strategicroleofHRM

©2005PrenticeHallInc.Allrightsreserved.PowerPointPresentationbyCharlieCookTheUniversityofWestAlabamatentheditionGaryDesslerPart1IntroductionChapter1TheStrategicRoleofHumanResourceManagementAfterstudyingthischapter,youshouldbeableto:1.Explainwhathumanresourcemanagement(HR)isandhowitrelatestothemanagementprocess.2.GiveatleasteightexamplesofhowmanagerscanuseHRconceptsandtechniques.3.IllustratetheHRmanagementresponsibilitiesoflineandstaff(HR)managers.4.ProvideagoodexamplethatillustratesHR’sroleinformulatingandexecutingcompanystrategy.5.Writeashortessaythataddressesthetopic:whymetricsandmeasurementarecrucialtotoday’sHRmanagers.6.Outlinetheplanofthisbook.©2005PrenticeHallInc.Allrightsreserved.1–2©2005PrenticeHallInc.Allrightsreserved.1–3TheManager’sHumanResourceManagementJobsManagementprocess–Thefivebasicfunctionsofplanning,organizing,staffing,leading,andcontrolling.Humanresourcemanagement(HRM)–Thepoliciesandpracticesinvolvedincarryingoutthe“people”orhumanresourceaspectsofamanagementposition,includingrecruiting,screening,training,rewarding,andappraising.©2005PrenticeHallInc.Allrightsreserved.1–4PersonnelAspectsOfAManager’sJobConductingjobanalyses(determiningthenatureofeachemployee’sjob)PlanninglaborneedsandrecruitingjobcandidatesSelectingjobcandidatesOrientingandtrainingnewemployeesManagingwagesandsalaries(compensatingemployees)ProvidingincentivesandbenefitsAppraisingperformanceCommunicating(interviewing,counseling,disciplining)TraininganddevelopingmanagersBuildingemployeecommitment©2005PrenticeHallInc.Allrightsreserved.1–5PersonnelMistakesHirethewrongpersonforthejobExperiencehighturnoverHaveyourpeoplenotdoingtheirbestWastetimewithuselessinterviewsHaveyourcompanyincourtbecauseofdiscriminatoryactionsHaveyourcompanycitedbyOSHA(职业安全与卫生管理条例)forunsafepracticesHavesomeemployeesthinktheirsalariesareunfairandinequitablerelativetoothersintheorganizationAllowalackoftrainingtoundermineyourdepartment’seffectivenessCommitanyunfairlaborpractices©2005PrenticeHallInc.Allrightsreserved.1–6BasicHRConceptsGettingresults–ThebottomlineofmanagingHRcreatesvaluebyengaginginactivitiesthatproducetheemployeebehaviorsthecompanyneedstoachieveitsstrategicgoals.©2005PrenticeHallInc.Allrightsreserved.1–7LineandStaffAspectsofHRMLinemanager(直线管理人员)–Amanagerwhoisauthorizedtodirecttheworkofsubordinatesandisresponsibleforaccomplishingtheorganization’stasks.Staffmanager(职能管理人员)–Amanagerwhoassistsandadviseslinemanagers.©2005PrenticeHallInc.Allrightsreserved.1–8LineManagers’HRMResponsibilities1.Placingtherightpersonontherightjob2.Startingnewemployeesintheorganization(orientation)3.Trainingemployeesforjobsnewtothem4.Improvingthejobperformanceofeachperson5.Gainingcreativecooperationanddevelopingsmoothworkingrelationships6.Interpretingthefirm’spoliciesandprocedures7.Controllinglaborcosts8.Developingtheabilitiesofeachperson9.Creatingandmaintainingdepartmentmorale10.Protectingemployees’healthandphysicalcondition©2005PrenticeHallInc.Allrightsreserved.1–9FunctionsoftheHRManagerAlinefunction（直线职能）–TheHRmanagerdirectstheactivitiesofthepeopleinhisorherowndepartmentandinrelatedserviceareas(liketheplantcafeteria).Acoordinativefunction（协调职能）–HRmanagersalsocoordinatepersonnelactivities,adutyoftenreferredtoasfunctionalcontrol.（控制职能）Staff(assistandadvise)functions（人事/服务职能）–AssistingandadvisinglinemanagersistheheartoftheHRmanager’sjob.©2005PrenticeHallInc.Allrightsreserved.1–10HRandAuthorityAuthority（职权）–Therighttomakedecisions,directothers’work,andgiveorders.Impliedauthority（暗示职权）–TheauthorityexertedbyanHRmanagerbyvirtueofothers’knowledgethatheorshehasaccesstotopmanagement.Lineauthority（直线职权）–TheauthorityexertedbyanHRmanagerbydirectingtheactivitiesofthepeopleinhisorherowndepartmentandinserviceareas.©2005PrenticeHallInc.Allrightsreserved.1–11EmployeeAdvocacy(雇员利益的保护者)HRmusttakeresponsibilityfor:–Clearlydefininghowmanagementshouldbetreatingemployees.–Makingsureemployeeshavethemechanismsrequiredtocontestunfairpractices.–Representtheinterestsofemployeeswithintheframeworkofitsprimaryobligationtoseniormanagement.©2005PrenticeHallInc.Allrightsreserved.1–12ExamplesofHRJobDutiesRecruiters（雇员招募人员）–Searchforqualifiedjobapplicants.Equalemploymentopportunity(EEO)coordinators(公平就业机会协调员)–InvestigateandresolveEEOgrievances,examineorganizationalpracticesforpotentialviolations,andcompileandsubmitEEOreports.Jobanalysts（职位分析员）–Collectandexamineinformationaboutjobstopreparejobdescriptions（工作说明书）.©2005PrenticeHallInc.Allrightsreserved.1–13ExamplesofHRJobDuties(cont’d)Compensationmanagers(薪酬管理人员)–Developcompensationplansandhandletheemployeebenefitsprogram.Trainingspecialists（专职培训人员）–Plan,organize,anddirecttrainingactivities.Laborrelationsspecialists（劳资关系专家）–Advisemanagementonallaspectsofunion–managementrelations.©2005PrenticeHallInc.Allrightsreserved.1–14HRDepartmentOrganizationalChart(LargeCompany)Figure1–1Source:AdaptedfromBNABulletintoManagement,June29,2000.©2005PrenticeHallInc.Allrightsreserved.1–15HROrganizationalChart(SmallCompany)Figure1–2©2005Pr