Summary of Human Resource Management, Global Edition (ISBN: 9780135172780)
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Cours
Human Resource Management (LBVB20PTM2)
Établissement
Hanzehogeschool Groningen (Hanze)
Book
Human Resource Management, Global Edition
Everything you need to know in order to pass the HRM exam based on Human Resource Management, Global Edition by G. Dessler! This summary covers chapter 1, 4, 5, 6, 7, 8, 9 & 10 as well as some extra information from a mock exam, at the end. Also part of the PTM2 theory from Year 2, period 1 at IBS.
Test Bank for Human Resource Management 16th Edition by Gary Dessler
Detailed Summary HRM Exam Theory (PTM2) Period 2 Year 2
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Hanzehogeschool Groningen (Hanze)
International Business And Management Studies
Human Resource Management (LBVB20PTM2)
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Chapter 1
Managing involves performing 5 basic functions, which all represent the management process.
1. Planning: establishing goals and standards, developing rules, procedures, forecasts, etc.
2. Organizing: giving specific tasks, establishing departments, delegating authority, etc.
3. Staffing: determining what type of people should be hired, how compensated, etc.
4. Leading: getting others to get the job done, motivating subordinates, etc.
5. Controlling: setting standards such as sales quotas, quality standards, etc.
The staffing, personnel management refers to the human resource management function, which
is the process of acquiring, training, appraising and compensating employees, and of attending
to their labor relations, health and safety, and fairness concerns.
Authority is the right to make decisions, direct others’ work, and give orders. 2 types of authority:
1. Line authority: gives managers the right to issue orders to other managers / employees.
- This creates a superior-subordinate relationship. Usually sales & production.
2. Staff authority: gives a manager the right to advise other managers or employees.
- This creates an advisory relationship. Often purchasing & HRM.
Shared services create centralized HR units whose employees are shared by all the companies’
departments to assist the departments’ line managers in HR matters. They aim to provide
managers & employees specialized support in day-to-day HR activities.
Corporate HR teams assist top management in top-level issues such as developing the
personnel aspects of the company’s long-term strategic plan.
Embedded HR teams have HR generalists assigned to functional departments like sales and
production, these provide employee selection and other assistance departments may need.
Centers of expertise are specialized HR consulting firms within the company. E.g: one might
provide specialized advice in organizational change to all the company’s various units.
There are several trends shaping HRM: workforce demographic trends, trends in jobs people
do, technological trends, and globalization and economic trends.
- Workforce demographic trends: the composition of the workforce will continue to become
more diverse.
- Trends in jobs people do: work has shifted, and is shifting from manufacturing to service.
The amount of on-demand workers is growing: most workers for Uber aren’t even
employees. Jobs are becoming more high tech.
- Globalization: is increasing international competition.
- Economic trends: the labor force in the US is growing more slowly and an unbalanced
labor force.
- Technology trends: technology is changing the nature of the job and how employers get
HRM done:
- Employers use social media to recruit new employees.
- Mobile applications are used to monitor for example employee location and to
provide digital photos at the facility clock-in location to identify workers.
- Some websites enable employers to use gaming in training & recruitment.
, - Cloud computing-based tools enable employers to give real-time direct evaluative
feedback or to track employee engagement.
- Data analytics is using statistical techniques, algorithms and problem solving to
identify relationships among data to solve particular problems. When applied to
HRM data analytics is called talent analytics.
- Artificial intelligence means using computers to do tasks in human-like ways.
Such as scanning and transferring customer address changes.
- Augmented reality is used by Boeing to help trainees learn the 50 steps required
to assemble an aircraft wing selection.
Thanks to these trends, more HRM tasks are being redistributed from a central HR department
to the company’s employees and line managers.
Strategic HRM is formulating and executing human resource policies & practices that produce
the employee competencies and behaviors the company needs to achieve its strategic aims.
Employers expect HRM to spearhead employee performance-improvement efforts. Here, HR
can apply 3 levers:
1. HR department lever: the HR manager ensures that the HRM function is delivering
services efficiently. E.g: might include outsourcing certain activities such as benefits
management and using technology to deliver its services more cost-effectively.
2. Employee costs lever: the HR manager takes a prominent role in advising top mgmt
about the company’s staffing levels, and in setting controlling the firm’s compensation.
3. Strategic results lever: here the HR manager puts in place policies and practices that
produce the employee competencies the company needs to achieve its strategic goals.
Improving performance requires measuring what you’re doing: HR managers use performance
measures (metrics) to validate these things. E.g: on average there are 3 HR employees per 100
total employees.
Basing decisions based on evidence is called evidence-based HRM. This is the use of data,
facts, analytics, etc. to support HR proposals, decisions, conclusions, etc. The evidence may
come from actual measurements, existing data or even research studies.
Bottom line is that today’s employers want their HR managers to add value by boosting profits
and performance. Adding value means helping the firm and its employees improve in a
measurable way as a result of the human resource manager’s actions.
Employee engagement refers to being psychologically involved in, connected to, and committed
to getting one’s jobs done.
Ethics means the standards someone uses to decide what their conduct should be.
The behaviors a HR manager should exhibit: leadership and navigation, ethical practice,
business acumen, relationship management, consultation, critical evaluation, global and cultural
effectiveness, communication.
, Chapter 4
The talent management process is as follows:
1. Decide what positions to fill through job analysis, personnel planning & forecasting.
2. Build a pool of job applicants, by recruiting internal or external candidates.
3. Obtain application forms and perhaps have initial screening interviews.
4. Use selection tools like tests, interviews, background checks & exams to identify viable
candidates.
5. Decide to whom to make an offer.
6. Orient, train, and develop employees so they have the competencies to do their jobs.
7. Appraise employees to assess how they’re doing.
8. Compensate employees to maintain their motivation.
Talent management is the goal-oriented and integrated process of planning, recruiting,
developing, managing, and compensating employees.
Talent management starts with deciding what jobs need to be filled.
- Job analysis is the procedure for determining the duties and skill requirements of a job
and the kind of person who should be hired for it. This generates information needed for:
- Job descriptions, a list of a job’s duties, responsibilities, reporting relationships, working
conditions, and supervisory responsibilities-one product of a job analysis.
- Job specifications are a list of a job’s human requirements, that is, the requisite
education, skills, personality, and so on- another product of a job analysis.
A supervisor of HR usually collects 1 or more of the following types of info via the job analysis:
- Work activities: information about the job’s actual work activities, such as cleaning,
selling, teaching or painting. This may also include how, why and when these are done.
- Human behaviors: information about human behaviors the job requires such as sensing,
communicating, lifting weights or walking long distances.
- Machines, tools, equipment & work aids: information regarding which tools are used,
materials processed, knowledge dealt with or applied (such as finance or law), and
services rendered (such as counseling or repairing).
- Performance standards: information about the job’s performance standards (quantity or
quality levels for each job duty, for example).
- Job context: information such as physical working conditions, schedule, incentives, and
the number of people with whom the employee would normally interact.
- Human requirements: information such as knowledge (education, training, work
experience) or skills and required personal attributes (aptitudes, personality, interests).
Job analysis is important because it supports all HRM activities, such as: recruitment and
selection, EEO compliance, performance appraisal, compensation and training.
There are 6 steps in doing a job analysis:
1. Identify the use to which the information will be put. This determines how you collect the
information: interviewing, for example, is good for writing job descriptions.
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