takes the right blend of human resource
practices to attract and nurture such employees.
Talk About it (Discussion) : What would you say are (1) L.L.Bean’s strategic aims, (2) its
required employee behaviors and skills to achieve these aims, and (3) HR policies and
practices it needs to produce these necessary employee behaviors and skills?
HR and Performance
The Human Resource Manager is expected to

spearhead employee performance.
Three Levers can be applied to do so:

1
1. Department Lever
2. Employee Cost Lever
3. Strategic Results Lever

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Employers also expect their human resource manager/“people experts” to spearhead
employee performance‐improvement efforts.
Here they can apply three levers.
1. The HR department lever. The HR manager ensures that the human resource
management function is delivering services efficiently.
For example, this might include outsourcing certain HR activities such as benefits
management, and using technology to deliver its services more cost‐effectively.
2. The Employee costs lever. For example, the human resource manager takes a
prominent role in advising top management about the company’s staffing levels, and
in setting and controlling the firm’s compensation, incentives, and benefits policies.
3. The strategic results lever. Here the HR manager puts in place the policies and
practices that produce the employee competencies and skills the company needs to
achieve its strategic goals. That’s what was done at L.L.Bean, for instance.
HR and Evidence Based Management
• Evidence-based human resource

management – is the use of data, facts,
analytics, scientific rigor, critical
1
evaluation, and critically evaluated
research/case studies to support human
resource management proposals,
decisions, practices, and conclusions.

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Put simply, evidence‐based human resource management means using the best‐
available evidence in making decisions about the human resource management
practices you are focusing on. The evidence may come from the following:
• actual measurements (such as, how did the trainees like this program?)
• existing data (such as, what happened to company profits after we installed this
training program?)
• research studies (such as, what does the research literature conclude about the
best way to ensure that trainees remember what they learn?)
Sometimes, companies translate their findings into what management gurus call
high‐performance work systems, which are “sets of human resource management
practices that together produce superior employee performance.”
HR and Adding Value
• Adding value – means helping the firm and

its employees improve in a measurable
way as a result of the human resources
manager’s actions.1

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The bottom line is that today’s employers want their human resource managers to
add value by boosting profits and performance.
HR and Performance and Sustainability
• It is about measuring companies in terms

of maximizing profits but also on their
environmental and 1social performance as
well.

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As one example, PepsiCo has a goal to deliver “Performance with Purpose”—in other
words, to deliver financial performance while also achieving human sustainability,
environmental sustainability, and talent sustainability.
PepsiCo wants to achieve business and financial success while leaving a positive
imprint on society (click www.pepsico.com, then click What We Believe, and then
Performance with Purpose).
HR and Employee Engagement
• Employee engagement – refers to being

psychologically involved in, connected to,
and committed to getting
1
one’s job done.

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Engaged employees “experience a high level of connectivity with their work tasks,”
and therefore work hard to accomplish their task‐related goals.
Employee engagement is important because it drives performance.
IV.
The New Human
Resource Manager
1

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As the challenges continue for today – so does important aspects of Human Resource

Management.
Let take a look at the New Human Resource Manager
The New Human Resource Manager
The Society of Human Resource Management

(SHRM) has a new “competency model”
called the SHRM Body of Competency and
Knowledge that itemizes what a New HR
1
Manager needs
• What should they be able to exhibit?
• What basic functional areas of HR should

they have command?

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What does it take to be a New Human Resource Manager today?
Recently, the SHRM Body of Competency and Knowledge itemized the competencies, skills,
and knowledge and expertise human resource managers need.
The HR Manager should be able to exhibit:
● Leadership & Navigation – the ability to direct and contribute to initiatives and processes
within the organization.
● Ethical Practice –the ability to integrate core values, integrity, and accountability
throughout all organizational and business practices.
● Business Acumen – the ability to understand and apply information with which to
contribute to the organization’s strategic plan.
● Relationship Management – the ability to manage interactions to provide service and to
support the organization.
● Consultation – the ability to provide guidance to organizational stakeholders.
● Critical Evaluation – the ability to interpret information with which to make business
decisions and recommendations.
● Global & Cultural Effectiveness – the ability to value and consider the perspectives and
backgrounds of all parties.
● Communication – the ability to effectively exchange information with stakeholders.
SHRM also says HR managers must have command of the basic functional areas of HR as
follows:
● Functional Area #1: Talent Acquisition & Retention
● Functional Area #2: Employee Engagement
● Functional Area #3: Learning & Development
● Functional Area #4: Total Rewards
● Functional Area #5: Structure of the HR Function
● Functional Area #6: Organizational Effectiveness & Development
● Functional Area #7: Workforce Management
● Functional Area #8: Employee Relations
● Functional Area #9: Technology & Data
● Functional Area #10: HR in the Global Context
● Functional Area #11: Diversity & Inclusion
● Functional Area #12: Risk Management
● Functional Area #13: Corporate Social Responsibility
● Functional Area #14: U.S. Employment Law & Regulations
● Functional Area #15: Business & HR Strategy
The Skills of the New HR Manager

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HR and the Manager’s Skills
The aim of this book is to help every manager develop the skills he or she needs to
carry out the human resource management‐related aspects of his or her job, such as
recruiting, selecting, training, appraising, and incentivizing employees, and providing
them with a safe and fulfilling work environment.
HR and Ethics
Ethics refer to the standards someone uses to decide what his or her conduct should
be.
HR Manager Certification
Many human resource managers use certification to demonstrate their mastery of
contemporary human resource management knowledge and competencies.
Appendices A and B cover this information more in‐depth.
HR and the Manager’s Human Resource Philosophy
Technical expertise is important, but at the end of the day, people’s actions are
always based in part on the basic assumptions they make. There’s no doubt that you
will bring to your job an initial philosophy based on your experiences, education,
values, assumptions, and background. In any case, no manager should manage others
without first understanding the personnel philosophy that is driving his or her
actions. One of the things molding your own philosophy is that of your organization’s
top management.
Human Resource Manager
Certification
• HRCI Certifications
o PHR – Professional in Human
Resources
o SPHR – Senior Professional
1
in
Human Resources
• SHRM now has its own competency

and knowledge based testing

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Many human resource managers use certification to demonstrate their mastery of
contemporary human resource management knowledge and competencies.
Managers currently have, at this writing, at least two testing processes to achieve
certification.
The oldest is administered by the HR Certification Institute (HRCI), an independent
certifying organization for human resource professionals (see www.hrci.org).
Through testing, HRCI awards several credentials, including Professional in Human
Resources (PHR), and Senior Professional in Human Resources (SPHR). Managers can
review HRCI’s Knowledge Base and take an online HRCI practice quiz by going to
www.hrci.org and clicking on Exam Preparation, and then on Sample Questions.
Starting in 2015, SHRM began offering its own competency and knowledge based
testing and certifications for SHRM Certified Professionals and SHRM Senior Certified
Professionals, based on its own certification exams. The exam is built around the
SHRM Body of Competency and Knowledge model which includes functional
knowledge and skills as well as competencies.
The SHRM and the HRCI knowledge bases certification information is summarized
separately in Appendices A and B of this book.
V.
The Plan of this
Book.
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In this book, several themes and features highlight particularly important issues, and provide
continuity from chapter to chapter.
The Basic Themes and
Features
Themes and features are used to
highlight particularly
1 important
issues and provide continuity

from chapter to chapter.

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In this new edition you will find features that are titled:
IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND ENTREPRENURS.
These features highlight actual tools and practices any manager can use to improve performance at
work.
IMPROVING PERFORMANCE: HR AS A PROFIT CENTER. We’ve seen that employers need human
resource management practices that add value. These show actual examples of how human resource
management practices add measurable value—by reducing costs or boosting revenues.
IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE. These features highlight how
actual companies around the globe use effective HR practices to improve their teams’ and
companies’ performance.
IMPROVING PERFORMANCE THROUGH HRIS. These features highlight how managers use human
resource technology to improve performance.
DIVERSITY COUNTS. These features provide insights and guidelines for managing a diverse workforce.
TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA. These features emphasize how digital and high‐
tech trends are shaping Human Resource Management.
IMPROVING PERFORMANCE: THE STRATEGIC CONTEXT. These features provide insight for
understanding how the employer’s human resource management policies and practices produce the
employee skills and performance the company needs to achieve its strategic aims.
Translating Strategy into HR Policies and Practices Case: Improving Performance at The Hotel Paris.
These features in Chapters 3‐18 explain how HR Director Lisa Cruz aligns HR practices with the hotel’s
strategy for superior guest services.
There is a strategy map starting in Chapter 3 located in MyManagementLab at the end of the chapter,
and the overall map is on the inside back cover of this text and outlines the relationships involved.
Practical Tools for Every
Manager
• Human resource management is the
responsibility of every manager—not just
those in human resources.
1
• Managers use HR techniques to improve

performance, productivity, and profitability

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Education, Ltd.
Human resource management is the responsibility of every manager—not just those
in human resources.
Throughout every page in this book, you’ll therefore find an emphasis on practical
material that you as a manager will need to perform your day‐to‐day management
responsibilities, even if you never spend one day as an HR manager.
Chapter Contents
Overview
There are 5 parts to this

1
book

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Education, Ltd.
In this new edition, you will find features that are titled:
IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND ENTREPRENURS.
These features highlight actual tools and practices any manager can use to improve
performance at work.
IMPROVING PERFORMANCE: HR AS A PROFIT CENTER. We’ve seen that employers need
human resource management practices that add value. These show actual examples of how
human resource management practices add measurable value—by reducing costs or
boosting revenues.
IMPROVING PERFORMANCE: HR PRACTICES AROUND THE GLOBE. These features highlight
how actual companies around the globe use effective HR practices to improve their teams’
and companies’ performance.
IMPROVING PERFORMANCE THROUGH HRIS. These features highlight how managers use
human resource technology to improve performance.
DIVERSITY COUNTS. These features provide insights and guidelines for managing a diverse
workforce.
SOCIAL MEDIA AND HR. These features explain how managers use social media to improve
human resource performance.
Translating Strategy into HR Policies and Practices Case: Improving Performance at The Hotel
Paris.
These features in Chapters 3‐18 explain how HR Director Lisa Cruz aligns HR practices with
the hotel’s strategy for superior guest services.
There is a strategy map starting in Chapter 3 located in MyManagementLab at the end of the
chapter, and the overall map is on the inside back cover of this text and outlines the
relationships involved.
Part 1: Introduction
• Chapter 1 – Introduction to Human Resource

Management
• Chapter 2 – Equal Opportunity and the Law

1
• Chapter 3 – Human Resource Strategy and
Analysis

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Education, Ltd.
Chapter Contents Overview
Following is a brief overview of the chapters and their content for Part 1.
Part 1: Introduction
Chapter 1: Introduction to Human Resource Management. The manager’s human
resource management jobs; crucial global and competitive trends; how managers use
technology and modern HR measurement systems to create high performance work
systems.
Chapter 2: Equal Opportunity and the Law. What you should know about equal
opportunity laws; how these laws affect activities such as interviewing, selecting
employees, and evaluating performance; Know Your Employment Law features
highlight important laws in each chapter.
Chapter 3: Human Resource Management Strategy and Analysis. What strategic
planning is; strategic human resource management; building high‐performance HR
practices; tools for evidence‐based HR.
Part 2:
Recruitment, Placement, and
Talent Management
• Chapter 4 – Job Analysis and the Talent

Management Process
1
• Chapter 5 – Personnel Planning and Recruiting
• Chapter 6 – Employee Testing and Selection
• Chapter 7 – Interviewing Candidates

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Education, Ltd.
The following is a brief overview of the chapters and their content for Part 2.
Part 2: Recruitment, Placement, and Talent Management
Chapter 4: Job Analysis and the Talent Management Process. How to analyze a job;
how to determine the human resource requirements of the job, as well as its specific
duties; and what talent management is.
Chapter 5: Personnel Planning and Recruiting. Human resource planning;
determining what sorts of people need to be hired; recruiting them.
Chapter 6: Employee Testing and Selection. Techniques you can use to ensure that
you’re hiring the right people.
Chapter 7: Interviewing Candidates. How to interview candidates effectively.
Part 3:
Training and Development
• Chapter 8 – Training and Developing
Employees
• Chapter 9 – Performance Management and

Appraisal 1
• Chapter 10 – Managing Careers and

Retention

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Education, Ltd.
Part 3: Training and Development
Chapter 8: Training and Developing Employees. Providing the training and
development to ensure that your employees have the knowledge and skills needed to
accomplish their tasks.
Chapter 9: Performance Management and Appraisal. Techniques you can use for
appraising employee performance.
Chapter 10: Managing Careers and Retention. Causes of and solutions for employee
turnover, and how to help employees manage their careers.
Part 4: Compensation
• Chapter 11 – Establishing Strategic Pay

Plans
• Chapter 12 – Pay for Performance and

Financial 1Incentives
• Chapter 13 – Benefits and Services

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Education, Ltd.
Part 4: Compensation
Chapter 11: Establishing Strategic Pay Plans. How to develop equitable pay plans for
your employees.
Chapter 12: Pay for Performance and Financial Incentives. Pay‐for‐performance
plans such as financial incentives, merit pay, and incentives that help tie performance
to pay.
Chapter 13: Benefits and Services. Providing benefits that make it clear the firm
views its employees as long‐term investments and is concerned with their welfare.
Part 5:
Enrichment Topics in Human
Resource Management
• Chapter 14 – Building Positive Employee Relation
• Chapter 15 – Labor Relations and Collective

Bargaining 1
• Chapter 16 – Safety, Health, and Risk Management
• Chapter 17 – Managing Global Human Resources
• Chapter 18 – Managing Human Resources in Small

and Entrepreneurial Firms
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Education, Ltd.
Part 5: Enrichment Topics in Human Resource Management
Chapter 14: Building Positive Employee Relations. Developing employee relations
programs and employee involvement strategies; ensuring ethical and fair treatment
through discipline and grievance processes.
Chapter 15: Labor Relations and Collective Bargaining. How to deal with unions,
including the union organizing campaign; negotiating and agreeing upon a collective
bargaining agreement between unions and management; and managing the
agreement via the grievance process.
Chapter 16: Safety, Health, and Risk Management. How to make the workplace safe,
including the causes of accidents; laws governing your responsibilities for employee
safety and health.
Chapter 17: Managing Global Human Resources. Special topics in managing the HR
side of multinational operations.
Chapter 18: Managing Human Resources in Small and Entrepreneurial Firms. Special
topics for managing human resources in smaller firms.
The Topics are Interrelated
• Human Resource Management 15th edition

chapter topics are interrelated. The themes
and features highlighted throughout the
book also provides a continuity from chapter
to chapter. 1

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Education, Ltd.
In practice, do not think of each of this book’s topics as being unrelated to the others.
Each topic interacts with and affects the others, and all should align with the
employer’s strategic plan.
Chapter 1 Review
What you should now know….
1

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Education, Ltd.
In review of Chapter 1, you should now be able to:
1. Explain what human resource management is and how it is related to the management
process.
2. Briefly discuss and illustrate each of the important trends influencing human resources
management.
3. List and briefly describe “distributed HR” and other important aspects of human
management today.
4. List at least four important human resources manager competencies.
5. Outline the plan of this book.

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Introduction to Human

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1-1. Explain what human resource

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1-3. List and briefly describe

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• The Management Process

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therefore provide you with the

concepts and techniques every

manager needs to perform the

“people” or personnel aspects of

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FIGURE 1-1 Human Resource Department Organization Chart

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• Reorganizing the HR function of how it

o Shared Services 1(Transactional ) HR

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• There are 5 main types of digital technologies driving

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As the challenges continue for today – so does important aspects of Human Resource

• A Brief History of Personnel/Human

• Distributed HR and 1the New Human

• Trends Shaping HR: Digital and Social Media

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Strategic Human Resource Management

• Strategic human resource management –

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Building L.L. Bean

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The Human Resource Manager is expected to

Three Levers can be applied to do so:

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• Evidence-based human resource

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• Adding value – means helping the firm and

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• It is about measuring companies in terms

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• Employee engagement – refers to being

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As the challenges continue for today – so does important aspects of Human Resource

The Society of Human Resource Management

• What should they be able to exhibit?

• What basic functional areas of HR should

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• SHRM now has its own competency

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issues and provide continuity

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• Managers use HR techniques to improve

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There are 5 parts to this

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