Download - chp. 1 - HRM
© 2009 Pearson Education South Asia. All rights reserved. 1–1
HR Aspects Of A Manager’s Job
Conducting job analyses (determining the nature of each employee’s job)
Planning manpower needs and recruiting job candidates
Selecting job candidates
Orienting and training new employees
© 2009 Pearson Education South Asia. All rights reserved. 1–2
Continuation:
Managing wages and salaries (compensating employees)
Providing incentives and benefits Appraising performance Communicating (interviewing, counseling,
disciplining) Building employee commitment
© 2009 Pearson Education South Asia. All rights reserved. 1–3
Continuation:
Understanding employment laws
Knowing employee health and safety issues
Handle grievances and employment relations
© 2009 Pearson Education South Asia. All rights reserved. 1–4
Personnel Mistakes
Hire the wrong person for the job
Experience high turnover
Your people not doing their best
Waste time with useless interviews
Have your company sued for discriminatory actions
© 2009 Pearson Education South Asia. All rights reserved. 1–5
Continuation: Personnel Mistakes
Have your company fined for unsafe practices
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 employment practices
© 2009 Pearson Education South Asia. All rights reserved. 1–6
Line and Staff Aspects of HRM
Authority– The right to make decisions, direct
others’ work, and give orders. Staff authority (Advisory)
– The authority gives right to the HR manager to advise other managers or employees.
Line authority (Superior-Subordinate)– The authority of managers to direct
people in his or her own department.
© 2009 Pearson Education South Asia. All rights reserved. 1–7
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).
Continuation: Functions of the HR Manager
© 2009 Pearson Education South Asia. All rights reserved. 1–8
A coordinative function– HR managers also coordinate
personnel activities, a duty often referred to as functional control.
Continuation: Functions of the HR Manager
© 2009 Pearson Education South Asia. All rights reserved. 1–9
Staff (assist and advise) functions– Assisting and advising line managers
is the heart of the HR manager’s job.
Continuation: Functions of the HR Manager
© 2009 Pearson Education South Asia. All rights reserved. 1–10
Duties of HR Specialists
Training Specialist– Plan, organize and direct training– Advise managers on training
Job Analyst– Collect information about jobs– Prepare job description
© 2009 Pearson Education South Asia. All rights reserved. 1–11
Duties of HR Specialists
Recruiter– Collect information about jobs– Interview and recommend suitable
candidates EEO (Equal Employment Opportunity)
Coordinator– Investigate EEO grievances– Examine HR practices for potential
violations
© 2009 Pearson Education South Asia. All rights reserved. 1–12
Duties of HR Specialists
Compensation Manager– Develop compensation plans– Handle employee benefits program
Employment relations specialist– Advise managers on ER issues– Negotiate with unions
© 2009 Pearson Education South Asia. All rights reserved. 1–13
The Changing Environment Of HR Management
Globalization– Tendency of companies to extend
sales, ownership, or production to other countries
© 2009 Pearson Education South Asia. All rights reserved. 1–14
The Changing Environment Of HR Management
Technological Advances– Use of internet and information
communication technology (ICT) to increase competitiveness in business
© 2009 Pearson Education South Asia. All rights reserved. 1–15
The Changing Environment Of HR Management
Changes in nature of work– Staff holding multiple jobs, or part-
time staff
© 2009 Pearson Education South Asia. All rights reserved. 1–16
The Changing Environment Of HR Management
Changes in workforce demographics– Diversified workforce staff
employed are of different race, religion, nationality, gender, age and culture
© 2009 Pearson Education South Asia. All rights reserved. 1–17
Strategic Planning
– The company’s long-term plan for how it will balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage.
– 3 questions in strategic planning• Current business position• Future business position expected to be• How to get to expected future business
position
© 2009 Pearson Education South Asia. All rights reserved. 1–18
Strategic HRM– Formulating HR policies and
introducing practices that produce staff competencies and behaviors that the company needs to achieve its strategic goals.