Staffing and Human Resource Management (HRM)

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Chapter 6

• Staffing and Human Resource Management (HRM)
• ?????????

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??

• Human Resources Management (HRM)??????
• Strategic HRM Process
• Employment Planning????
• Recruitment Selection?????
• Training and Development?????
• Performance Management????
• Compensation Benefits?????
• Health Safety?????

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Human Resources Management (HRM)??????

• The management function that is concerned with
  getting, training, motivating, and keeping
  competent employees
• Balancing the supply of employees with the demand
  for employees.
• Matching the talents and skills of employees with
  those required by the organization
• Creating a working environment that fosters high
  employee performance
• Meeting the pay and benefits needs of employees

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The Strategic Human Resources Management Process
EXHIBIT 6.1
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(No Transcript)
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Employment Planning????

• The process by which management ensures it has
  the right number and kinds of people in the right
  places at the right time, who are capable of
  helping the organization achieve its goals
• Steps in the planning process
• Assessing current human resources.
• Assessing future human resources needs and
  developing a program to meet those needs.

Strategic Direction of the Organization
ForecastSupply ofEmployees
Forecast Demand forEmployees
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Employee Assessment

• Human resource inventory report????????
• A report listing the name, education, training,
  prior employer, languages spoken, and other
  information about each employee in the
  organization
• Job analysis????
• An assessment of the kinds of skills, knowledge,
  and abilities needed to successfully perform each
  job in an organization

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Job Analysis????Components

• Job description????(?)
• A written statement of what a job holder does,
  how it is done, and why it is done????????????,???
  ,?????????
• Tasks, duties and responsibilities that the job
  entails
• Job specification????(?)
• A statement of the minimum acceptable
  qualifications that an incumbent must possess to
  perform a given job successfully??????????????????
  ??????
• Knowledge, skills, and abilities required of the
  job holder

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Recruitment ??And Selection??

• Recruitment
• The process of locating, identifying, and
  attracting capable applicants
• Selection process
• The process of screening job applicants to ensure
  that the most appropriate candidates are hired

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Traditional Recruiting Sources??????

• Internal searches????
• Advertisements??
• Employee referrals????
• Public employment agencies????(?)
• Private employment agencies????(?)
• School placement????
• Temporary help services?????
• Employee leasing and independent contractors???

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Downsizing Options

• Firing??
• Layoffs??
• Attrition??
• Transfers??
• Reduced workweeks????
• Early retirements????
• Job sharing????

EXHIBIT 6.4
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Selection Decision Outcomes
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Selection Terms

• Reliability??
• The degree to which a selection device measures
  the same thing consistently (stability)???????????
  ????????????
• Example an individual consistently achieves
  nearly identical scores on the same exam.
• Validity??
• The proven relationship between a selection
  device and some relevant criterion
  (relatedness)??????????????
• Example superior job performance and a high
  employment test score

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Selection Devices

• Written tests
• Intelligence, aptitude, ability, and interest
  test batteries
• Performance-simulation tests??-????
• Selection devices that are based on actual job
  behaviors work sampling and assessment centers
• Interviews??
• Effective if conducted correctly
• Realistic job preview (RJP)??????
• Providing positive and negative information about
  the job and the company during the job interview

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Potential Biases?? in Interviews

• Prior knowledge about the applicant will bias the
  interviewers evaluation.
• The interviewer tends to hold a stereotype of
  what represents a good applicant.
• The interviewer tends to favor applicants who
  share his or her own attitudes.
• The order in which applicants are interviewed
  will influence evaluations.
• The order in which information is elicited during
  the interview will influence evaluations.

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Potential Biases in Interviews (contd)

• Negative information is given unduly high weight.
• The interviewer may make a decision concerning
  the applicants suitability within the first four
  or five minutes of the interview.
• The interviewer may forget much of the
  interviews content within minutes after its
  conclusion.
• The interview is most valid in determining an
  applicants intelligence, level of motivation,
  and interpersonal skills.
• Structured and well-organized interviews are more
  reliable than unstructured and unorganized ones.

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Interviewing Job Applicants
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Employee Orientation ??????

• Orientation
• The introduction of a new employee to the job and
  the organization
• Objectives of orientation
• To reduce the initial anxiety all new employees
  feel as they begin a new job
• To familiarize new employees with the job, the
  work unit, and the organization as a whole
• To facilitate the outsiderinsider transition.

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Training

• Employee training
• A learning experience in that it seeks a
  relatively permanent change in employees such
  that their ability to perform on the job
  improves.
• Changing skills, knowledge, attitudes, or
  behavior.
• Changing what employees know, how they work or
  their attitudes toward their jobs, co-workers,
  managers, and the organization.

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Determining if Training Is Needed
EXHIBIT 6.6
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Typical Training Methods

• On-the-Job Training ????Methods
• Job rotation????
• Understudy assignments??
• Off-the-Job Training????Methods
• Classroom lectures????
• Films and videos????
• Simulation exercises????
• Vestibule training????

EXHIBIT 6.7
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Performance Management????

• Performance management system
• A process of establishing performance standards
  and evaluating performance in order to arrive at
  objective human resource decisions and to provide
  documentation to support personnel actions.

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Some Appraisal??Methods

• Adjective rating scales
• Rating an individual on each job performance
  factor on an incremental scale.
• Behaviorally Anchored Rating Scales (BARS)
• Rating employee according to actual behavior on a
  given job.
• 360-degree appraisal
• An appraisal device that seeks feedback from a
  variety of sources for the person being rated.

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Direct Comparison Methods

• Group-order ranking
• Requires the evaluator to place employees into a
  particular classification such as top fifth or
  second fifth.
• Individual ranking approach
• requires the evaluator merely to list the
  employees in order from highest to lowest.

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Direct Comparison Methods (contd)

• Paired comparison approach
• Each employee is compared with every other
  employee in the comparison group and rated as
  either the superior or weaker member of the pair.
• Each employee is assigned a summary ranking based
  on the number of superior scores achieved.
• MBO
• Employees are evaluated by how well they
  accomplish a specific set of objectives
  determined to be critical in the successful
  completion of their jobs.

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Performance Appraisal Methods
METHOD ADVANTAGE DISADVANTAGE Written
essay Simple to use More a measure of
evaluators writing ability than of
employees actual performance Critical
incidents Rich examples Time-consuming
lack behaviorally based quantification Graphic
rating Provide quantitative Do not provide depth
of jobscales data less time- behavior
assessed consuming than others BARS Focus on
specific Time-consuming difficult to and
measurable job develop measures behaviors Multipe
rson Compares employees Unwieldy with large
number of with one another employees MBO Focuses
on end goals Time-consuming results
oriented 360Appraisal More thorough Time-consumin
g
EXHIBIT 6.8
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When Performance Falls Short

• Performance impediments??????
• Mismatched skills
• Inadequate training
• Employees personal problems
• Discipline??
• Actions taken by a manager to enforce an
  organizations standards and regulations
• Employee counseling????
• A process designed to help employees overcome
  performance-related problems

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Compensation??And Benefits??

• Compensation administration????
• Determining a cost-effective pay structure(????)
  that will attract and retain competent employees,
  provide an incentive for them to work hard, and
  ensure that pay levels will be perceived as fair.
• Factors influencing pay levels?????????
• Employees job
• Kind of business
• Environment surrounding the job
• Geographic location
• Employee performance levels and seniority.

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Benefits

• Employee benefits
• Nonfinancial rewards(??????) designed to enrich
  employees lives
• Types of benefits
• Social Security
• Workers and unemployment compensations
• Paid time off from work
• Life and disability insurance
• Retirement programs
• Health insurance

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Workforce Diversity

• Improving workforce diversity
• Widen the recruiting net ?????to broaden the pool
  of applicants.
• Ensure the selection process is
  nondiscriminatory????
• Assist new employees in assimilating into the
  firms culture.??????????
• Conduct specialized orientations and workshops
  for new employees???????????

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Sexual Harassment???

• Sexual harassment
• Sexually suggestive remarks, unwanted touching
  and sexual advances, requests for sexual favors,
  or other verbal and physical conduct of a sexual
  nature
• Creates an intimidating, offensive, or hostile
  environment
• Unreasonably interferes with an individuals
  work or
• Adversely affects an employees employment
  opportunities.

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Sexual Harassment (contd)

• Hostile (or offensive) environment
• Meritor Savings Bank v. Vincent
• Organization can be held liable for harassment
• Harassing act (not subsequent outcome) is
  deciding factor
• Protecting the organization
• Educating employees about sexual harassment
• Having a sexual harassment policy in place that
  is enforced fairly
• Taking action on the first instance of a sexual
  harassment complaint

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Labor Relations????and Unions ??

• Labormanagement cooperation
• Involves mutual efforts on the part of a labor
  union and the management of an organization.
• Successful efforts to increase productivity,
  improve quality, and lower costs require employee
  involvement and commitment.
• Labor unions have come to recognize that they can
  help their members more by cooperating with
  management than fighting it.

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Violence in the Workplace????

• Workplace violence
• The increase in violent crimes being committed at
  the work site.
• Preventing violence in the workplace
• Training supervisory personnel to identify
  troubled employees before the problem results in
  violence.
• Designing employee assistance programs (EAPs)
  specifically to help individuals in need.
• Implementing stronger security mechanisms.
• Preventing violence paraphernalia from entering
  facilities altogether.

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Layoffs and Downsizing

• Layoff-survivor sickness
• The set of attitudes, perceptions, and behaviors
  of employees who remain after involuntary staff
  reductions.
• Dealing with the Survivor Syndrome
• Provide opportunities for employees to talk to
  counselors about their guilt, anger, and anxiety.
• Provide group discussions for the survivors to
  vent their feelings.
• Implement employee participation programs such as
  empowerment and self-managed work teams.

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Making a Career Decision

• Career
• The sequence of positions occupied by a person
  during the course of a lifetime
• Three-step, self-assessment process
• Identify and organize your skills, interests,
  work-related needs, and values.
• Convert this information into general career
  fields and specific job goals.
• Test your career possibilities by talking with
  knowledgeable people in the fields,
  organizations, or jobs you desire.

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Getting Into The Organization

• Jobs advertised on the Internet
• Job and career web sites
• Low probability of immediate success
• Security of e-resumes
• Preparing your resume
• Proper formatting
• Salient content
• Ways to Excel at an Interview
• Prepare, prepare, prepare
• Know the company and its industry

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Developing a Management Career

• The organizations responsibilities for career
  development
• Communicating clearly the organizations goals
  and future strategies.
• Creating personal growth opportunities.
• Offering financial assistance through tuition
  reimbursement to help employees keep current.
• Helping employees to learn by providing paid time
  off off-the-job training and adjusting workloads
  to allow employees to develop skills, abilities,
  and knowledge.

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Developing a Management Career

• Manage your career as a entrepreneur would manage
  a small business
• Know yourself your strengths and weaknesses.
• Manage your reputation by letting others know
  about your achievements. Make accomplishments
  visible.
• Build a network contacts through professional
  associations, conferences, and social gatherings.
• Develop current specific skills and abilities
  that are in high demand.
• Avoid learning organization-specific skills that
  cant be transferred quickly to other employers.
• Balance your specialist and generalist
  competencies.
• Document your achievements that offer objective
  evidence of your competencies.
• Keep your mobility options open with contingency
  plans that you can call on when needed.

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Homework 3 ???????

• ??????
• ??????????
• ??????????(???????,Mechanistic Vs. Organic????)
• ????
• ?????????????,????????(Job description)
• ??????????(Job specification)
• ??????(Recruiting sources)
• ????(Selection)?????
• ???????????????(Reliability)???(validity)??