Bài giảng Human resource managemen - Chapter 1: Managing human resource - Ngô Quý Nhâm

1‐1
Text book:
Fundamentals of
Human Resource 
Management 3rd edition
by R.A. Noe, J.R. Hollenbeck, B. Gerhart, 
and P.M. Wright
Slide:
sites.google.com/site/ngoquynham
1‐2NGO QUY NHAM
fundamentals of
Human Resource Management 
CHAPTER 1
Managing Human Resources
1‐3
Contents
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.
4. Explain the role of supervisors in human resource 
management.
5. Discuss ethical issues in human resource management.
6. Describe typical careers in human resource management.
1‐4
What is Human Resource?
1‐5
Values of Human Resource
Technical Skills
Learning and Development Ability
- Open to new things
- Learning ability
g
Problem solving & 
Decision Makin
Motivation
Commitment
Interpersonal Skills
-Teamwork skills
- Leadership Skills
Performance
Management
Compensation
Recruiting & 
Selection
Trainging &
Development
1‐6
Human Resource Management (HRM)
• The policies, practices, 
and systems that 
influence employees’:
– behavior
– attitudes
– performance
1‐7
Figure 1.1:
Human Resource Management Practices
1‐8
At companies with effective HRM:
• Employees and customers tend to be more 
satisfied.
• The companies tend to:
– be more innovative
– have greater productivity
– develop a more favorable reputation in the 
community
1‐9
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.
1‐10
Figure 1.2:
Impact of Human Resource Management
1‐11
HRM and Sustainable Competitive Advantage
• An organization can succeed if it has 
sustainable competitive advantage.
• Human resources have the necessary qualities 
to help give organizations this advantage:
– Human resources are valuable.
– Human resources with needed skills and and 
knowledge are sometimes rare.
– Human resources cannot be imitated.
– Human resources have no good substitutes.
1‐12
Table 1.1:
Responsibilities of HR Departments
1‐13
Figure 1.3: Skills of HRM Professionals
1‐14
Figure 1.4:
Supervisors’ Involvement in HRM
1‐15
Figure 1.6:
Median Salaries for HRM Positions
1‐16
Summary
• Human resource management (HRM) consists 
of an organization’s “people practices”
– the policies, practices, and systems that influence 
employees’ behavior, attitudes, and performance.
• HRM influences who works for the 
organization and how those people work.
• HR departments have responsibility for a 
variety of functions related to acquiring and 
managing employees. 
1‐17
Summary (continued)
• HR management requires substantial human 
relations skills, including skill in:
– communicating
– negotiating
– team development
• HR professionals also need:
– decision‐making skills
– leadership skills
– technical skills
1‐18
Summary (continued)
• Non‐HR managers must be familiar with the 
basics of HRM and their own role with regard 
to managing human resources.
– Supervisors typically have responsibilities related 
to all the HR functions.
• HR professionals should make decisions 
consistent with sound ethical principles.
1‐19
Summary (continued)
• The decisions of HR professionals should:
– Result in the greatest good for the largest number of 
people.
– Respect basic rights of privacy, due process, 
consent, and free speech.
– Treat employees and customers equitably and fairly.
• Careers in HR management may involve 
specialized work in fields such as recruiting, 
training, or labor relations.