(Human Resource Management 12e John Ivancevich, Robert Konopaske)
(Instructor Manual)
Chapter 1
Human Resource Management
CHAPTER OVERVIEW
This chapter introduces the field of human resource management, its strategic function within
an organization, and the careers that are available therein.
In the introduction of this field, HRM is defined as… the function or unit in organizations
that facilitates the most effective utilization of human resources to achieve the objectives of
both the organization and the employees.
Highlighted are the differences between the responsibilities of an operating manager and the
HR manager, with whom the responsibility for such things as hiring, discipline, training and
orientation are shared. It also explores the increasing responsibilities of the human resource
field, which are directly related to the global workplace and changing technology.
A special appendix to this chapter describes typical careers in HRM, suggests ways that HR
specialists can achieve greater professionalism, and describes accreditation procedures.
CHAPTER LEARNING OBJECTIVES
After reading this chapter, students should be able to…
1. Describe the term human resource management.
2. Describe the strategic importance of human resource management (HRM) activities.
3. Give examples of what career opportunities are available in the HRM field.
4. Discuss the role that specialists and operating managers play in performing HRM
activities.
5. List the main objectives pursued by HRM units.
KEY TERMS
Key terms are shown in bold, as they appear in the text, throughout the lecture notes.
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© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
,Chapter 01 - Human Resource Management
DISCUSSION AND PROJECT IDEAS
• Discussion ideas:
Ask students to recall HR policies or procedures that they encountered on the job
that they felt favored management over the employees, or visa versa. For instance,
are employees allowed to offer a rebuttal to a bad performance review? Are
employees expected to take a pay cut to offset company expanses while the
salaries of management remain unchanged? Do bonuses go to all employees or
only to upper management?
Discuss how standard operating procedures might differ from industry to industry.
For instance, would the SOP for prison personnel differ from those developed for
restaurant employees? Are there any policies that might overlap? For instance, the
handling of customer complaints or dealing with sexual harassment situations.
Outsourcing of all types of jobs is increasing. Is this a good trend or a bad one?
From whose perspective? Does it make a difference if the resource is local? For
instance, is it a plus or a minus for company calls to be rerouted to call centers in
India?
• Projects and/or reports:
Have students write a report detailing the work environment in which they would
most enjoy working. For instance, do they want a desk job and an air conditioned
office? Do they like working outdoors? Do they object to a noise environment?
Do they prefer a “thinking” job, or one in which they have a quota? The objective
is to have students think about how their work environment preferences might
affect their career choices.
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© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
,Chapter 01 - Human Resource Management
LECTURE OUTLINE
INTRODUCTION
• This book focuses on people and optimizing performance in organizational settings.
The entire book will be concerned with the employees of organizations⎯clerks,
technicians, software engineers, product designers, supervisors, managers, and
executives
Large, medium, and small organizations must optimize the return on investment
of all resources⎯financial and human.
• When an organization is really concerned about people, its philosophy, culture, and
orientation all reflect the belief.
• Human resource management (HRM)
Facilitates the most effective use of people to achieve organizational and personal
goals
Requires the involvement of every manager in every department
• Personnel, human resource management, industrial relations, employee development,
and personnel department have all been used to describe the unit, department, or
group concerned about people.
The most current term, human resource management, is used in this book because
it reflects the increased concern society and organizations have for people.
• Human Resource Management (HRM) consists of numerous activities, including
Equal employment opportunity (EEO) compliance
Job analysis
Human resource planning
Employee recruitment, selection, motivation, and orientation
Performance evaluation and compensation
Training and development
Labor relations
Safety, health, and wellness
• The following four descriptions of the HRM unit should be stressed at the outset:
It is action-oriented
It is people-oriented
It is globally oriented
It is future-oriented
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© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
, Chapter 01 - Human Resource Management
A BRIEF HISTORY OF HUMAN RESOURCE MANAGEMENT
• The history of HRM can be traced to England
Masons, carpenters, leather workers, and other craftspeople organized themselves
into guilds.
They used their unity to improve their work conditions.
• The field further developed during the Industrial Revolution in the latter part of the
18th century
Working conditions, social patterns, and the division of labor were significantly
altered.
A new kind of employee, a boss who wasn't necessarily the owner, became a
power broker in the new factory system.
With these changes came a widening gap between workers and owners.
• During the era of the world wars, scientific management, welfare work, and industrial
psychology merged.
Scientific management was an effort to deal with inefficiencies in labor and
management primarily through work methods, time and motion study, and
specialization.
Industrial psychology represented the application of psychological principles
toward increasing the ability of workers to perform efficiently and effectively.
• Frederick W. Taylor, the father of scientific management, studied worker efficiency
and attempted to discover the one best and fastest way to do a job.
He summarized scientific management as:
(1) science, not rules of thumb;
(2) harmony, not discord;
(3) cooperation, not individualism; and
(4) maximum output, not restricted output.
• Industrial psychology focused
The worker
Individual differences
The maximum well being of the worker.
• Hugo Munsterberg and his book Psychology and Industrial Efficiency initiated the
field of industrial psychology in 1913
The book served as a stimulus and model for development of the field in the
United States and Europe.
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© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
