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The oldest is administered by the HR Certification Institute (HRCI), an inde-

pendent 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 How to Get Certified and then on HRCI Practice Exams.108
SHRM offers its own competency and knowledge-based testing and certifications,
for SHRM Certified Professionals, and SHRM Senior Certified Professionals, based
on its own certification exams.109 The exam is built around the SHRM Body of Com-
petency and Knowledge™ model’s functional knowledge, skills, and competencies.
We’ve summarized separately the SHRM and the HRCI knowledge bases in
Appendices A and B of this book (pages 614–634). One covers SHRM’s functional
knowledge areas (such as Employee Relations). The other covers HRCI’s seven main
knowledge areas (such as Strategic Business Management and Workforce Plan-
ning and Employment. It includes about 91 specific HRCI “Knowledge of ” subject
areas within these seven main topic areas with which those taking the test should
be familiar.
You’ll find throughout this book special Knowledge Base icons starting in Chapter 2
to denote coverage of SHRM and/or HRCI knowledge topics.

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, and this is especially true in regard
to human resource management. The basic assumptions you make about people—Can
they be trusted? Do they dislike work? Why do they act as they do? How should they
be treated?—together comprise your philosophy of human resource management. And
every personnel decision you make—the people you hire, the training you provide,
your leadership style, and the like—reflects (for better or worse) this basic philosophy.
How do you go about developing such a philosophy? To some extent, it’s preor-
dained. There’s no doubt that you will bring to your job an initial philosophy based
on your experiences, education, values, assumptions, and background. But your phi-
losophy doesn’t have to be set in stone. It should evolve as you accumulate knowledge
and experiences. For example, after a worker uprising in China at the Hon Hai-owned
Foxconn plant that assembles Apple iPhones, the personnel philosophy at the plant
softened in response to the workers’ (and Apple’s) discontent.110 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. While it may or may not be stated, it is usually communicated by
the managers’ actions and permeates every level and department in the organization.
For example, here is part of the personnel philosophy of the founder of the Polaroid
Corp., stated many years ago:
To give everyone working for the company a personal opportunity within the
company for full exercise of his talents—to express his opinions, to share in
the progress of the company as far as his capacity permits, and to earn enough
money so that the need for earning more will not always be the first thing on his
mind. The opportunity, in short, to make his work here a fully rewarding and
important part of his or her life.111
Current “best companies to work for” lists include many organizations with similar
philosophies. For example, the CEO of software giant SAS has said,
We’ve worked hard to create a corporate culture that is based on trust between
our employees and the company . . . a culture that rewards innovation, encour-
ages employees to try new things and yet doesn’t penalize them for taking
chances, and a culture that cares about employees’ personal and professional
growth.112
 CHAPTER 1 • Introduction to Human Resource Management    21

Similarly, when Google founders Larry Page and Sergey Brin began building Google,
they set out to make it a great place to work. Google doesn’t just offer abundant benefits
and stock options.113 Google’s team of social scientists run experiments, for instance, to
determine successful middle managers’ skills.114 The aim is to keep “Googlers” happy
(and Google successful and growing). We’ll look closer at how managers maintain
positive employee relations in Chapters 3 and 13.
MyLab Management Apply It!
How does a company actually go about putting its human resource philosophy into action? If your
professor has assigned this activity, go to the Assignments section of www.pearson.com/mylab/­
management to complete the video exercise.

LEARNING OBJECTIVE 1-5 The Plan of This Book

Outline the plan of this book.
The Basic Themes and Features
In this book, we’ll use four themes and features to highlight particularly important
issues, and to provide continuity from chapter to chapter.

Practical Tools for Every Manager

First, 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. Special HR Tools for Line Managers and Small Businesses discussions pro-
vide small business owners/managers in particular with techniques to better manage
their small businesses. Know Your Employment Law discussions highlight the practical
information all managers need to make better HR-related decisions at work. Employee
Engagement Guide for Managers discussions show how managers improve employee
engagement.
Second, managers use human resource management techniques to improve
­performance, productivity, and profitability. To highlight this, you will find special dis-
cussions titled:
Improving Performance: HR Tools for Line Managers and Small Businesses.
These discussions 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 want
human resource management practices that add value. To illustrate this through-
out the book, most chapters contains an illustrative Improving Performance:
HR as a Profit Center discussion. 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 discussions highlight how manag-
ers use human resource technology to improve performance.
Diversity Counts. These features provide insights and guidelines for managing a
diverse workforce.
Third, the book emphasizes how digital and high-tech trends are shaping human
resource management. You’ll therefore find Trends discussions such as Trends Shaping
HR: Digital and Social Media in most chapters.
Fourth, particularly with today’s “distributed HR,” every line and staff manager
should understand how the employer’s human resource management policies and
practices produce the employee skills and performance the company needs to achieve
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