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McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.
fundamentals of
Human Resource Management 3rd
edition
by R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright
CHAPTER 1
Managing Human Resources
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Fundamentals of Human Resource Management - Lecture Slides - | MGT 424, Study notes of Human Resource Management
chapter 1 Material Type: Notes; Class: Human Resource Management; Subject: Management; University: Marshall ; Term: Spring 2011;
Typology: Study notes
2010/2011
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McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved. 1-^1 fundamentals of
Human Resource Management 3
rd edition by R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright
CHAPTER 1
Managing Human Resources
What Do I Need to Know? (1 of 2)
1. Define human resource management and
explain how HRM contributes to an
organization’s performance.
2. Identify the responsibilities of human
resource departments.
3. Summarize the types of skills needed for
human resource management.
Human Resource Management (HRM)
- (^) The policies, practices, and systems that influence employees’: - (^) behavior - (^) attitudes - (^) performance
Figure 1.1:
Human Resource Management Practices
Human Capital
- (^) Human Capital – an organization’s employees described in terms of their: - (^) training - (^) experience - (^) judgment - (^) intelligence - (^) relationships - (^) insight - (^) The concept of “human resource management” implies that employees are resources of the employer.
Figure 1.2:
Impact of Human Resource Management
- (^) At Southwest Airlines, the company’s focus is on keeping employees loyal, motivated, trained, and compensated. In turn, there is a low turnover rate and a high rate of customer satisfaction.
High-Performance Work System
• An organization in which technology,
organizational structure, people, and
processes all work together to give an
organization an advantage in the
competitive environment.
Responsibilities of HR Departments
- (^) One employee dedicated to handle HR related
matters is usually necessary in a company of
____ employees.
A. 10
B. 25
C. 75
D. 200
Analyzing and Designing Jobs
Job Analysis
- (^) The process of getting detailed information about jobs. Job Design - (^) The process of defining the way work will be performed and the tasks that a given job requires.
Recruiting and Hiring Employees
Recruitment
- (^) The process through which the organization seeks applicants for potential employment. Selection
- (^) The process by which the organization attempts to identify applicants with the necessary knowledge, skills, abilities, and other characteristics that will help the organization achieve its goals.
Qualities of Job Candidates
- (^) Which of the following qualities were in the
top 5 as reported by employers?
A. Technical skills B. Intelligence C. Interpersonal skills D. Computer skills
Training and Developing Employees Training
- (^) A planned effort to enable employees to learn job-related knowledge, skills, and behavior. Development
- (^) The acquisition of knowledge, skills, and behaviors that improve an employee’s ability to meet changes in job requirements and in customer demands.
Managing Performance
- (^) Performance Management – The process of
ensuring that employees’ activities and
outputs match the organization’s goals.
- (^) The human resource department may be