MANAGING HUMAN RESOURCES

STAFFING

12 - 1
 LEARNING OBJECTIVES
 Human Resource Planning:

(a) Meaning and Importance

(b) HRP: Process,
 Job Analysis:
Meaning & Components
 Recruitment:

(a) Meaning and Importance

(b) Sources of Recruitment
 Selection:
(a) Meaning
(b) Selection Process

12 - 2
 WHY IS HRP/HRM IMPORTANT?

 As a significant source of competitive

advantage:
– People-oriented HR creates superior shareholder
value
• As an important strategic tool
– Achieve competitive success through people by
treating employees as partners
• To improve organizational performance
– High performance work practices lead to both high
individual and high organizational performance

12 - 3
 HRM is important for three reasons.

First, as various studies have concluded, it can be a significant source of

competitive advantage. And that’s true for organizations around the world,
not just U.S. firms.

Second, HRM is an important part of organizational strategies. Achieving

competitive success through people means managers must change how
they think about their employees and how they view the work relationship.

Finally, the way organizations treat their people has been found to
significantly impact organizational performance. For instance, one study
reported that improving work practices could increase market value by as
much as 30 percent.
WHY IS HRM IMPORTANT? (CONT.)

 High – performance work practices – work

practices that lead to both high individual and high
organizational performance.

12 - 4
 EXHIBIT 12-1
HIGH-PERFORMANCE WORK PRACTICES

12 - 5
HRM PROCESS

12 - 6
 HUMAN RESOURCE PLANNING

 Human resource planning – ensuring that the

organization has the right number and kinds of
capable people in the right places and at the
right times.
• Job analysis – an assessment that defines
jobs and the behaviors necessary to perform
them.

12 - 15
 HUMAN RESOURCE PLANNING
(CONT.)
• Job description – a written statement that
describes a job.
• Job specification – a written statement of
the minimum qualifications a person must
possess to perform a given job successfully.

12 - 16
RECRUITMENT AND DECRUITMENT

 Recruitment – locating, identifying, and

attracting capable applicants.
 Derecruitment – reducing an organization’s
workforce.

12 - 17
RECRUITING SOURCES

12 - 18
DECRUITMENT OPTIONS

12 - 19
 SELECTION

 Selection – screening job applicants to ensure

that the most appropriate candidates are hired.
• A valid selection device is characterized by a
proven relationship between the selection
device and some relevant criterion.
• A reliable selection device indicates that it
measures the same thing consistently.

12 - 20
SELECTION DECISION OUTCOMES

12 - 21
SELECTION TOOLS

12 - 22
SELECTION TOOLS (CONT.)

12 - 23
SELECTION TOOLS (CONT.)

12 - 24
PROVIDING EMPLOYEES WITH NEEDED
SKILLS AND KNOWLEDGE
Orientation– introducing a new employee to his or her job and the
organization.
• Employee Training is an important HRM activity.
• There are two types of orientation.
• Work unit orientation familiarizes the employee with the goals
of the work unit, clarifies how his or her job contributes to the
unit’s goals, and includes an introduction to his or her new
coworkers.
• Organization orientation informs the new employee about the
company’s goals, history, philosophy, procedures, and rules. It
should also include relevant HR policies and maybe even a
tour of the facilities.

12 - 26
TYPES OF TRAINING

12 - 27
TRADITIONAL TRAINING METHODS

12 - 28
 EXHIBIT 12-9
TRADITIONAL TRAINING METHODS (CONT.)

12 - 29
 RETAINING COMPETENT,
HIGH PERFORMING EMPLOYEES
 Performance management system –
establishes performance standards used to
evaluate employee performance.
• Skill-based pay – a pay system that
rewards employees for the job skills they can
demonstrate.
• Variable pay – a pay system in which an
individual’s compensation is contingent on
performance.

12 - 30
 EXHIBIT 12-10
PERFORMANCE APPRAISAL METHODS

12 - 31
 EXHIBIT 12-10:
PERFORMANCE APPRAISAL METHODS
(CONT.)

12 - 32