Introduction

to Human
Resources
Management
Presented by:
Dr. Israa Elbendary
People are the most
valuable resources in
modern organizations
and critical for their
competitive
advantage
Learning Objectives

1-1 Explain what human resource management is and how it relates to

the management process.
1-2 Briefly discuss and illustrate each of the important trends influencing
human resource management.
1-3 Briefly describe “distributed HR” and other important aspects of
human management today.
1-4 List at least four important human resource manager competencies.
1-5 Outline the plan of this book.

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 What Is HRM? What do we mean
by HRM?
Planning establishing goals, standards; developing rules,
procedures, plans and forecasts.
Organizing Giving tasks; establishing departments; delegating
•HRM deals with "staffing authority, coordinating the work of subordinates.
function". It’s a function that
includes all the activities that Involves determining what type of people should be
deal with employees from hiring hired; recruiting prospective employees; selecting
to firing. Staffing employees; setting performance standards;
compensating employees; evaluating performance;
counseling employees; training and developing
employees
Leading maintaining morale, motivating subordinates.
Controlling setting standards, compare actual performance with
standards; taking corrective action as needed.

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What is HRM?

• Human resource management (HRM) is the process of acquiring,

training, appraising, and compensating employees, and of attending
to their labor relations, health and safety, and fairness concerns.

• The topics we’ll discuss should therefore provide you with the
concepts and techniques every manager needs to perform the
“people” or personnel aspects of management.

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These include:

Conducting job
Planning labor Managing wages
analyses Orienting and
needs and Selecting job and salaries
(determining the training new
recruiting job candidates. (compensating
nature of each employees.
candidates. employees).
employee’s job).

Communicating Training
Providing Building employee
Appraising (interviewing, employees, and
incentives and relations and
performance. counseling, developing
benefits. engagement.
disciplining). managers.

And what a Equal opportunity Handling

Employee health
manager should and affirmative grievances and
and safety.
know about: action. labor relations.

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Why Is HRM Important
to All Managers
 Avoid personnel mistakes:
• First, having a command of this knowledge will help you avoid the
personnel mistakes you don’t want to make while managing. For
example, you don’t want
• To have your employees not doing their best.
• To hire the wrong person for the job.
• To experience high turnover.
• To have your company in court due to your discriminatory actions.
• To have your company cited for unsafe practices.
• To let a lack of training undermine your department’s effectiveness.
• To commit any unfair labor practices.
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 Improving profits And
performance
• (help in getting the planned results through the employees by motivating
them)

•Many managers—from generals to presidents to supervisors—have been

successful even without adequate plans, organizations, or controls.

•They were successful because they had the ability for hiring the right people
for the right jobs and then motivating, appraising, and developing them.

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 You May spend some time
as a HR Manager
•Most top human resource executives do have prior human resource
experience. About 80% of those in one survey worked their way up within
HR. About 17% had the HR Certification Institute’s Senior Professional in
Human Resources (SPHR) designation, and 13% were certified Professional
in Human Resources (PHR).

•The Society for Human Resource Management (SHRM) offers a brochure

describing alternative career paths within human resource management.

•Find it at: www.shrm.org

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 HR for Small Businesses

• (Help the entrepreneurs (SME) that do not have HR managers.

•And here is one other reason to study this book: you may well end up
as your own human resource manager.
•More than half the people working in the United States work for small
firms. Small businesses as a group also account for most of the 600,000
or so new businesses created every year.

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Introduction to HRM

To sum up:
HRM is important for the following reasons:
• Avoid personnel mistakes Such as having your
employees not doing their best, to hire the wrong person
for the job, to experience
• high turnover or having unfair payment .
• Improving profits And performance (help in getting
the planned results through the employees by motivating
them)
• Help in coping with the current trends.
• Help the entrepreneurs (SME) that do not have HR
managers. 03/07/2025
 Line and Staff
Aspects of Human
Resource
Management
Line and Staff Aspects of Human
Resource Management
•Authority is the right to make decisions, to direct the work of
others, and to give orders.
•Line authority gives you the right to issue orders
•A Line manager: A manager who is authorized to direct the
work of subordinates and is responsible for accomplishing the
organization’s tasks.
•Staff authority gives you the right to advise others in the
organization. A Staff manager: A manager who assists and
advises line managers.
•All managers are in a sense HR managers. This because all
of them are involved in activities related to HR like Recruiting,
Selecting, Training, Performance Appraisal, etc.
03/07/2025 Introduction to HRM 14
Note:
•HR managers are considered both “Line & staff mangers”

•They are staff managers as they help the other managers in accomplishing
their goals through recruiting, selecting, training and compensating the qualified
employees.

•Also, they are line managers, as they give orders and manage the work of the
subordinates inside their department.

•Thus, HR managers are staff within the whole organization and line
within the HR department.

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Responsibilities of a
line HR Manager
 Responsibilities of a line HR manager:
Line supervisors’ responsibilities for effective human resource management under these
general headings:
1. Placing the right person in the right job
2. Starting new employees in the organization (orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining creative cooperation and developing smooth working relationships
6. Interpreting the company’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining departmental morale
10. Protecting employees’ health and physical conditions

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The Human Resource Department

 In small organizations, line managers may carry out all these personnel
duties unassisted.

 But as the organization grows, line managers usually need the

assistance, specialized knowledge, and advice of a separate human
resource staff.

 In larger firms, the human resource department provides such

specialized assistance. Figure 1-1 shows human resource management
jobs in one organization. Typical positions

07/03/2025 Introduction to HRM 18

07/03/2025 Introduction to HRM 19
•Typical positions include: compensation and benefits manager, employment and
recruiting supervisor, training specialist, and employee relations executive.

Examples of job duties include:

• Recruiters: Maintain contacts within the community and perhaps travel extensively to
search for qualified job applicants.
• Equal employment opportunity (EEO) representatives or affirmative action
• coordinators: Investigate and resolve EEO grievances, examine organizational
practices for potential violations, and compile and submit EEO reports.
• Job analysts: Collect and examine detailed information about job duties to prepare
job descriptions.
• Compensation managers: Develop compensation plans and handle the employee
benefits program.
• Training specialists: Plan, organize, and direct training activities.
• Labor relations specialists: Advise management on all aspects of union–

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 New approaches to
organize HR Department
 New approaches to organize HR
Department
Most plan to use technology to institute more “(1) shared services” (or “transactional”)
arrangements. These establish centralized HR units whose employees are shared by all the
companies’ departments to assist the departments’ line managers in human resource matters.
These shared services HR teams generally offer their services through intranets or centralized
call centers; they aim to provide managers and employees with specialized support in day-to-
day HR activities (such as discipline problems).

You may also find specialized (2) corporate HR teams within a company. These assist top
management in top-level issues such as developing the personnel aspects of the company’s
long-term strategic plan.

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 New approaches to organize HR
Department

(3) Embedded HR teams have HR generalists (also known as “relationship managers” or “HR business
partners”) assigned to functional departments like sales and production. They provide the selection and other
assistance the departments need.

(4) Centers of expertise are basically specialized HR consulting firms within the company. For example, one
center might provide specialized advice in areas such as organizational change to all the company’s various
units.

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The Trends Shaping
Human Resource
Management
 The Trends Shaping Human
Resource Management

•Trends are occurring in the environment

of human resource management that are
changing how employers get their human
resource management tasks done.

These trends include:

• Technological trends
• Trends in how people work
• Globalization
• Economic trends.

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 The Trends shaping HRM

1. The technological advances:

Technology has forcing and enabling firms to become more competitive, the
change in technology caused:

 A change in: Work (services & production)

 Qualifications required for the new types of work activities.
 The design of jobs. Number of people to do the jobs.
 Job description and specifications.
 Selection, training, appraisal......, etc.

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 Five Main Types of Digital
Technologies
Five main types of digital technologies are driving this transfer of functionality
from HR professionals to automation.
1) Social Media: Employers increasingly use social media tools such as
Twitter, Facebook, and LinkedIn (rather than, say, as many employment
agencies) to recruit new employees.
2) Mobile Applications: Employers use new mobile applications, for instance,
to monitor employee location and to provide digital photos at the facility
clock-in location to identify workers.
3) Gaming: The feedback, fun, and objectives inherent in gaming support
many new training applications, and websites such as Knack, Gild, and True
Office enable employers to inject gaming features into training, performance
appraisal, and recruiting.
07/03/2025 Introduction to HRM 27
 Five Main Types of Digital Technologies

4) Cloud computing and more intuitive user interfaces enable employers to

monitor and report on things like a team’s goal attainment and to provide real-
time evaluative feedback.

5) Data analytics: Finally, data analytics basically means using statistical

techniques, algorithms, and problem-solving to identify relationships among
data for the purpose of solving particular problems (such as what are the ideal
candidate’s traits, or how can I tell in advance which of my best employees is
likely to quit?). When applied to human resource management, data analytics
is called talent analytics.

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 The Trends Shaping HRM

2. Trends In how people work (change in the nature of work) such as: A)
 The shift from the manufacturing to service jobs which require new types of knowledge
workers.
 More demand on knowledge work & human capital that replace machines.
 An increase in the high Tech. jobs, as the central of gravity in employment moved from manual
clerical workers to knowledge workers.
 A dramatic increase in productivity, & this decreases the needed workers.
 An increase in the integrated supply chains.
 An increase shift in the nontraditional workers as:
 Holding multiple jobs, part time and temporary workers.
 More use of JIT “Just In Time” in manufacturing.
 As a result, the selection, promotion, compensation, training policies & procedures must be
changed.
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 The Trends shaping HRM

3. Globalization: It means the tendency of firms to extend their sales or

manufacturing to new markets and locations that are more advantageous.
Globalization increases competition as:
 The developed countries firms transferred its operations abroad seeking for
(cheaper labor, raw materials, and more promising markets) [offshoring]
 These new firms will increase competition regarding the needed qualified
people.

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 The Trends shaping HRM

4. Demographic changes/workforce trends (diversity) As there are many changes such as:
 An increase in the sharing women in labor market.
 Many retired people returned work.
 Generations change as some focused on work more than family while others focused on
family than work and third tried to achieve work-life balance (WFB).
 The labor force in some countries is getting older.
 An increase shift in the nontraditional workers as Holding multiple jobs, part timers, and
temporary workers.
 More use of (JIT) in manufacturing.

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 The Trends Shaping HRM

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5. Economic challenges &Trends: As there is an economical growth
in the last 50 years over the world. This in turn increase the no. of
employees and the opportunity for employment.

•Previously, HR managers where focusing on the administrative

activities as hiring and compensating, but as employers are facing
many challenges and trends, HR managers began to be strategic
partners with them.

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 New HR Manager Competences.
• Leadership & Navigation: The ability to direct and identify
the Organizational goals and objectives.
• Ethical Practice: the ability to take care "consider" ethics in
implementing HR practices.
• Business Acumen: The ability to understand the business and
what is going on the company.
• Relationship Management: The ability to manage
interactions with others.
• Consultation: ability to provide guidance.
• Global & Cultural Effectiveness: knowledge about the
different cultures.
• Communication: accepting other opinions

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A Brief History of
Personnel/Human
Resource Management
 A Brief History of Personnel/Human Resource
Management

“Having good talent people in the organisation was

important yesterday, but today it is critical !!”

Introduction to HRM
07/03/2025 36
 Scope of HRM
1. Personnel or Labor Aspect
Planning, recruiting, selection, placement, transfer, promotion, training
and development, Lay-offs, retrenchment, remuneration, incentives and
productivity
2. Welfare Aspect
Housing, transport, medical assistance, canteen, rest rooms, health and
safety, education, etc.
3. Industrial Relation Aspect
Union-management relations, collective bargaining, grievance and
disciplinary actions, settlement of disputes.

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 Difference between HRM and PM:
 HRM is proactive in nature while PM is reactive.
 HRM is a resource-centred activity whereas PM is a
employee-centred activity.
 HRM emphasizes on flexible, open-ended contracts but PM
emphasizes the strict performance of defined rules,
procedures and contracts.
 HRM views better performance as a cause of job satisfaction
whereas PM considers job satisfaction as a source of better
performance….
 HRM seeks to develop the competencies of the employees on
a sustained basis while PM is a regular, status quo–based
administrative function.

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Evolution of HRM
Scientific
Management (1910
The Industrial evolve & 1920 The Contemporary
Revolution (beyond implementation to Human Relation HRM Era (1990
1820 to 1840) 1940) Movement Era onwards)

1820–1840 1841–1909 1910 1945–1970 1971–1980 1980–1990 1990

Trade unionism Industrial Psychology Behavioural Science

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 The Industrial Revolution (beyond 1820 to 1840)

• Usages of the machinery

• Mass level of production
• To satisfied the human need
• Profit maximization form the factor of
production like land , labour, capital,
entrepreneur

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 Trade unionism (1841 to 1909)
World have been separated in two type of
economy one is capitalization which has a
motive of profit maximization the other side
is labor intensive economy
Labour class reflected their anger by strike,
slowdown, pen down, boycott & sabotage of
the work for resolution of the problem where
new redressed procedure had been developed
to subside the chaos like collective
bargaining, grievance handling system,
arbitration, disciplinary practices

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 Scientific Management (1910 evolve & 1920
implementation to 1940)

• Development of true Draw back:

science • Man become machine
• Scientific selection & • human factors were
training completely avoided.
• Friendly co-operation
between management
• Development of every
worker to his fullest
aspects.

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 Industrial psychology era (1945 to 1970)

 Mainly focused on the part on IQ of the employees

through MMPIT (Minnesotta multiple personality test ) or
MBJT ( Myer Brigg Jung topology) & assigned them skill &
aptitude based job.

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 Human Relation Movement ( 1971 to 1980)

 Hawthorne experiment

 Interaction with the employee increase the

productivity
 Basic facilities are required for the production

 Empathized view towards workers have increased

productivity of worker

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 Behavioral Science era (1980 to 1990)

 Multiple branch discipline like sociology , anthropology, psychology,

economics & politics

 Contributors:- Abraham Maslow, Douglas mc gregeor, Fredrik
Herzberg, Rensis Likert, Robert black, Robert Owen, kurt lewin,
burke letwin, fidler contingent theory, victor vroom theory, grid
theory, Aldofer ERG theory, Mclland N-ach theory

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The Contemporary HRM era
(1990 onwards)

• More focused on gaining competitive

advantage in market through HR.

• Focuses on developing HR strategies,

aligning them with corporate strategy
and achieving organizational goals
effectively.

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 Distributed HR and the New Human Resource
Management
 Perhaps most importantly, more and more human
resource management tasks are now being
redistributed from a central HR department to the
company’s employees and line managers, thanks to
digital technologies like mobile phones and social
media.

 Some experts say that if current trends continue,

many aspects of HR and talent management will
become “fully embedded in how work gets done
throughout an organization [distributed], thereby
becoming an everyday part of doing business.

Figure: what trends Mean for Human Resource Management

07/03/2025 Introduction to HRM 47
 Distributed HR and the New Human Resource Management

07/03/2025 Introduction to HRM 48

 • First, today’s human resource managers are
HR and focusing more on longer term, strategic “big
Strategy picture” issues.
• That’s, strategic human resource
management means formulating and
executing human resource policies and
practices that produce the employee
competencies and behaviors the company
needs to achieve its strategic aims.
• As in the Strategic Context feature, today’s
employers want their HR managers to put in
place practices that will produce the employee
behaviors that help the company achieve its
strategic aims.

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 HR and Performance

Employers also expect their human resource manager/“people experts” to

spearhead employee performance-improvement efforts. Here they can apply three
levers.
- The first is the HR department lever. The HR manager ensures that the human
resource management function is delivering services efficiently.
- The second is the employee costs lever. For example, the human resource
manager takes a prominent role in advising top management about the company’s
staffing levels, and in setting and controlling the firm’s compensation, incentives,
and benefits policies.
- The third is the strategic results lever. Here the HR manager puts in place the
policies and practices that produce the employee competencies and skills the
company needs to achieve its strategic goals.
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 HR and Performance and Sustainability
In a world where sea levels are rising, glaciers are crumbling, and people increasingly view
financial inequity as offensive, more and more people say that businesses can’t just measure
“performance” in terms of maximizing profits. They argue that companies’ efforts should be
“sustainable,” by which they mean judged not just on profits, but on their environmental and
social performance as well.

As one example, PepsiCo has a goal to deliver “Performance with Purpose”—in other words, to
deliver financial performance while also achieving human sustainability, environmental
sustainability, and talent sustainability. PepsiCo wants to achieve business and financial success
while leaving a positive imprint on society (click www.pepsico.com, then click What We Believe,
and then Performance with Purpose). In one survey, about 80% of large surveyed companies
report their sustainability performance.
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 HR and Employee Engagement

 Employee engagement refers to being psychologically involved in,

connected to, and committed to getting one’s jobs done.
 Engaged employees “experience a high level of connectivity with their
work tasks,” and therefore work hard to accomplish their task-related
goals.
 Employee engagement is important because it drives performance.

07/03/2025 Introduction to HRM 52

Thank you