7 Chapter Managing Human Resources Pearson Education Limited

  • Slides: 34
Download presentation
7 Chapter Managing Human Resources © Pearson Education Limited 2015 7 -1

7 Chapter Managing Human Resources © Pearson Education Limited 2015 7 -1

Learning Outcomes • Describe the key components of the human resource management process and

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

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

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

Human Resource Management © Pearson Education Limited 2015 7 -5

HRM Process and Influences © Pearson Education Limited 2015 7 -6

HRM Process and Influences © Pearson Education Limited 2015 7 -6

The Legal Environment © Pearson Education Limited 2015 7 -7

The Legal Environment © Pearson Education Limited 2015 7 -7

Affirmative Action Programs that ensure that decisions and practices enhance the employment, upgrading, and

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

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

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.

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

Conducting Employee Assessments © Pearson Education Limited 2015 7 -12

Determining Future Employment Needs Demand for human resources (employees) is a result of demand

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

Recruiting Applicants © Pearson Education Limited 2015 7 -14

Selecting Job Applicants © Pearson Education Limited 2015 7 -16

Selecting Job Applicants © Pearson Education Limited 2015 7 -16

Reliability and Validity Reliability: The degree to which a selection device measures the same

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

Selection Devices: Tests © Pearson Education Limited 2015 7 -18

Effective Interviewing © Pearson Education Limited 2015 7 -19

Effective Interviewing © Pearson Education Limited 2015 7 -19

Closing the Deal © Pearson Education Limited 2015 7 -20

Closing the Deal © Pearson Education Limited 2015 7 -20

7. 3 Explain how employees are provided with the needed skills and knowledge. ©

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

Orientation • Job orientation • Work unit orientation • Organization orientation © Pearson Education Limited 2015 7 -22

Providing Skills and Knowledge © Pearson Education Limited 2015 7 -23

Providing Skills and Knowledge © Pearson Education Limited 2015 7 -23

Employee Training Methods © Pearson Education Limited 2015 7 -24

Employee Training Methods © Pearson Education Limited 2015 7 -24

7. 4 Describe strategies for retaining competent, highperforming employees. © Pearson Education Limited 2015

7. 4 Describe strategies for retaining competent, highperforming employees. © Pearson Education Limited 2015 7 -25

Retaining Competent Employees © Pearson Education Limited 2015 7 -26

Retaining Competent Employees © Pearson Education Limited 2015 7 -26

Issues with Performance Evaluation Systems may be outdated due to: • Downsizing • Project

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

Compensating Employees © Pearson Education Limited 2015 7 -28

7. 5 Discuss contemporary issues in managing human resources. © Pearson Education Limited 2015

7. 5 Discuss contemporary issues in managing human resources. © Pearson Education Limited 2015 7 -29

Managing Downsizing © Pearson Education Limited 2015 7 -30

Managing Downsizing © Pearson Education Limited 2015 7 -30

Workforce Diversity • • • Nontraditional recruitment sources Non-discriminatory selection Accommodation of diverse needs

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

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

Workforce Spirituality © Pearson Education Limited 2015 7 -33

Controlling HR Costs Health Care Pensions © Pearson Education Limited 2015 7 -34

Controlling HR Costs Health Care Pensions © Pearson Education Limited 2015 7 -34

© Pearson Education Limited 2015 7 -35

© Pearson Education Limited 2015 7 -35