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Introduction To Human Resource Management: (Chapter 1)

This document provides an overview of human resource management. It discusses the management process, human resource management, line and staff aspects of HRM, the duties of HR managers, HRM specialties, the changing environment and role of HRM, strategic human resource management, and the proficiencies of HR managers. The management process includes planning, organizing, staffing, leading, and controlling. HRM involves carrying out personnel policies and practices like recruiting, training, and evaluating employees. Line managers direct subordinates while staff managers advise line managers.

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roohaan
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37 views

Introduction To Human Resource Management: (Chapter 1)

This document provides an overview of human resource management. It discusses the management process, human resource management, line and staff aspects of HRM, the duties of HR managers, HRM specialties, the changing environment and role of HRM, strategic human resource management, and the proficiencies of HR managers. The management process includes planning, organizing, staffing, leading, and controlling. HRM involves carrying out personnel policies and practices like recruiting, training, and evaluating employees. Line managers direct subordinates while staff managers advise line managers.

Uploaded by

roohaan
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Introduction to Human

Resource Management
(Chapter 1)
Management Process

 Planning
 Organizing
 Staffing
 Leading
 Controlling
Human Resource Management

 The policies and practices involved in


carrying out the “people” or human
resource aspects of a management
position , including recruiting, screening,
training, rewarding and appraising.
Line & Staff aspects of HRM

 Authority:
The right to make decisions, direct
others’ work and give orders.
 Line authority:
The authority exerted by an HR manager
by directing the activities of the people in
his or her own department and in service
areas.
 Staff authority:
Staff authority gives the manager the
right (authority) to advise other
managers or employees.
 Line manager:
A manager who is authorized to direct
the work of subordinates and is
responsible for accomplishing the
organization’s tasks.
 Staff manager:
A manager who assists and advises line
managers.
HR Manager’s Duties
 A line function:
includes implied authority
 A coordinative function:
includes functional authority ( the
authority exerted by HR manager as
coordinator of personnel activities.
 Staff (assist and advise) functions:
includes employee advocacy role
 Employee advocacy:
HR must take responsibility for clearly
defining how management should be
treating employees, make sure
employees have the required
mechanism to contest unfair practices,
and represent the interests of employees
within the framework of its primary
obligation to senior management.
HRM specialties

There is generally one HR employee per


100 company employees. The
specialties include:
 Recruiters
 Equal Employment Opportunity (EEO)
coordinators
 Job Analysts
 Compensation Managers
 Training Specialists
 Labor Relations Specialists
The Changing Environment of HRM

 Globalization:
The tendency of firms to extend their
sales, ownership and/or manufacturing
to new markets abroad.
 Technological trends
 Trends in the Nature of Work
 Work force Demographic Trends
The Changing Role of HRM
 Strategic Plan:
A company’s plan for how it will match its
internal strengths and weaknesses with
external opportunities and threats in
order to maintain a competitive
advantage.
 Strategy:
The company’s long term plan of how it
will gain a competitive advantage.
Strategic Human Resource
Management
 Formulating and executing human
resource policies and practices that
produce the employee competencies
and behaviors the company needs to
achieve its strategic aims.
HR Managers’ Proficiencies

 HR proficiencies
 Business proficiencies
 Leadership proficiencies
 Learning proficiencies

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