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Human Resource Management

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Job posting is the procedure for internal advertising. Career ... Internet job sites. Selection. Selection. Tests. Interviews. Application Forms. and R sum s ... – PowerPoint PPT presentation

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Title: Human Resource Management


1
Human Resource Management
  • Chapter 12

2
Strategic 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.

3
The 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
4
Human Resource Planning
5
Forecasting Demand and Supply
Work Force Forecasting
ForecastingMethods
  • Internal forecasts
  • External forecasts
  • Direct managerial input
  • Best guess
  • Statistical / historicalratios

6
Internal 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

7
External 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

8
Human Resource Information Systems
HRIS
9
Federal Employment Laws
10
Federal 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
11
Recruiting
12
Job Analysis and Recruiting
13
Job Analysis and Recruiting
ONethttp//online.onetcenter.org/
14
Internal 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

15
External Recruiting
  • Advertising
  • Employee referrals
  • Walk-ins
  • Outside organizations
  • Employment services
  • Special events
  • Internet job sites

16
Selection
Application Formsand Résumés
References andBackground Checks
Interviews
SelectionTests
17
Avoid questions in these areas
18
References 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

19
Selection Tests
20
Interviews
  • Unstructured Interviews
  • free-flow of questions
  • Structured Interviews
  • interviewer uses standard set of prepared
    questions
  • Semi-structured Interviews
  • some structure combined with interviewer judgement

21
Good Questions to ask in Structured Interviews
22
Use 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?

23
Training
24
Determining Training Needs
25
Training Methods
26
Evaluating Training
27
Performance Appraisal
28
Measuring 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

29
Improving 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)

30
Rater Training
  • Teach raters how to avoid errors
  • Improve rating accuracy
  • Video training and role playing often used

31
360 degree Performance Reviews
32
Performance Feedback
33
Compensation
34
Pay-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

35
Pay-Variability Decisions
  • Piecework
  • Commission
  • Profit sharing
  • Employee stock ownership plans (ESOPs)
  • Stock options

36
Pay-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

37
Employee 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

38
Employee Separations
Terminations
Downsizing
Turnover
Retirements
39
Terminating 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

40
Downsizing
  • 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.

41
Retirement
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

42
Employee 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
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