Human Resource Management
Seventeenth Edition
Chapter 1
Introduction to Human
Resource Management
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Learning Objectives (1 of 2)
1.1 Explain what human resource management is and how
it relates to the management process.
1.2 Define authority, and give examples of line and staff
human resource management tasks.
1.3 Briefly discuss and illustrate important environmental
trends influencing human resource management.
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Learning Objectives (2 of 2)
1.4 List the areas of important knowledge human resource
managers require today.
1.5 Discuss why the manager’s human resource philosophy
is important.
1.6 Outline the plan of this book.
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Learning Objective 1.1: Explain What
Human Resource Management Is and How
It Relates to the Management Process
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What Is Human Resource Management?
• The Management Process
– Planning
– Organizing
– Staffing
– Leading
– Controlling
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Why Is Human Resource Management
Important to All Managers?
• To avoid personnel mistakes
• To get results through people
• You may spend some time as an HR manager
• HR is important for small business entrepreneurs
• Staffing is part of the job that all managers do
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Learning Objective 1.2: Define Authority,
and Give Examples of Line and Staff
Human Resource Management Tasks
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Line and Staff Aspects of Human
Resource Management
• 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 you the right to issue orders to
other managers or employees.
– Staff authority gives you the right to advise others in
the organization.
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Line Manager’s HR Management
Responsibilities (1 of 2)
• 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
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Line Manager’s HR Management
Responsibilities (2 of 2)
• Gaining creative cooperation and developing smooth
working relationships
• Interpreting the company policies and procedures
• Controlling labor cost
• Developing the abilities of each person
• Creating and maintaining departmental morale
• Protecting employees’ health and physical conditions
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The Human Resource Department
Figure 1-1 Human Resource Department Organization Chart Showing
Typical HR Job Titles
Source: “Human Resource Development Organization Chart Showing Typical H R Job Titles,”
www.co.pinellas.fl.us/persnl/pdf/orgchart.pdf . Courtesy of Pinellas County Human Resources.
Reprinted with permission.
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New Approaches to Organizing HR
• Reorganizing the HR function of how it is organized and
delivers HR services
– Shared services HR units
– Corporate HR teams
– Embedded HR teams
– Centers of expertise
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Learning Objective 1.3: Briefly Discuss
and Illustrate Important Environmental
Trends Influencing Human Resource
Management
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Trends in Human Resource Management (1 of 3)
• Workforce Demographics and Diversity Trends
• Trends in Jobs People Do
• Where People Work
• Employee Engagement
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Employee Engagement and HRM
• Employee engagement refers to being psychologically
involved in, connected to, and committed to getting one’s
job done.
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Trends in Human Resource Management (2 of 3)
• Globalization Trends
• Economic Trends
• Technological Trends
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More on HR Technology Trends
• There are six main types of digital technologies driving H
R professionals to automation:
– Social Media
– Mobile Applications
– Cloud Computing
– Data Analytics
– Artificial Intelligence
– Augmented Reality
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Trends in Human Resource Management (3 of 3)
• Political Trends and Values
• Competitive Trends
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Sustainability and HRM
• It is about measuring companies in terms of maximizing
profits but also on their environmental and social
performance as well.
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Diversity, Equity, and Inclusion
• Employers are taking many steps to bolster DEI efforts,
usually with human resource management taking the
lead.
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Ethics and HRM
• Ethics means the standards someone uses to decide
what his or her conduct should be.
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Learning Objective 1.4: List the Areas
of Important Knowledge Human
Resource Managers Require Today
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Performance and HR Management
The Human Resource Manager is expected to spearhead
employee performance.
Three levers can be applied to do so:
1. Department Lever
2. Employee Cost Lever
3. Strategic Results Lever
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Evidence-Based Management
• Evidence-based human resource management—is the
use of data, facts, analytics, scientific rigor, critical
evaluation, and critically evaluated research/case studies
to support human resource management proposals,
decisions, practices, and conclusions.
– Actual measurements
– Existing data
– Research studies
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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.
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Pandemics and People
• HR managers have played a role in supporting
employees during and after the pandemic.
– More focus has shifted management’s attention
toward their people’s mental health and well-being.
– HR managers can help build better employer–
employee relationships.
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Strategic Human Resource Management
• Strategic human resource management—means
formulating and executing human resource policies and
practices that produce the employee competencies and
behaviors that the company needs to achieve its strategic
aims.
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Improving Performance: The Strategic
Context
Building L.L.Bean
Let’s take a look at the heart of their strategy.
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Human Resource Manager’s
Competencies
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
Manager needs.
• What should they be able to exhibit?
• Of what basic functional areas of HR should they have
command?
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Human Resource Manager Certification
• HRCI Certifications
– PHR—Professional in Human Resources
– SPHR—Senior Professional in Human Resources
• SHRM now has its own competency and knowledge-
based testing
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Learning Objective 1.5: Discuss Why the
Manager’s Human Resource Philosophy
Is Important
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Your Own Philosophy
An initial philosophy based on experiences, education,
values, assumptions, and background.
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Top Management’s Philosophy
Top management’s philosophy may or may not be stated,
but it communicates the actions of top managers and
permeates every level and department in the organization.
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Learning Objective 1.6: Outline the
Plan of This Book
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Practical Tools for Every Manager
• Human resource management is the responsibility of
every manager—not just those in human resources.
• Managers use HRM techniques to improve performance,
productivity, and profitability.
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The Basic Themes and Features
Themes and features are used to highlight particularly
important issues and provide continuity from chapter to
chapter.
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Chapter Contents Overview
There are five parts to this book
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Part 1: Introduction
• Chapter 1—Introduction to Human Resource Management
• Chapter 2—Equal Opportunity Law and Action
• Chapter 3—Human Resource Strategy and Analysis
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Part 2: Recruitment, Placement, and
Talent Management
• Chapter 4—Job Analysis and the Talent Management
Process
• Chapter 5—Personnel Planning and Recruiting
• Chapter 6—Employee Testing and Selection
• Chapter 7—Interviewing Candidates
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Part 3: Training and Development
• Chapter 8—Training and Developing Employees
• Chapter 9—Performance Management and Appraisal
• Chapter 10—Managing Careers and Retention
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Part 4: Compensation
• Chapter 11—Establishing Strategic Pay Plans
• Chapter 12—Pay for Performance and Financial
Incentives
• Chapter 13—Benefits and Services
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Part 5: Enrichment Topics in Human
Resource Management
• Chapter 14—Building Positive Employee Relations
• Chapter 15—Labor Relations and Collective Bargaining
• 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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Chapter 1 Review
What you should now know…
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