Modern%20Management,%2010e%20(Certo)

1
(No Transcript)
2
Objectives

• 1. An overall understanding of how appropriate
  human resources can be provided for the
  organization
• 2. An appreciation for the relationship among
  recruitment efforts, an open position, sources of
  human resources, and the law
• 3. Insights into the use of tests and assessment
  centers in employee selection
• 4. An understanding of how the training process
  operates
• 5. A concept of what performance appraisals are
  and how they can best be conducted

3
Defining Appropriate Human Resources

• Appropriate human resources
• Productive
• Inappropriate human resources
• Ineffective
• Factors that determine how appropriate the
  individual is
• Background
• Age
• Job-related experience
• Level of formal education

4
Steps in Providing Human Resources
5
Steps in Providing Human Resources

• Recruitment
• Knowing the Job
• Knowing Sources of Human Resources
• Sources Inside the Organization
• Human Resource Inventory
• Management inventory card
• Position replacement form
• Management manpower replacement chart
• These forms help management to answer the
  following questions
• 1. What is the organizational history of an
  individual, and what potential does that person
  possess (MIC)?
• 2. If a position becomes vacant, who might be
  eligible to fill it (PRF)?
• 3. What are the merits of one individual being
  considered for a position compared to those of
  another individual under consideration (MMRC)?

6
Steps in Providing Human Resources
7
Steps in Providing Human Resources
8
Steps in Providing Human Resources
9
Steps in Providing Human Resources
10
Steps in Providing Human Resources

• Recruitment (continued)
• Knowing Sources of Human Resources (continued)
• Sources Outside the Organization
• 1. Competitors
• Advantages
• Individual knows the business
• Competitor will have paid for the individuals
  training
• Competing organization weakened by the loss of
  the individual
• Individual is a valuable source of information
  about competition
• 2. Employment agencies
• 3. Readers of certain publications
• 4. Educational institutions

11
Steps in Providing Human Resources

• Recruitment (continued)
• Knowing the Law
• Affirmative action
• To judge progress in eliminating barriers
• 1. Determine how many minority and disadvantaged
  it presently employs
• 2. Determine how many it should be according to
  EEOC guidelines
• 3. Compare the numbers obtained in steps 1 and 2

12
Steps in Providing Human Resources

• Selection
• Testing
• 1. Aptitude tests
• 2. Achievement tests
• 3. Vocational interest tests
• 4. Personality tests
• Testing Guidelines

13
Steps in Providing Human Resources
14
Steps in Providing Human Resources

• Selection (continued)
• Assessment Centers
• 1. Leadership
• 2. Organizing and planning ability
• 3. Decision making
• 4. Oral and written communication skills
• 5. Initiative
• 6. Energy
• 7. Analytical ability
• 8. Resistance to stress
• 9. Use of delegation
• 10. Behavior flexibility
• 11. Human relations competence
• 12. Originality
• 13. Controlling
• 14. Self-direction
• 15. Overall potential

15
Steps in Providing Human Resources

• Training
• Determining Training Needs
• Determining Needed Skills
• Designing the Training Program
• Administering the Training Program
• Techniques for Transmitting Information
• 1. Lectures
• 2. Programmed learning
• Techniques for Developing Skills
• Evaluating the Training Program
• 1. Has the excessive reject rate of products
  declined?
• 2. Are deadlines being met more regularly?
• 3. Are labor costs per unit produced decreasing?

16
Steps in Providing Human Resources
17
Steps in Providing Human Resources
18
Steps in Providing Human Resources

• Performance Appraisal
• Why Use Performance Appraisals?
• 1. Provide systematic judgments to
• Support salary increases
• Promotions
• Transfers
• Demotions or terminations
• 2. A means of telling subordinates
• How they are doing
• Suggesting needed changes in behavior, attitudes,
  skills, or job knowledge
• Where they stand with the boss
• 3. Furnish a useful basis for the coaching and
  counseling

19
Steps in Providing Human Resources
20
Steps in Providing Human Resources

• Performance Appraisal (continued)
• Handling Performance Appraisals
• 1) Stress both performance and success
• 2) Emphasize how well the individual is doing the
  job
• 3) Acceptable to both the evaluator and the
  subject
• 4) Provide a base for improving individuals
  productivity
• Potential Weaknesses of Performance Appraisals
• 1. Employees focus on short-term rewards
• 2. Individuals view as a rewardpunishment
  situation
• 3. Complete paperwork not critiquing individual
  performance
• 4. Process viewed as unfair or biased
• 5. Negative reactions from unfavorable comments

21

• ?

Questions