welcome to Van Gogh notes for human resource management 11th edition by Gary Destler chapter 1 introduction to human resource management section 1 big ideas have you ever gone to a hotel where everything was just perfect your luggage was delivered straight to your room where a complimentary breakfast coupon awaited you your room was bright and clean and the food in the restaurant was delicious well all your satisfaction happened because of people sometimes you get good service and sometimes you get bad service the difference is the people being a good company and getting results comes from having committed people making sure you have the best people for the job in turn requires a good working knowledge of human resource management but what exactly is human resource management human resource management is the process of acquiring training appraising and compensating employees and of attending to their labor relations health and safety and fairness concerns all managers need specific principles and techniques to do a good job on the people aspects of managing these include selecting job candidates orienting and training new employees providing incentives and benefits appraising performance and building employee commitment you may be wondering why these concepts and techniques are important to all managers perhaps it’s easier to answer this by talking about some of the mistakes you don’t want to make while managing for example you don’t want to hire the wrong person for the job you don’t want to have your people not doing their best you don’t want to have your company taken to court because of discriminatory actions and you don’t want to commit any unfair labor practices learning even a little about human resource management will help you avoid mistakes like these and more importantly it can help you ensure that you get results through people in fact many managers have been successful simply because they have a knack of hiring the right people for the right job and motivating a praise and developing them so all managers are in a sense human resource managers since they get involved in activities like recruiting interviewing selecting and training however most firms have human resource departments that provide managers with specialized assistance and in providing this assistance the human resource manager carries out three distinct functions let’s look at these now the first function of the human resource manager is the line function in this role the human resource manager directs the activities of the people in his own department and in related service areas in other words he has the right or authority to issue orders to other managers or employees second the human resource manager serves a coordinate Ivanko lorg n’ is a tional personnel activities in this role she acts as the right arm of the top executive to ensure that lie managers are implementing the firm’s human resource policies and practices for example the human resource manager makes sure that everyone is adhering to the company’s sexual harassment policies the final function of the human resource manager is the staff function in this role the human resource manager assists and advises all other company managers for instance he assists the CEO to better understand the personnel aspects of the company’s strategic options the human resource department also assists in hiring training evaluating rewarding counseling promoting and firing employees it administers the various benefit programs such as health and accident insurance it helps line managers comply with Equal Opportunity and occupational safety laws and plays an important role in handling grievances and labor relations so the human resource department is obviously very busy more so today than ever before as human resource managers play an increasingly central role in managing companies let’s see how more companies are expanding abroad in order to increase their sales reduce labor costs and seek new foreign products and services to sell more globalization means more competition and more competition means more pressure to lower costs to make employees more productive and to do things better and less expensively so both workers and companies have to work harder and smarter than they did before globalization human resource management can help both workers and companies do this technology has also had a huge impact on how people work and on the sorts of skills and training today’s

workers need more and more traditional factory jobs or going high-tech for example new technologies such as automation and just-in-time manufacturing systems mean that even manufacturing jobs require more reading mathematics and communication skills than before because it’s the human resource function that traditionally recruits selects trains and compensates employees changes like these make employers highly reliant on human resource management you see the key to utilising all that new technology is usually not the technology but again the people and managers must select train and pay these people in a way that focuses on improving their skills and knowledge along with globalization and technology trends in workforce demographics are making finding and hiring good employees more of a challenge most notably the United States workforce is becoming older and more multi-ethnic as the baby boomers born between 1946 and 1964 in the next few years employers will face a severe labor shortage and the labor force participation rates of women and minorities have continued to increase creating a more diverse workforce so employers will remain focused on the aging of the workforce the growing numbers of workers with elder care responsibilities and higher rates of immigration what does all this mean for human resource management with these trends the human resource managers job has grown broader and more strategic in the earliest firms personnel first took over hiring and firing from supervised ran the payroll department and administered benefit plans as technology in areas like testing and interviewing began to emerge the personnel department began to play an expanded role in employee selection training and promotion the emergence of union legislation in the 1930s added protecting the firm in its interaction with unions to the personnel department’s responsibilities