This chapter (and all others in the text) concludes with a list of statements summarizing the most important concepts covered in the chapter. You can use this list to review your understanding of the HRM process, HRM activities, and what operating managers will need to effectively implement the HR manager's job.

In your introduction to this field, HRM has been 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. This introduction has described some of the characteristics of HR managers and a number of approaches to the organization and operation of HR units. It has concluded with a brief description of how the material in this book is organized and the devices used to present it. A special appendix to this chapter describes typical careers in HRM, suggests ways HR specialists can achieve greater professionalism, and briefly describes accreditation procedures.

To summarize the major points covered in this chapter:

1. HRM is action-oriented, individual-oriented, globally oriented, and future-oriented. It focuses on satisfying the needs of individuals at work.
2. HRM is a necessary function. Effectively performed, it can make the crucial difference between successful and unsuccessful organizations.
3. One of the challenges faced in HRM is that many decisions require input from both operating managers and HR specialists.
4. This dual purpose can lead to conflict, or it can result in more effective HRM decisions.

HRM is one of the most challenging and exciting functions in an organization. This book has been written to help you face these challenges more effectively since many of you will become managers who must use and apply HRM activities, tools, and policies. Every manager is involved, in some way, with HRM.