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Dessler
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employees and of attending to their
labor relations, health and safety,
Human Resource and fairness concerns
● And what every manager should
Management know about:
a. Equal opportunity and affirmative
ORGANIZATION - consists of people with action.
formally assigned roles who work together b. Employee health and safety.
to achieve organizational goals c. Handling grievances and labor
relations.
Manager - someone who is responsible for
accomplishing the organization’s goals and
who does so by managing the efforts of the
organization’s people

THE MANAGEMENT PROCESS

a. Planning - establishing goals and
standards; developing rules and
procedures; developing plans and
forecasts Authority - the right to make decisions to
b. Organizing - giving each direct the work of others and to give orders
subordinate a specific task; Line Authority - traditionally gives
establishing departments; delegating managers the right to issue orders to other
authority, establishing channels of managers or employees
authority and communication, ● Creates a superior-subordinate
coordinating work relationship
c. Staffing - determining what type of Staff Authority - gives a manager the right
people should be hired, recruitment, to advise other managers or employees
selection, setting performance ● Human resource managers are
standards, compensating usually staff managers
employees, evaluating performance,
counseling, training and LINE MANAGERS’ HR MANAGEMENT
development RESPONSIBILITIES
d. Leading - getting others to get the
job done, maintaining morale, 1. Placing the right person in the right job
motivating subordinates 2. Starting new employees in the
e. Controlling - setting standards, organization (orientation)
checking to see how performance 3. Training employees for jobs that are new
compares with these standards, to them
taking corrective action as needed 4. Improving the job performance of each
person
Human resource management (HRM) 5. Gaining creative cooperation and
● Process of acquiring, training, developing smooth working relationships
appraising, and compensating
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Dessler
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6. Interpreting the company’s policies and E. HR and evidence-based
procedures management
7. Controlling labor costs ● Use of data, facts, analytics,
8. Developing the abilities of each person scientific rigor, critical
9. Creating and maintaining departmental evaluation, and critically
morale evaluated research/case
10. Protecting employees’ health and studies to support hr
physical conditions management proposals,
decisions, practices, and
THE TRENDS SHAPING HR conclusions
MANAGEMENT F. HR and adding value
● The workforce continues to become ● Boosting profits and
more diverse performances
● Work has shifted from manufacturing G. Sustainability
to service H. Employee engagement
● On-demand workers (freelancers ● Being psychologically
and independent contractors) involved in, connected to,
● More jobs are becoming “high-tech” and committed to getting
● Globalization (offshoring) one’s job done
I. Ethics

A. Distributed HR
● With social media and cloud
computing, more HRM tasks
are being redistributed from a
central HR department to the
company’s employees and
line managers
B. Strategic HR Management
● Formulating and executing
human resource policies and
practices that produce the
employee competencies and
behaviors to achieve the
company’s strategic aims
● More involved in strategic
“big picture” issues
C. Spearheading employee
performance-improvement efforts
● HR department lever
● Employee costs lever
● Strategic results lever
D. HR and performance management