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Part 3: OrganizingPart 3: Organizing

PowerPoint Presentation by Charlie Cook

Copyright 2004 Prentice Hall, Inc.All rights reserved.

Chapter 6

Staffing

andHuman

Resource

Management

Staffing

andHuman

Resource

Management

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Copyright 2004 Prentice Hall, Inc. All rights reserved. 62

L E A R N I N G O U T C O M E S

After reading this chapter, I will be able to:1. Describe the human resources management

process.

2. Identify the influence of government regulations

on human resource decisions.3. Differentiate between job descriptions and job

specifications.

4. Contrast recruitment and downsizing options.

5. Explain the importance of validity and reliabilityin selection.

6. Describe the selection devices that work best

with various kinds of jobs.

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L E A R N I N G O U T C O M E S (contd)

After reading this chapter, I will be able to:7. Identify various training methods.

8. Explain the various techniques managers can

use in evaluating employee performance.

9. Describe the goals of compensation

administration and factors that affect wage

structures.

10. Explain what is meant by the terms sexualharassment, labor-management cooperation,

workplace violence, and layoff-survivor

sickness.

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Human Resources Management (HRM)

The management function that is concerned withgetting, training, motivating, and keeping

competent employeesBalancing 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 performanceMeeting the pay and benefits needs of employees

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The Strategic

Human Resources

Management Process

EXHIBIT 6.1

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The Legal Environment Of HRM

The impact of federal, state and local laws onHRM practices

Affirmative action programsPrograms that ensure that decisions and practices

enhance the employment, upgrading, and retention ofmembers of protected groups

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The Legal Environment Of HRM

The globalization of businessHR practices and laws of other countries that differ

from the U.S.

Work councilsNominated or elected employees who must be

consulted when management makes decisions

involving personnel

Board representatives

Employees who sit on a companys board of directorsand represent the interests of employees.

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Major U.S. Federal Laws and Regulations Related

to HRM

EXHIBIT 6.2

YEAR LAW OR REGULATION1963 Equal Pay Act

1964 Civil Rights Act, Title VII (amended in 1972)

1967 Age Discrimination in Employment Act (amended in 1978)

1973 Vocational Rehabilitation Act

1974 Privacy Act

1978 Pregnancy Discrimination Act, Title VII

1978 Mandatory Retirement Act

1986 Immigration Reform and Control Act

1988 Polygraph Protection Act1988 Worker Adjustment and Retraining Notification Act

1990 Americans with Disabilities Act

1991 Civil Rights Act

1993 Family and Medical Leave Act

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Employment Planning

The process by which management ensures ithas 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:

1. Assessing current human resources.

2. Assessing future human resources needs and

developing a program to meet those needs.

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Employee Assessment

Human resource inventory reportA report listing the name, education, training, prior

employer, languages spoken, and other information

about each employee in the organization

Job analysisAn 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 descriptionA written statement of what a job holder does, how it is

done, and why it is doneTasks, duties and responsibilities that the job entails

Job specificationA statement of the minimum acceptable qualifications

that an incumbent must possess to perform a given

job successfullyKnowledge, skills, and abilities required of the job holder

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Recruitment And Selection

RecruitmentThe 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

EXHIBIT 6.3

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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

EXHIBIT 6.5

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Selection Terms

ReliabilityThe 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 theinterviewers 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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Employee Orientation

OrientationThe 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 wholeTo facilitate the outsiderinsider transition.

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Determining if Training Is Needed

EXHIBIT 6.6

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Typical Training Methods

On-the-Job Training MethodsJob 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 systemA 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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Other Appraisal Methods

Adjective rating scalesRating an individual on each job performance factor

on an incremental scale.

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 rankingRequires 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 approachEach 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 rankingbased 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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METHOD ADVANTAGE DISADVANTAGE

Written essay Simple to use More a measure of evaluatorswriting ability than of employees

actual performance

Critical incidents Rich examples Time-consuming; lack

behaviorally basedquantification

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

Multiperson Compares employees Unwieldy with large number ofwith one another employees

MBO Focuses on end goals; Time-consuming

results oriented

360Appraisal More thorough Time-consuming

Performance Appraisal Methods

EXHIBIT 6.8

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When Performance Falls Short

Performance impedimentsMismatched skills

Inadequate training

Employees personal problems

Discipline

Actions taken by a manager to enforce an

organizations standards and regulations

Employee counselingA process designed to help employees overcome

performance-related problems

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Performance Matters

EXHIBIT 6.9Source: Dilbert reprinted by permission of United Features Syndicate, Inc.

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Compensation And Benefits

Compensation administrationDetermining 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 benefitsNonfinancial 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 diversityWiden the recruiting net to broaden the pool of

applicants.

Ensure the selection process is nondiscriminatory

Assist new employees in assimilating into the firmsculture.

Conduct specialized orientations and workshops for

new employees

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Sexual Harassment

Sexual harassmentSexually 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 hostileenvironment;

Unreasonably interferes with an individuals work; or

Adversely affects an employees employment

opportunities.

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Sexual Harassment (contd)

Hostile (or offensive) environmentMeritor 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 involvementand 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 troubledemployees 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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Copyright 2004 Prentice Hall Inc All rights reserved 6 38

Layoffs and Downsizing

Layoff-survivor sicknessThe set of attitudes, perceptions, and behaviors of

employees who remain after involuntary staff

reductions.

Dealing with the Survivor SyndromeProvide 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.

Documents

Ch06 of hrm