Title: Human Resource Management
1Human Resource Management
2Strategic Human Resource Management
- Human Resource Management (HRM)
- Activities that managers engage in to attract and
retain employees and to ensure that they perform
at a high level and contribute to the
accomplishment of organizational goals. - The components of a human resource system need to
be consistent with each other, with other
elements of organizational structure, and with
the organizations strategy and goals.
3The Human Resource Management Process
Determining Human Resource Needs
Human Resource Planning
Recruiting
Attracting Qualified Employees
Selection
Training
Developing Qualified Employees
Performance Appraisal
Compensation
Keeping Qualified Employees
Employee Separation
4Human Resource Planning
5Forecasting Demand and Supply
Work Force Forecasting
ForecastingMethods
- Internal forecasts
- External forecasts
- Direct managerial input
- Best guess
- Statistical / historicalratios
6Internal Forecast Factors
- Transfers
- Deaths
- Promotions
- Organizations mission
- Productivity of current employees
- Skills/education of current employees
- New positions
- New equipment and technology
- Eliminated positions
- Terminations
- Retirements
- Resignations
- Turnover
7External Forecast Factors
- Unemployment rate
- Labor unions
- Availability of applicants
- Technological advances
- Competitors
- Growth of businesses
- Demographics of labor supply
- Geographic population shifts
- Manufacturing-to service-to information-based
economy shift - Economic conditions
8Human Resource Information Systems
HRIS
9Federal Employment Laws
10Federal Employment Laws (cont.)
Civil Rights Act of 1991
strengthened the Civil Rights Act of 1964
Family Medical Leave Act of 1993
permits workers to take up to 12 weeksof unpaid
leave for pregnancy, etc.
States also have employment laws that employers
need to be aware of
11Recruiting
12Job Analysis and Recruiting
13Job Analysis and Recruiting
ONethttp//online.onetcenter.org/
14Internal Recruiting
- A pool of applicants who already work for the
company - Promotion from within
- Improves employee morale and motivation
- Reduces employer time and cost
- Job posting is the procedure for internal
advertising - Career path is a planned sequence of jobs
15External Recruiting
- Advertising
- Employee referrals
- Walk-ins
- Outside organizations
- Employment services
- Special events
- Internet job sites
16Selection
Application Formsand Résumés
References andBackground Checks
Interviews
SelectionTests
17Avoid questions in these areas
18References and Background Checks
- References or background checks are not always
provided by previous employers - Making background checks more effective
- dig deeper for more information
- get permission in writing
- document all checks
- consider hiring private investigators
19Selection Tests
20Interviews
- Unstructured Interviews
- free-flow of questions
- Structured Interviews
- interviewer uses standard set of prepared
questions - Semi-structured Interviews
- some structure combined with interviewer judgement
21Good Questions to ask in Structured Interviews
22Use of Drug Testing as a Pre-Employment Test
- What are the pros and cons of using drug testing
as a pre-employment test? - Does drug testing violate privacy rights of the
individual?
23Training
24Determining Training Needs
25Training Methods
26Evaluating Training
27Performance Appraisal
28Measuring Job Performance Common Rating Errors
- Central tendency
- all workers are rated as being average
- Halo error
- all workers are rated as performing at the same
level in all parts of their jobs - Leniency error
- all workers are rated as performing at a high
level
29Improving Performance Appraisal Measures
- Objective performance measures
- quantifiable outcomes (output, scrap,
sales,customer complaints, or rejection rates) - Subjective performance measures
- trait rating scales
- behavioral observation scales (BOS)
30Rater Training
- Teach raters how to avoid errors
- Improve rating accuracy
- Video training and role playing often used
31360 degree Performance Reviews
32Performance Feedback
33Compensation
34Pay-Level Decisions
- Should workers be paid at, below, or above
current market wage? - above market pay makes it easier for managers to
attract and retain employees - Job evaluation is used to determine the worth of
jobs - pay the going rate
35Pay-Variability Decisions
- Piecework
- Commission
- Profit sharing
- Employee stock ownership plans (ESOPs)
- Stock options
36Pay-Structure Decisions
- Hierarchical pay structures
- big differences in pay among pay levels
- work best for independent work
- Compressed pay structures
- fewer pay levels with smaller differences in pay
among pay levels - work best for interdependent work
37Employee Benefits
- Compensation other than direct wages
- Employee benefits are legally mandated
- Social Security
- workers compensation
- unemployment insurance
- Cafeteria benefit plans
- employees can select from optional benefits
38Employee Separations
Terminations
Downsizing
Turnover
Retirements
39Terminating Employees
- Often mismanaged
- Minimize problems in firing employees
- firing should not be the first option
- firing should be for a good reason
- employment at will
- wrongful discharge
- firing should be done in private
40Downsizing
- Provide clear reasons for the layoffs.
- Get information to avoid laying off employees
with critical skills. - Training managers in how to tell employees.
- Give employees the bad news early in the day.
- Provide outplacement services and counseling.
- Communicate with survivors.
41Retirement
Early Retirement Incentive Programs
- Offer financial benefits to encourage employees
to retire - Are attractive to many employees
- Are difficult to predict which or how many
employees will use the program - May cause the company to lose valuable employees
42Employee Turnover
- Loss of employees who voluntarily choose to leave
the company - Functional turnover (encouraged)
- the loss of poor-performing employees
- Dysfunctional turnover (discouraged)
- the loss of high performing employees