Necessary part of the organizing function of management Selecting, training, and evaluating the work force As an important strategic tool HRM helps.

HRM HUMAN RESOURCES

MANAGEMENT

IMPORTANCE OF HRM Necessary part of the organizing

function of management1048705 Selecting training and evaluating the work force

As an important strategic tool1048705 HRM helps establish an organizations sustainable competitive advantage

Adds value to the firm1048705 High performance work practices lead to both high individual and high organizational performance

HRM PROCESS

1 HUMAN RESOURCE (HR) PLANNING The process by which managers ensure that

they have the right number and kinds of people in the right places and at the right times who are capable of effectively and efficiently performing their tasks

Helps avoid sudden talent shortages and surpluses

Steps in HR planning1048705 Assessing current human resources1048705 Assessing future needs for human

resources1048705 Developing a program to meet those

future needs

11 CURRENT ASSESSMENTHuman resource inventory A review of the current make-up of the

organizations current resource status Job Analysis

1048705 An assessment that defines a job and the behaviors necessary to perform the job1048705 Knowledge Skills and Abilities (KSAs)1048705 Requires conducting interviews engaging in direct observation and collecting the self-reports of employees and their managers

11 CURRENT ASSESSMENT (CONrsquoT)Using information from job analysis

to develop or revise Job description

1048705 A written statement of what the job holder does how it is done and why it is done

Job specification1048705A written statement of the minimum qualifications that a person must possess to perform a given job successfully

12 MEETING FUTURE HUMAN RESOURCE NEEDSSupply of Employees Demand for

Employees

Factors Affecting Staffingbullorgrsquos strategic Goals

bullForecast demand for orgrsquos products and services

bullAvailability of knowledge skills and abilities within org

HRM PROCESS

2 RECRUITMENT AND DECRUITMENT Recruitment How to attract

qualified applicants1048705 The process of locating identifying and attracting capable applicants to an organization

E-recruiting1048705 Recruitment of employees through the Internet 1048705 organizational web sites1048705 Online recruiters

MAJOR SOURCES OF POTENTIAL JOB CANDIDATES

Source + -Internet Reaches large no of

people can get immediate feedback

Generates many unqualified candidates

Employee referrals Knowledge about the organization provided by current employee can generate strong candidates because a good referral reflects on the recommender

May not increase the diversity and mix of employees

Company Web site Wide distribution can be targeted to specific groups

Generates many unqualified candidates

College recruiting Large centralized body of candidates

Limited to entry-level positions

Professional recruiting organizations

Good knowledge of industry challenges and requirement

Little commitment to specific organization

2 RECRUITMENT AND DECRUITMENT

bull DecruitmentThe process of reducing a surplus of

employees in the workforce of an organizationDecruitment options

HRM PROCESS

3 SELECTION Selection process

1048705 The process of screening job applicants to ensure that the most appropriate candidates are hired

Selection How to choose the best person for the job1048705 An exercise in predicting which applicants if hired will be (or will not be) successful in performing well on the criteria the organization uses to evaluate performance1048705 Selection errors

1048705 Reject errors for potentially successful applicants

1048705 Accept errors for ultimately poor performers

VALIDITY AND RELIABILITY Validity (of prediction)

1048705 A proven relationship between the selection device used and some relevant criterion for successful performance in an organization1048705 High tests scores equate to high job performance low scores to poor performance

Reliability (of prediction)1048705 The degree of consistency with which a selection device measures the same thing1048705 Individual test scores obtained with a selection device are consistent over multiple testing instances

TYPES OF SELECTION DEVICESI Application formsII Written testsIII Performance simulationsIV InterviewsV Background investigationsVI Physical examinations

I APPLICATION FORMS

II WRITTEN TESTS Types of tests

1048705 Intelligence how smart are you1048705 Aptitude can you learn to do it1048705 Attitude how do you feel about it1048705 Ability can you do it1048705 Interest do you want to do it

III PERFORMANCE SIMULATIONS Testing an applicantrsquos ability to perform

actual job behaviors use required skills and demonstrate specific knowledge of the job

V BACKGROUND INVESTIGATIONS Verification of application data Reference checks

- Lack validity because self-selection of references ensures only positive outcomes

VI PHYSICAL EXAMINATIONS Useful for physical requirements and for

insurance purposes related to pre-existing conditions

OTHER SELECTION APPROACHES Realistic Job Preview (RJP)1048705 The process of providing an applicant

both the positive and the negative aspects of the jobbull Encourages mismatched applicants to

withdrawbull Aligns successful applicantsrsquo expectations

with actual job conditions reducing turnover

HRM PROCESS

4 ORIENTATION Helping newcomers learn the ropes The introduction of a new employee

into his or her job and the organization

2 types of orientationWork-unit orientation

Familiarizes new employee with work-unit goals Clarifies how his or her job contributes to unit goals Introduces he or she to his or her coworkers

Organization orientation Informs new employee about the organizations

objectives history philosophy procedures and rules Includes a tour of the entire facility

HRM PROCESS

5TRAINING

Traditional Training Methods

1048705 On-the-job by performing tasks

1048705 Job rotation by working at different jobs in particular area

1048705 Mentoring and coaching work with experienced worker who can provide info amp support

1048705 Experiential exercises face-to-face training

1048705 Workbooks manuals

1048705 Classroom lectures

Technology-Based Training Methods

1048705 CDROM DVDVideotapes Audiotapes

1048705 Videoconferencing teleconferencing Satellite TV

1048705 E-learning or other interactive modules

Employee Training Methods

Helping people perform better

HRM PROCESS

6 EMPLOYEE PERFORMANCE MANAGEMENTPerformance management system

A process establishing performance standards and appraising employee performance in order to evaluate employee performance and to provide documentation in support of HR decisions

PERFORMANCE APPRAISAL METHODS Written essays Graphic rating scales Behaviorally anchored rating scales

(BARS) rates employee gradations in performance according to scales of specific behaviors

Multiperson comparisons compare one persons performance with that of one or more others

Management by objectives (MBO) 360 Degree feedback employees are appraised

not only by their managerial supervisors but also by peers subordinates and sometimes clients

HRM PROCESS

7 COMPENSATION AND BENEFITS

Benefits of a fair effective and appropriate compensation system1048705 Helps attract and retain high-performance employees1048705 Impacts on the strategic performance of the firm

Types of compensation1048705 Base wage or salary paid employees in exchange for doing their jobs

1048705 Incentive payments commissions bonuses stock options

1048705 Skill-based pay1048705 Benefits (fringe benefits) health insurance dental insurance disability protection retirement plans holidays off recreation options family leaves discounts on company merchandise

HRM PROCESS

8 CAREER DEVELOPMENT Career defined

The sequence of positions held by a person during his or her lifetime

Career developmentProvides for information assessment and

trainingHelps attract and retain highly talented

people

CONTEMPORARY HRM ISSUES

CONTEMPORARY HRM ISSUES Downsizing

The planned elimination of jobs in an organization

Provide open and honest communicationReassure survivors

Managing work force diversityRecruitment for diversitySelection without discriminationOrientation and training that is effective

CONTEMPORARY HRM ISSUES (CONrsquoT) Sexual harassment

An unwanted activity of a sexual nature that affects an individualrsquos employment Unwanted sexual advances requests for sexual

favors and other verbal or physical conduct of a sexual nature when submission or rejection of this conduct explicitly or implicitly affects an individualrsquos employment

An offensive or hostile environment An environment in which a person is affected by

elements of a sexual nature

CONTEMPORARY HRM ISSUES (CONrsquoT) Work-life balance

Employees have personal lives that they donrsquot leave behind when they come to work

organizations have become more attuned to their employees by offering family-friendly benefitsbull On-site child carebull Summer day campsbull Flextimebull Job sharingbull Leave for personal mattersbull Flexible job hours