Solutions for Human Resources Management in Canada, 15th Edition Dessler (All Chapters included)
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Human Resources Management
Complete Solutions Manual for Human Resources Management in Canada, 15th Edition by Gary Dessler, Nita Chhinzer ; ISBN13: 9780137869756. (Full Chapters included Chapter 1 to 17). Exercises, Problems and Cases included.
1. The Strategic Role of Human Resources Management.
2. Introduction: The Chan...
Human Resources
Management in Canada,
15th Edition
by Gary Dessler
Complete Chapter Solutions Manual
are included (Ch 1 to 17)
** Immediate Download
** Swift Response
** All Chapters included
** Cases, Exercises & Problems
, CHAPTER 1
The Strategic Role of Human Resources Management
LEARNING OBJECTIVES
1.1 Define what human resources management (HRM) is and analyze how it relates to the
management process, and non-HR managers.
1.2 Explain how HRM has changed over recent years to include a higher-level advisory role.
1.3 Identify tools to help make evidence-based HRM decisions.
1.4 Describe professionalism and ethics in the HRM function.
1.5 Discuss the internal and external environmental factors affecting HRM policies and
practices, and explain their impact.
CHAPTER SUMMARY
This chapter focuses on the strategic role of HRM and HR professionals in today’s business
context. Strategic HRM links the management of people to strategic goals and objectives to
improve business performance. Specific roles of HR professionals illustrate the new partnership
between HRM and organizational managers and executives. Specific areas of HR activity,
operational and strategic, show how HRM has gone beyond its traditional administrative role.
The chapter also considers that many employers are changing how they organize their human
resource functions. The chapter looks at the professional designations in Canada. The chapter
concludes with a look at the external factors that impact HRM, including economic factors,
labour market issues, technology, government, globalization, and environmental concerns, as
well as internal environment influences.
LECTURE OUTLINE
Where Are We Now . . .
The purpose of this chapter is to explain what human resources management (HRM) is, and
why it’s important to all managers. We’ll see that human resources management activities—
such as hiring, training, appraising, compensating, and developing employees—are part of
every manager’s job. And we’ll see that human resources management is also a separate
function, usually with its own human resource or HR manager.
I. THE STRATEGIC ROLE OF HUMAN RESOURCES MANAGEMENT
Learning Objective 1.1 Define what human resources management (HRM) is and analyze
how it relates to the management process, and non-HR managers.
What do managers do?
• Organization – consists of people with assigned roles who work together to
achieve organization’s goals.
1-1
, Chapter 1 – The Strategic Role of Human Resources Management
• Managers are responsible for managing efforts of people to achieve
organization’s goals.
• Managing involves planning, organizing, staffing, leading, and controlling – that
is the management process.
Human resources management (HRM) is the management of labour and talent in
organizations to align with organizational strategy. It involves:
• Linking HR strategies with organizational strategies. (Figure 1.1).
• Understanding of what practices help regulate employees (e.g., recruitment,
compensation, performance management, training, etc.)
• Clarity around how these practices or systems impact employee, team business
unit, and company-level attitudes, behaviours, and outcomes.
• Considering why specific HR practices of systems are needed for each unique
business setting.
Dynamic nature of HRM
• Government initiatives in employment, equity, training and legislation change
often.
• Organizations adopt new practices; competition for talent continually changes.
• Labour force demographics change.
A. Strategy and Human Capital
1. Strategic plan is the company’s overall plan for how it will match internal strengths
and weaknesses with external opportunities and threats in order to maintain a
competitive advantage.
2. Strategy is a course of action the company pursues to achieve its strategic aims.
3. Strategic management identifies and executes the strategic plan by matching
strengths and weaknesses with the demand of the environment.
4. Human capital is the knowledge, education, training, skills, and expertise of the
workforce.
• Knowledge-based economy depends on acquisition and development of superior
human capital.
Research has shown that strategically aligned systems of HR practices are related to
better organizational performance and competitive advantage. The resource-based view
of the firm suggests that HR practices contribute to the development of embedded
knowledge of a firm’s culture, history, processes, and context, which are non-imitable
(hard to copy by competitors).
Three specific HR practices (profit sharing, results-oriented performance appraisal, and
employment security) are strongly related to accounting measures of firm performance,
such as return on assets and return on equity. A more extensive set of practices, known
collectively as high-performance HR practices, have a positive relationship with turnover,
productivity, and corporate financial performance (gross rate of return on capital).
1-2
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