7 Chapter Managing Human Resources Pearson Education Limited
- Slides: 34
7 Chapter Managing Human Resources © Pearson Education Limited 2015 7 -1
Learning Outcomes • Describe the key components of the human resource management process and the important influences on that process. • Discuss the tasks associated with identifying and selecting competent employees. • Explain how employees are provided with needed skills and knowledge. © Pearson Education Limited 2015 7 -2
Learning Outcomes (cont. ) • Describe strategies for retaining competent, highperforming employees. • Discuss contemporary issues in managing human resources. © Pearson Education Limited 2015 7 -3
7. 1 Describe the key components of the human resource management process and the important influences on that process. © Pearson Education Limited 2015 7 -4
Human Resource Management © Pearson Education Limited 2015 7 -5
HRM Process and Influences © Pearson Education Limited 2015 7 -6
The Legal Environment © Pearson Education Limited 2015 7 -7
Affirmative Action Programs that ensure that decisions and practices enhance the employment, upgrading, and retention of members of protected groups. © Pearson Education Limited 2015 7 -8
Differences in HRM Laws • • Canada Mexico Australia Germany © Pearson Education Limited 2015 7 -9
7. 2 Discuss tasks associated with identifying and selecting competent employees. © Pearson Education Limited 2015 7 -10
Identifying and Selecting Employees HRM Process: 1. employment planning 2. recruitment and downsizing 3. selection © Pearson Education Limited 2015 7 -11
Conducting Employee Assessments © Pearson Education Limited 2015 7 -12
Determining Future Employment Needs Demand for human resources (employees) is a result of demand for the organization’s products or services. © Pearson Education Limited 2015 7 -13
Recruiting Applicants © Pearson Education Limited 2015 7 -14
Selecting Job Applicants © Pearson Education Limited 2015 7 -16
Reliability and Validity Reliability: The degree to which a selection device measures the same thing consistently. Validity: The proven relationship between a selection device and some relevant criterion. © Pearson Education Limited 2015 7 -17
Selection Devices: Tests © Pearson Education Limited 2015 7 -18
Effective Interviewing © Pearson Education Limited 2015 7 -19
Closing the Deal © Pearson Education Limited 2015 7 -20
7. 3 Explain how employees are provided with the needed skills and knowledge. © Pearson Education Limited 2015 7 -21
Orientation • Job orientation • Work unit orientation • Organization orientation © Pearson Education Limited 2015 7 -22
Providing Skills and Knowledge © Pearson Education Limited 2015 7 -23
Employee Training Methods © Pearson Education Limited 2015 7 -24
7. 4 Describe strategies for retaining competent, highperforming employees. © Pearson Education Limited 2015 7 -25
Retaining Competent Employees © Pearson Education Limited 2015 7 -26
Issues with Performance Evaluation Systems may be outdated due to: • Downsizing • Project teams When An Employee’s Performance is Not Up to Par © Pearson Education Limited 2015 7 -27
Compensating Employees © Pearson Education Limited 2015 7 -28
7. 5 Discuss contemporary issues in managing human resources. © Pearson Education Limited 2015 7 -29
Managing Downsizing © Pearson Education Limited 2015 7 -30
Workforce Diversity • • • Nontraditional recruitment sources Non-discriminatory selection Accommodation of diverse needs Diversity consciousness workshops Mentoring programs © Pearson Education Limited 2015 7 -31
Sexual Harassment Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual’s employment, performance, or work environment. © Pearson Education Limited 2015 7 -32
Workforce Spirituality © Pearson Education Limited 2015 7 -33
Controlling HR Costs Health Care Pensions © Pearson Education Limited 2015 7 -34
© Pearson Education Limited 2015 7 -35
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