【正文】 The Strategic Role of Human Resource Management Tyson,S 出處： 1. Human Resource Management at Work What Is Human Resource Management To understand what human resource management is, we should first review what managers do. Most experts agree that there are five basic functions all managers perform39。 planning, anizing, staffing, leading, and controlling. In total, these functions represent the management process. Some of the specific activities involved in each function include: Planning: Establishing goals and standards。 developing rules and procedures。 developing plans and forecasting— predicting or projecting some future occurrence. Organizing: Giving each subordinate a specific task。 establishing departments。 delegating authority to subordinates。 establishing channels of authority and munication。 coordinating the work of subordinates. Staffing: Deciding what type of people should be hired。 recruiting prospective employees。 selecting employees。 setting performance standards。 pensating employees。 evaluating performance。 counseling employees。 training and developing employees. Leading: Getting others to get the job done。 maintaining morale。 motivating subordinates. Controlling: Setting standards such as sales quotas, quality standards, or production levels。 checking to see how actual performance pares with these standards。 taking corrective action as needed. In this book, we are going to focus on one of these functions: the staffing, personnel management, or (as it39。s usually called today) human resource (HR) management function. Human resource management refers to the practices and policies you need to carry out the people or personnel aspects of your management job. These include: Conducting job analyses (determining the nature of each employee39。s job) Planning labor needs and recruiting job candidates Selecting job candidates Orienting and training new employees Managing Wages and Salaries (how to pensate employees ) Providing incentives and benefits Appraising performance Why Is HR Management Important to All Managers Why are these concepts and techniques important to all managers? Perhaps it39。s easier to answer this by listing some of the personnel mistakes you don39。t want to make while managing. For example, you don39。t want: To hire the wrong person for the job To experience high turnover To find your people not doing their best To waste time with useless interviews To have your pany taken to court because of your discriminatory actions To have your pany cited under federal occupational safety laws for unsafe practices To have some of your employees think their salaries are unfair and inequitable relative to others in the anization To allow a lack of training to undermine your department39。s effectiveness To mit any unfair labor practices Carefully studying this book can help you avoid mistakes like these. More important, it can help ensure that you get results — through others. Remember that you could do everything else right as a manager — lay brilliant plans, draw clear anization charts, set up modern assembly lines, and use sophisticated accounting controls — but still fail as a manager by hiring the wrong people or by not motivating subordinates, for instance).On the other hand, many managerswhether presidents, generals, governors, or supervisorshave been successful even with inadequate plans, anization, or controls. They were successful because they had the knack for hiring the right people for the right jobs and motivating, appraising, and developing them. Remember as you read this book that getting results is the bottom line of managing and that, as a manager, you will have to get these results through people As one pany president summed up: For many years it has been said that capital is the bottleneck for a developing industry. I don39。t think this any longer holds true. I think it39。s the work force and the pany39。s inability to recruit and maintain a good work force that does constitute the bottleneck for production. I don39。t know of any major project backed by good ideas, vigor, and enthusiasm that has been stopped by a shortage of cash. I do know of industries whose growth has been