Ch06 of HRM

Part 3: Organizing
Chapter 6
Staffing
and
Human
Resource
Management
PowerPoint Presentation by Charlie Cook

Copyright © 2004 Prentice Hall, Inc.
All rights reserved.
LEARNING OUTCOMES
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 reliability
in selection.
6. Describe the selection devices that work best
with various kinds of jobs.
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–2
L E A R N I N G O U T C O M E S (cont’d)
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 sexual
harassment, labor-management cooperation,
workplace violence, and layoff-survivor
sickness.

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

The Strategic
Human Resources
Management Process
EXHIBIT 6.1
The Legal Environment Of HRM
• The impact of federal, state and local laws on
HRM practices
 Affirmative action programs
 Programs that ensure that decisions and practices
enhance the employment, upgrading, and retention of
members of protected groups

The Legal Environment Of HRM
• The globalization of business
 HR practices and laws of other countries that differ
from the U.S.
 Work councils
 Nominated or elected employees who must be
consulted when management makes decisions
involving personnel
 Board representatives
 Employees who sit on a company’s board of directors
and represent the interests of employees.

Major U.S. Federal Laws and Regulations Related
to HRM
YEAR LAW OR REGULATION
1963 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 Act
1988 Worker Adjustment and Retraining Notification Act
1990 Americans with Disabilities Act
1991 Civil Rights Act
1993 Family and Medical Leave Act EXHIBIT 6.2
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:
1. Assessing current human resources.
2. Assessing future human resources needs and
developing a program to meet those needs.

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

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

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

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
Downsizing Options
• Firing
• Layoffs
• Attrition
• Transfers
• Reduced workweeks
• Early retirements
• Job sharing
EXHIBIT 6.4
Selection Decision Outcomes
EXHIBIT 6.5
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

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

Potential Biases in Interviews
• Prior knowledge about the applicant will bias the
interviewer’s 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.

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

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 outsider–insider transition.

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.

Determining if Training Is Needed
EXHIBIT 6.6
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
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.

Other Appraisal Methods
• Adjective rating scales
 Rating 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.

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.

Direct Comparison Methods (cont’d)
• 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.

Performance Appraisal Methods
METHOD ADVANTAGE DISADVANTAGE
Written essay Simple to use More a measure of evaluator’s
writing ability than of employee’s
actual performance
Critical incidents Rich examples Time-consuming; lack
behaviorally basedquantification
Graphic rating Provide quantitative Do not provide depth of job
scales 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 of
with one another employees
MBO Focuses on end goals; Time-consuming
results oriented
360°Appraisal More thorough Time-consuming
EXHIBIT 6.8
When Performance Falls Short
• Performance impediments
 Mismatched skills
 Inadequate training
 Employee’s personal problems
• Discipline
 Actions taken by a manager to enforce an
organization’s standards and regulations
• Employee counseling
 A process designed to help employees overcome
performance-related problems

Performance Matters
Source: Dilbert reprinted by permission of United Features Syndicate, Inc.

EXHIBIT 6.9
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
 Employee’s job
 Kind of business
 Environment surrounding the job
 Geographic location
 Employee performance levels and seniority.

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

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 firm’s
culture.
 Conduct specialized orientations and workshops for
new employees

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 individual’s work; or
 Adversely affects an employee’s employment
opportunities.

Sexual Harassment (cont’d)
• Hostile (or offensive) environment
 Meritor Savings Bank v. Vincent
 Organizationcan 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
Labor Relations and Unions
• Labor–management 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.

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.

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.

Ch06 of HRM

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Ch06 of HRM

Uploaded by

Copyright:

Available Formats

Part 3: Organizing

PowerPoint Presentation by Charlie Cook

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–3

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–4

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–6

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–7

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–9

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–10

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–11

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–12

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–16

• Realistic job preview (RJP)

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–17

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–18

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–19

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–20

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–21

• On-the-Job Training Methods

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–24

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–25

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–26

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–27

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–29

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

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–31

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–32

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–33

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–34

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–36

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 6–37

You might also like