HUMAN RESOURCE MANAGEMENT February 22, 2010 Human Resource Management u Activities necessary for staffing the organization and sustaining high employee.

HUMAN RESOURCE HUMAN RESOURCE MANAGEMENTMANAGEMENT

February 22, 2010

Human Resource Human Resource ManagementManagement

Activities necessary for staffing the organization and sustaining high employee performance.

HR FunctionsHR Functions Staffing

HR Planning Recruitment Selection

Performance Management Orientation and Training Appraisal Compensation

Strategic Strategic Human Human

Resource Resource Management Management

ProcessProcess

HR PlanningHR Planning

Process by which management ensures it has the right personnel to complete the organization’s tasks.

Why? How?

Steps in HR PlanningSteps in HR Planning1. Collect Information

Job analysis Description Human resource inventory

2. Forecast HR demand Business Demand Productivity ratios Adjust for changes

3. Forecast HR supply4. Reconcile demand and supply

Productivity AnalysisProductivity Analysis

Productivity Ratio

Business Output

# of employees

Instructor 9000 200 Assistant 9000 100 Associate 9000 80 Full 9000 40

Productivity Analysis: Productivity Analysis: Adjusted for Productivity Adjusted for Productivity

ChangeChange Productivity

Ratio Business Output

# of employees

Instructor 60 9000 Assistant 120 9000 Associate 150 9000 Full 300 9000

Simple Turnover Simple Turnover AnalysisAnalysis

Current Retention Rate Projected Supply

Instructor 200 .70 Assistant 100 .75 Associate 80 .80 Full 40 .90

Legal Environment of Legal Environment of Human Resource Human Resource ManagementManagement

Labor Relations Wagner Act (1935)--NLRB

Compensation & Benefits Fair Labor Standards Act (1938) federal minimum wage, hours, child labor

Health and Safety OSHA (1970)

Equal Employment Opportunity

Major EEO LawsMajor EEO Laws

Title VII, CRA ADEA (1967/1986) ADA (1990) Executive Order

11246

Title VII CRA (1991)Title VII CRA (1991)

Prohibits discrimination in any employment-related decision on the basis of race, color, religion, sex, or national origin.

Equal Employment Equal Employment OpportunityOpportunity

Sexual harassment consists of unwanted sexual attention

that creates an adverse work environment

Quid pro quo – tangible economic injury Hostile environment – offensive work

environment

Types of DiscriminationTypes of Discrimination

Disparate Treatment Individuals are treated differently

because of their membership in a protected class.

Disparate Impact Equal application of an employment

standard has an unequal effect. 4/5th rule

Four-Fifths RuleFour-Fifths Rule

A practice has adverse impact if the hiring rate of a protected class is less than four-fifths of the hiring rate of the group with the highest rate.

To determine To determine compliance:compliance:

Calculate majority group hiring rate# majority hired/# majority applied

Calculate minority group hiring rate#minority hired/#minority applied

Divide step 2 by step 1 If < .80, then Disparate Impact

EEO ImplicationsEEO Implications

Costs Job-relatedness Interview

Carefully Document

Decisions

HUMAN RESOURCE HUMAN RESOURCE MANAGEMENTMANAGEMENT

Continued

RecruitingRecruiting Goal?

Issues

Who? (internal vs. external) How? (methods) What?

Internal (vs. External) Internal (vs. External) RecruitmentRecruitment

Advantages Disadvantages

Recruiting MethodsRecruiting Methods Referrals from current employees Former employees Customers Internet/e-recruitment Advertisement

Newspaper/Television Trade or professional publications Billboards

Employment Agencies Executive Recruiting Firms College Recruiting

RecruitmentRecruitment

Realistic job preview gives a candidate a picture of both

the positive and negative features of the job and the organization before he is hired

People tend to quit less frequently and be more satisfied

Selection Selection

Selection process Initial screening of job applicants

Background information, application forms, résumés, reference checks

Evaluation of remaining candidates Interviews Employment Tests

Selection: ValiditySelection: Validity Primary method of demonstrating job-

relatedness Represented by the correlation

coefficient Strength of the relationship between scores

on the predictor and job performance Symbolized as "r"; e.g., r=.30 Higher numbers indicate stronger

relationship

Selection Tool ValiditiesSelection Tool ValiditiesPREDICTOR

Amount of EducationJob TryoutBiographical InventoryReferencesCognitive Ability Tests (IQ)GPAInterview

SelectionSelection

Unstructured interview no fixed set of questions and no

systematic scoring procedure

SelectionSelection

Structured interview involves asking each applicant the

same questions and comparing their responses to a standardized set of answers

Situational – focuses on hypothetical situations

Behavioral – explore what applicants have actually done in the past

Orientation, Training, & Orientation, Training, & DevelopmentDevelopment

Orientation helping the newcomer fit smoothly

into the job and the organization designed to give employees the

information they need to be successful

Training & DevelopmentTraining & Development

Training: Teaching operational or technical employees how to do the job for which they were hired.

Development: Teaching employees the KSAs needed to do their job in the future.

Five Steps in the Five Steps in the Training ProcessTraining Process

Example: E-Learning Example: E-Learning

Millions of people are taking short-term, practical courses related to their careers

Advantages no transportation is needed You can follow a flexible schedule You can work at your own pace

Drawbacks?

Why do Organizations Why do Organizations Conduct Performance Conduct Performance Appraisals?Appraisals?

Appraisal Tools--***CHECK Appraisal Tools--***CHECK TEXT DESCRIPTION***TEXT DESCRIPTION***

Subjective appraisal of Employees traits Employee behaviors BARS

Objective appraisal-(MBO) based on results harder to challenge legally

Forced ranking (Curve)

Common Rater ProblemsCommon Rater Problems

Stereotyping Central Tendency Halo Effect First Impression Similar to Me Dissimilar to Me Contrast Effect

Improving AppraisalsImproving Appraisals

PERFORMANCE PERFORMANCE MANAGEMENTMANAGEMENT

Goal Setting

CoachingAnd feedback

Rate andEvaluate

FormalFeedbackSession

Managing Promotions, Managing Promotions, Transfers, Disciplining, & Transfers, Disciplining, & DismissalsDismissals

Promotion moving upward

Transfer moving sideways

Disciplining & Demotion moving downward

Dismissal moving out of the organization

ConcernsConcerns

Nondiscrimination Legality

Procedural Fairness Decision Rule, Consistency,

Explanations Interpersonal Fairness

Communication, respect, notice Others’ resentments