6 Chapter Managing Human Resources Copyright 2011 Pearson

6 Chapter Managing Human Resources Copyright © 2011 Pearson Education

Learning Objectives • Describe the key components of the HRM process and what influences it • Discuss the tasks associated with identifying and selecting competent employees • Explain how employees are provided with needed skills and knowledge • Describe strategies for retaining competent, highperforming employees • Discuss contemporary issues in managing human resources Copyright © 2011 Pearson Education 6 -2

What Is the Human Resource Management Process? • Human Resource Management (HRM) – The management function concerned with getting, training, motivating, and keeping competent employees Copyright © 2011 Pearson Education 6 -3

Copyright © 2011 Pearson Education 6 -4

What Is the Legal Environment of HRM? • Since the mid-1960 s, the federal government in the United States has greatly expanded its influence over HRM by enacting a number of laws and regulations including: • Affirmative Action Programs – Programs that ensure that decisions and practices enhance the employment, upgrading, and retention of members of protected groups Copyright © 2011 Pearson Education 6 -5

Copyright © 2011 Pearson Education 6 -6

Are HRM Laws the Same Globally? HRM laws aren’t the same globally. For example, German laws provide for worker representation in management decisions through • Work Councils – Groups of 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 interest of employees Copyright © 2011 Pearson Education 6 -7

What Is Employment Planning? • Employment Planning – The process by which managers ensure they have the right numbers and kinds of people in the right places at the right time – Employment planning translates the org’s mission and goals into HR plan that allow org to achieve those goals through : 1. Assessing both current and future human resource needs. 2. Developing a plan to meet those needs. Copyright © 2011 Pearson Education 6 -8

Conducting an employee assessment • Job Analysis – An assessment that defines jobs and the behaviors necessary to perform them • Job Description – A written statement that describes a job • Job Specification – A written statement of the minimum qualifications that a person must possess to perform a given job successfully Copyright © 2011 Pearson Education 6 -9

HOW DO ORGANIZATIONS RECRUIT EMPLOYEES? • Recruitment – Locating, identifying, and attracting capable applicants Copyright © 2011 Pearson Education 6 -10

Copyright © 2011 Pearson Education 6 -11

How do managers handle layoffs • Downsizing – The planned elimination of jobs in an organization • Layoff-Survivor Sickness – A set of attitudes, perceptions, and behaviors of employees who survive layoffs Copyright © 2011 Pearson Education 6 -12

Copyright © 2011 Pearson Education 6 -13

How Do Managers Select Job Applicants? • Selection Process – Screening job applicants to ensure that the most appropriate candidates are hired • Reliability – The degree to which a selection device measures the same characteristic consistently…. If a test is reliable , any individual score should be stable over time (assumin that the characteristic its measuring is also stable. Copyright © 2011 Pearson Education 6 -14

How Do Managers Select Job Applicants? • Validity – The proven relationship between a selection device and some relevant criterion…. for examples interviews, test and physical examination…. – disabled employee applying for a position in the fire dept. – It should be directly related to successful job performance – selection decision outcomes pg 187, 188 Copyright © 2011 Pearson Education 6 -15

Pre-Employment Testing One criticism of written tests is that they may measure characteristics which are not related to job performance. As a result, performancesimulation tests are gaining popularity • Performance-Simulation Tests – Selection devices based on actual job behaviors Copyright © 2011 Pearson Education 6 -16

Closing the Deal –hiring the employee Providing only details of positive aspects of a job may lead to satisfaction problems later. • Realistic Job Preview (RJP) – A preview of a job that provides both positive and negative information about the job and the company Copyright © 2011 Pearson Education 6 -17

How Are New Hires Introduced to the Organization? • Orientation – Introducing a new employee to the job and the organization • Employee Training – A learning experience that seeks a relatively permanent change in employees by improving their ability to perform on the job Copyright © 2011 Pearson Education 6 -18

Copyright © 2011 Pearson Education 6 -19

Copyright © 2011 Pearson Education 6 -20

How to evaluate employee performance ? • Performance Management System – A system that establishes performance standards and evaluating performance in order to arrive at objective human resource decision such as pay increase and training needs • 360 -degree appraisal – An appraisal device that seeks feedback from a variety of sources for the person being rated Copyright © 2011 Pearson Education 6 -21

Copyright © 2011 Pearson Education 6 -22

What Happens If an Employee’s Performance Is Not Up to Par? • Discipline – Actions taken by a manager to enforce an organization’s standards and regulations such as warning, suspension …etc • Employee Counseling – A process designed to help employees overcome performance-related problems…finding ways to fix the problem Copyright © 2011 Pearson Education 6 -23

How Are Employees Compensated? • Compensation Administration – The process of determining a cost-effective pay structure that will attract and retain employees, provide an incentive for them to work hard, and ensure that pay levels will be perceived as fair • Skill-based Pay – A pay system that rewards employees for the job skills they demonstrate Copyright © 2011 Pearson Education 6 -24

Compensation (cont. ) • Variable Pay – A pay system in which an individual’s compensation is contingent on performance • Employee Benefits – Nonfinancial rewards designed to enrich employees’ lives Copyright © 2011 Pearson Education 6 -25

Copyright © 2011 Pearson Education 6 -26

What Is Sexual Harassment? • Sexual Harassment – Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual’s employment, performance, or work environment Copyright © 2011 Pearson Education 6 -27

What Is Workplace Spirituality? • Workplace Spirituality – A spiritual culture where organizational values promote a sense of purpose through meaningful work that takes place in the context of community Copyright © 2011 Pearson Education 6 -28

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Career Module Managing Your Career Copyright © 2011 Pearson Education 6 -30

Building Your Career • Career – The sequence of work positions held by a person during his or her lifetime • Boundaryless Career – When an individual takes personal responsibility for his or her own career Copyright © 2011 Pearson Education 6 -31

How Can I Have a Successful Career? • Assess Your Personal Strengths and Weaknesses – Where do your natural talents lie? • Identify Market Opportunities – Where are tomorrow’s job opportunities? • Take Responsibility for Managing Your Own Career • Develop Your Interpersonal Skills – Interpersonal skills, especially the ability to communicate, top the list of almost every employer’s “must have” skills Copyright © 2011 Pearson Education 6 -32

Career Success (cont. ) • Practice Makes Perfect – If you want to excel in any field, you should expect to have to put in a lot of deliberate practice • Stay Up-to-Date – To keep your career on track, you need to make learning a lifetime commitment • Network – Create and maintaining beneficial relationships with others in order to accomplish your goals Copyright © 2011 Pearson Education 6 -33

Career Success (cont. ) • Stay Visible – You increase your mobility and value in the marketplace by keeping visible • Seek a Mentor – Employees with mentors are likely to have enhanced mobility and increased knowledge of the organization • Leverage Your Competitive Advantage – Develop skills that will give you a competitive advantage in the marketplace Copyright © 2011 Pearson Education 6 -34

Career Success (cont. ) • Don’t Shun Risks • It’s OK to Change Jobs – To keep your skills fresh, your income increasing, and your job tasks interesting, it will be increasingly likely that you’ll need to change employers • Opportunities, Preparation, and Luck = Success Copyright © 2011 Pearson Education 6 -35

Copyright © 2011 Pearson Education 6 -36