Human Resource Management

1
Chapter 12

• Human Resource Management

2
Planning Ahead Chapter 12

• Why do people make the difference?
• How do organizations attract a quality workforce?
• How do organizations develop a quality workforce?
• How do organizations maintain a quality workforce?

3
Valuing Human Capital

• Human Capital
• The economic value of
• people with job-relevant
• abilities knowledge,
• ideas, energies
• commitments

4
Human Resource Management Process

• Human capital is essential to any organizations
  long-term performance success.
• Organizations perform better when they treat
  their employees better.
• Human resources are key to organizational success
  or failure.

5
Major Responsibilities of Human Resource
Management

• 1. Attracting a Quality Workforce
• Developing a Quality Workforce
• Maintaining a Quality Workforce

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Laws Against Employment Discrimination

• Discrimination in employment
• Occurs when someone is denied a job or job
  assignment for reasons that are not job
  relevant.
• Equal employment opportunity
• The right to employment without regard to race,
  color, national origin, religion, gender, age, or
  physical or mental ability.
• Title VII of the Civil Rights Act of 1964
• Equal Employment Opportunity Act of 1972
• Civil Rights Act (EEOA) of 1991

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Laws Against Employment Discrimination

• Affirmative action
• Setting goals and having plans to ensure equal
  employment opportunity for protected groups.
• Bona fide occupational qualifications
• Setting goals and having plans to ensure equal
  employment opportunity for protected groups

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Laws Against Employment Discrimination

• Additional laws against employment
  discrimination
• Americans With Disabilities Act of 1990
• Age Discrimination in Employment Act of 1967 as
  amended in 1978 and 1986
• Pregnancy Discrimination Act of 1978
• Family and Medical Leave Act of 1993

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Current Legal Issues in Human Resource Management

• Sexual harassment
• Equal pay and comparable worth
• Legal status of independent contractors
• Workplace privacy

10
Attracting a Quality Workforce thru Human
Resource Planning

• Analyzes staffing needs and identifies actions to
  fill those needs

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Steps in Human Resource Planning
Step 1 Review organization mission objectives
strategies
Step 2 Review human resource objectives
strategies
Make Comparison
Step 3 Assess current human resources
Step 4 Forecast human resource needs
Step 5 Develop and implement human resource
plans to match people job openings
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Human Resource Planning

• Foundations for Human Resources Planning are set
  by Job Analysis
• Job Analysis provides useful information to write
  and/or update job descriptions.
• Job Analysis can also be used to create job
  specifications.

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Human Resource Activities

• Recruiting Selection
• Training Development
• Compensation Benefits
• Labor-Management Relations

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Recruitment

• Activities designed to attract a qualified pool
  of job applicants to an organization.
• Steps in the recruitment process
• Advertisement of a job vacancy.
• Preliminary contact with potential job
  candidates.
• Initial screening to create a pool of qualified
  applicants.

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Selection

• Choosing from a pool of applicants the
• person or persons who offer the greatest
• performance potential.
• Selection Steps
• Completion of a formal application form.
• Interviewing.
• Testing.
• Reference checks.
• Physical examination.
• Final analysis and decision to hire or reject.

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Training Development

• Training
• A set of activities that provides the opportunity
  to acquire and improve job-related skills.

• Employee Orientation
• On-the-job training
• Job rotation
• Coaching
• Mentoring
• Modeling
• Off-the-job training
• Management development

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Performance Management Systems

• Sets Standards, assesses results plans for
  performance improvements
• Performance Appraisals
• Performance Appraisal Methods
• Graphic Rating Scale
• Behaviorally Anchored Rating Scale
• Critical Incident Technique
• Multiperson Comparison
• 360 Degree Feedback

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HIGH PERFORMANCE EQUATION
PERFORMANCE

ABILITY
SUPPORT
X
X
EFFORT
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HIGH PERFORMANCE TRIANGLE
ABILITY

• Recruitment
• Selection
• Training
• Development

SUPPORT
EFFORT
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HIGH PERFORMANCE TRIANGLE
ABILITY
SUPPORT
EFFORT

• Time
• Goals
• Resources
• Technology
• Encouragement

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HIGH PERFORMANCE TRIANGLE
ABILITY
SUPPORT
EFFORT

• Extrinsic Motivation
• Intrinsic Motivation

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Maintaining a Quality Workforce

• Career Development
• Career Planning
• Career Plateau
• Work-Life Balance
• Compensation Benefits
• Base Compensation
• Fringe Benefits
• Flexible Benefits
• Family-Friendly Benefits
• Employee Assistance Programs
• Retention Turnover

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Labor Management Relations

• A Labor Union is an organization that deals with
  employers on the workers collective behalf.

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View of Labor-Management Relations
What unions can do to make things difficult for
management
What managers can do to make things difficult for
unions
Strikerefuse to come to work Boycottrefuse to
buy employers products or services and ask
others to so the same Picketpost and carry
signs complaining about the employers treatment
of workers
Lockoutrefuse to let employees come to
work Strike-breakershire, nonunion workers,
called scabs, to do strikers
jobs Injunctionget a court order requiring
that strikers come back to work
Unions and management as adversaries
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Chapter 12 Review

• Why do people make the difference?
• How do organizations attract a quality workforce?
• How do organizations develop a quality workforce?
• How do organizations maintain a quality
  workforce?