加里德斯勒_人力资源管理（PPT36页)

PowerPointPresentationbyCharlieCookTheUniversityofWestAlabamaChapter1IntroductiontoHumanResourceManagementPartOne|IntroductionCopyright©2011PearsonEducation,Inc.publishingasPrenticeHallCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–2WHEREWEARENOW…Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–31.Explainwhathumanresourcemanagementisandhowitrelatestothemanagementprocess.2.Showwithexampleswhyhumanresourcemanagementisimportanttoallmanagers.3.Illustratethehumanresourcesresponsibilitiesoflineandstaff(HR)managers.4.Brieflydiscussandillustrateeachoftheimportanttrendsinfluencinghumanresourcemanagement.5.Listandbrieflydescribeimportanttrendsinhumanresourcemanagement.6.Defineandgiveanexampleofevidence-basedhumanresourcemanagement.7.Outlinetheplanofthisbook.LEARNINGOUTCOMESCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–4HumanResourceManagementatWork•WhatIsHumanResourceManagement(HRM)?Theprocessofacquiring,training,appraising,andcompensatingemployees,andofattendingtotheirlaborrelations,healthandsafety,andfairnessconcerns.•OrganizationPeoplewithformallyassignedroleswhoworktogethertoachievetheorganization’sgoals.•ManagerThepersonresponsibleforaccomplishingtheorganization’sgoals,andwhodoessobymanagingtheeffortsoftheorganization’speople.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–5TheManagementProcessPlanningOrganizingLeadingStaffingControllingCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–6HumanResourceManagementProcessesAcquisitionTrainingAppraisalCompensationLaborRelationsHealthandSafetyFairnessHumanResourceManagement(HRM)Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–7PersonnelAspectsofaManager’sJob•Conductingjobanalyses•Planninglaborneedsandrecruitingjobcandidates•Selectingjobcandidates•Orientingandtrainingnewemployees•Managingwagesandsalaries•Providingincentivesandbenefits•Appraisingperformance•Communicating•Traininganddevelopingmanagers•BuildingemployeecommitmentCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–8PersonnelMistakes•Hirethewrongpersonforthejob•Experiencehighturnover•Haveyourpeoplenotdoingtheirbest•Wastetimewithuselessinterviews•Haveyourfirmincourtbecauseofdiscriminatoryactions•HaveyourfirmcitedbyOSHAforunsafepractices•Havesomeemployeesthinktheirsalariesareunfairandinequitablerelativetoothersintheorganization•Allowalackoftrainingtoundermineyourdepartment’seffectiveness•CommitanyunfairlaborpracticesCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–9BasicHRConcepts•Thebottomlineofmanaging:Gettingresults•HRcreatesvaluebyengaginginactivitiesthatproducetheemployeebehaviorsthattheorganizationneedstoachieveitsstrategicgoals.•Lookingahead:Usingevidence-basedHRMtomeasurethevalueofHRactivitiesinachievingthosegoals.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–10LineandStaffAspectsofHRM•LineManagerIsauthorized(haslineauthority)todirecttheworkofsubordinatesandisresponsibleforaccomplishingtheorganization’stasks.•StaffManagerAssistsandadviseslinemanagers.Hasfunctionalauthoritytocoordinatepersonnelactivitiesandenforceorganizationpolicies.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–11LineManagers’HRMResponsibilities1.Placingtherightpersonontherightjob2.Startingnewemployeesintheorganization(orientation)3.Trainingemployeesforjobsthatarenewtothem4.Improvingthejobperformanceofeachperson5.Gainingcreativecooperationanddevelopingsmoothworkingrelationships6.Interpretingthefirm’spoliciesandprocedures7.Controllinglaborcosts8.Developingtheabilitiesofeachperson9.Creatingandmaintainingdepartmentmorale10.Protectingemployees’healthandphysicalconditionCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–12HumanResourceManagers’DutiesLineFunctionLineAuthorityImpliedAuthorityStaffFunctionsStaffAuthorityInnovator/AdvocacyFunctionsofHRManagersCoordinativeFunctionFunctionalAuthorityCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–13FIGURE1–1HumanResourcesOrganizationChartforaLargeOrganizationCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–14FIGURE1–2HumanResourcesOrganizationChartforaSmallCompanyCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–15HumanResourceSpecialtiesRecruiterEEOcoordinatorLaborrelationsspecialistTrainingspecialistJobanalystCompensationmanagerHumanResourceSpecialtiesCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–16NewApproachestoOrganizingHRTransactionalHRgroupCorporateHRgroupEmbeddedHRunitNewHRServicesGroupsCentersofExpertiseCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–17TrendsShapingHumanResourceManagementGlobalizationandCompetitionTrendsTechnologicalTrendsIndebtedness(“Leverage”)andDeregulationTrendsintheNatureofWorkWorkforceandDemographicTrendsEconomicChallengesandTrendsTrendsinHRManagementCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–18FIGURE1–4TrendsShapingHumanResourceManagementCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall1–19FIGURE1–5EmploymentExodus:Percentofemployer