Human Resource Management

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Human Resource Management

• Chapter Twelve

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High Performance Work Practices

• Lead to both high individual and high
  organizational performance.
• Improving the knowledge, skills, and abilities of
  an organizations employees.
• Increasing employee motivation.
• Reducing loafing on the job.
• Enhancing the retention of quality employees
  while encouraging low performers to leave.

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Examples of High Performance Work Practices

• Self-directed work teams
• Job rotation
• High levels of skills training
• Problem-solving groups
• Encouragement of innovative and creative behavior
• Extensive employee involvement and training

• Implementation of employee suggestions
• Contingent pay based on performance
• Coaching/mentoring
• Info sharing
• Use of employee attitude surveys
• Comprehensive employee recruitment and selection
  procedures

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Human Resource Management Process

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

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Human Resource Management Process
External Environment
Recruitment
Selection
Competent Employees
Human Resource Planning
Decruitment
Adapted, competent employees with current skills
and knowledge
Orientation
Training
Career Development
High performing employees over the long term
Performance Management
Compensation and Benefits
External Environment
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External Environment

• Labor unionsan organization that represents
  workers and seeks to protect their interests
  through collective bargaining
• Government laws and regulations
• Unemployment rate

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Human Resource Planning

• Assessing current human resources
• Assessing future human resource needs
• Developing a program to meet those future needs

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Assessing Current Human Resources

• Human resource inventory
• Name, education, training, prior employment,
  languages spoken, special capabilities, and
  specialized skills
• Job analysisdefines jobs and behaviors necessary
  to perform them
• Direct observation, filming, interviewing
  employees and managers, questionnaires
• Job descriptionwhat a jobholder does, how it is
  done, and why it is done
• Job specificationminimum qualifications

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Meeting Future Human Resource Needs

• Future human resource needs are determined by an
  organizations mission, goals, and strategies
• Estimate HR shortages and overstaffing issues
  (number, type)

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Recruitment and Decruitment
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Recruitment

• Process of locating, identifying, and attracting
  capable applicants

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Sources of Potential Job Candidates
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Decruitment

• Techniques for reducing the labor supply within
  an organization

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Decruitment Options
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Selection
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Selection Process

• Screening job applicants to ensure that the most
  appropriate candidates are hired
• Reject errorsrejecting candidates who would have
  performed well on the job
• Cost of ongoing screening, charges of
  discrimination
• Accept errorsaccepting candidates who ultimately
  perform poorly
• Costs of training the employee, profits lost,
  severance, subsequent recruiting and screening

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Types of Selection Devices

• Application forms
• Written testsaptitude, intelligence, ability,
  personality, and Emotional Intelligence
• Performance-simulation tests
• Work samplingdo the job
• Assessment centerssimulate real problems
  candidates would encounter
• Interviews
• Background investigations
• Physical examinations

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Suggestions for Interviewing

• Structure a fixed set of questions for all
  applicants
• Have detailed info about the job
• Ask questions that require applicants to give
  details of actual job behaviors
• Take notes during the interview
• Role play in mock scenarios

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Human Resource Management Process
External Environment
Recruitment
Selection
Competent Employees
Human Resource Planning
Decruitment
Adapted, competent employees with current skills
and knowledge
Orientation
Training
Career Development
High performing employees over the long term
Performance Management
Compensation and Benefits
External Environment
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Microsoft Interview Questions

• Tell me about your most intellectually
  challenging and difficult problem. Why was it
  difficult? How did you work through it? How did
  it work out?
• Tell me about one of the most high potential
  people you have had the opportunity to work with.
  What did you do to support that persons
  development?
• Tell me about a time that you had to discipline
  an employee. What was your approach to the
  conversation? What was your strategy? What was
  the outcome?

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Orientation
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Orientation

• Introduction of a new employee to his or her job,
  the organization, and the culture
• May be formal or informal
• Example of intense orientationTrilogys Trilogy
  University

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Work Unit Orientation

• Familiarizes the employee with the goals of the
  work unit, clarifies how his/her job contributes
  to the work unit, and includes an introduction to
  coworkers

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Organization Orientation

• Informs the new employee about the organizations
  objectives, history, philosophy, procedures, and
  rules.

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Employee Training
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Types of Training
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Employee Training Methods

• Traditional Training Methods
• On-the-job
• Job rotation
• Mentoring and coaching
• Experiential exercises
• Workbooks and manuals
• Technology-based Training Methods
• CD-ROM, DVD, videotape
• Videoconference
• E-learning

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Employee Performance Management
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Performance Management System

• A process of establishing performance standards
  and evaluating performance in order to arrive at
  objective human resource decisions as well as to
  provide documentation to support those decisions.

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Performance Appraisal Methods
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Compensation and Benefits
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Factors that Influence Compensation and Benefits

• Employee tenure and performance
• Kind of job performed
• Management philosophy
• Unionization

• Industry
• Company size
• Geographical location
• Company profitability

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Skill-based Pay

• A pay system that rewards employees for the job
  skills they can demonstrate.

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Current Issues in Human Resource Management
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Managing Downsizing

• Open and honest communication
• Inform people being let go as soon as possible
• Inform survivors about the companys new goals,
  impact on their jobs, and future plans
• Severance pay and benefits
• Job search assistance
• Support for survivors

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Managing Workforce Diversity

• Recruitment
• Widen recruitment net to include non-traditional
  sources such as womens job networks, over-50
  clubs, and ethnic newspapers.
• Selection
• Make sure selection process does not
  discriminate.
• Make sure applicants are comfortable with the
  organizations culture.
• Orientation and Training
• Mentoring programs required diversity training