Place Slide Title Text Here JOHN R SCHERMERHORN

Place Slide Title Text Here JOHN R. SCHERMERHORN, JR. MANAGEMENT 12 th Edition Chapter 13 Human Resource Management © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -

Place Slide Title — Text Here 13 Study Questions Planning Ahead Chapter 1. What is human resource management? 2. How do organizations attract a quality workforce? 3. How do organizations develop a quality workforce? 4. How do organizations maintain a quality workforce? © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -2

Place Slide Title 13 Text Here Dashboard Chapter Learning 1. Human Resource Management 1. Human resource management process 2. Strategic human resource management 3. Legal environment of human resource management 2. Attracting a Quality Workforce 1. Human resource planning 2. Recruiting techniques 3. Selection techniques © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -3

Place Slide Title 13 Text Here Dashboard Chapter Learning 3. Developing a Quality Workforce 1. Orientation and socialization 2. Training and development 3. Performance management 4. Maintaining a Quality Workforce 1. 2. 3. 4. Flexibility and work-life balance Compensation and benefits Retention and turnover Labor-management relations © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -4

Place Slide Title Text Here Takeaway 1: Human resource management • Human capital is the economic value of people with job-relevant knowledge, abilities, ideas, energies, and commitments • Human Resource Management is a process of attracting, developing, and maintaining a talented work force © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -5

Place Slide Title Text Here Takeaway 1: Human resource management • Major human resource management responsibilities: Attracting a quality workforce Human resource planning, recruitment, and selection Developing a quality workforce Maintaining a quality workforce Employee orientation, training and development, and performance management Career development, work-life balance, compensation and benefits, retention and turnover, and labor-management relations © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -6

Place Slide Title Text Here Takeaway 1: Human resource management • Person-job fit – The individual’s skills, interests, and personal characteristics are consistent with the requirements of work • Person-organization fit – The individual’s values, interests, and behavior are consistent with the culture of the organization © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -7

Place Slide Title Text Here Takeaway 1: Human resource management • Strategic human resource management mobilizes human capital to implement organizational strategies • Indicator that HRM is truly strategic: When it is headed by a senior executive reporting directly to the chief executive officer. © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -8

Place Slide Title Text Here Takeaway 1: Human resource management • Equal employment opportunity – The right to employment without regard to race, color, national origin, religion, gender, age, or disability status – Title VII of the Civil Rights Act of 1964 – Equal Employment Opportunity Act of 1972 – Civil Rights Act (EEOA) of 1991 © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -9

Place Slide Title Text Here Takeaway 1: Human resource management • Affirmative action – an effort to give preference in employment to women and minority group members, who have traditionally been underrepresented. • Bona fide occupational qualifications – employment criteria justified by capacity to perform a job © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -10

Place Slide Title Text Here Takeaway 1: Human resource management • Discrimination in employment – Occurs when someone is denied a job or job assignment for reasons that are not job relevant © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -11

Place Slide Title Text Here Figure 13. 1 A sample of U. S. laws against employment discrimination © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -12

Place Slide Title Text Here Takeaway 1: Human resource management • Current legal issues in HRM – Sexual harassment – Equal pay and comparable worth – Legal status of independent contractors – Workplace privacy © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -13

Place Slide Title Text Herea Quality Workforce Takeaway 2: Attracting • Human resource planning analyzes an organization’s staffing needs and determines how to best fill them © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -14

Place Slide Title Text Here Figure 13. 2 Steps in strategic human resource planning © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -15

Place Slide Title Text Herea Quality Workforce Takeaway 2: Attracting • The foundation of human resource planning is job analysis – the orderly study of job facets to determine what is done when, where, how, why, and by whom. • Job analysis provides information for developing: – Job descriptions – Job specifications © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -16

Place Slide Title Text Herea Quality Workforce Takeaway 2: Attracting • Recruitment – Activities designed to attract a qualified pool of job applicants to an organization – Steps in the recruitment process: • Advertisement of a job vacancy • Preliminary contact with potential job candidates • Initial screening to create a pool of qualified applicants © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -17

Place Slide Title Text Herea Quality Workforce Takeaway 2: Attracting Recruitment External recruitment Internal recruitment Traditional recruitment • Candidates are sought from outside the hiring organization • Candidates are • Focuses on selling sought from within the job and the organization to applicants © 2013 John Wiley & Sons, Inc. All rights reserved. Realistic job previews • Candidates receive all pertinent information – both positive and negative 13 -18

Place Slide Title Text Here Figure 13. 3 Steps in the selection process: the case of a rejected job applicant Selection: Choosing individuals to hire from a pool of qualified job applicants © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -19

Place Slide Title Text Herea Quality Workforce Takeaway 2: Attracting • Reliability means that a selection device gives consistent results time after time • Validity means that there is a clear relationship between what the selection device measures and job performance © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -20

Place Slide Title Text Herea Quality Workforce Takeaway 2: Attracting • Interviews – Unstructured interviews do not follow a formal and pre-established of questions – Behavioral interviews ask job applicants about past behaviors that relate to the job – Situational interviews ask job applicants how they would react in specific situations © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -21

Place Slide Title Text Herea Quality Workforce Takeaway 2: Attracting • Employment Tests – Used to further screen applicants by gathering additional job-relevant information – Assessment centers examine how job candidates handle simulated work situations – Work sampling involves observing applicants performing actual work tasks © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -22

Place Slide Title Text Herea Quality Workforce Takeaway 2: Attracting • Employment Tests – Biodata methods collect biographical information that has been proven to correlate with good job performance Value judgments Aspirations Motivations Attitudes © 2013 John Wiley & Sons, Inc. All rights reserved. Expectations 13 -23

Place Slide 3: Title Text Herea Quality Workforce Takeaway Developing • Socialization – a process of learning and adapting to the organizational culture • Orientation – familiarizes new employees with jobs, coworkers, and organizational policies and services © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -24

Place Slide 3: Title Text Herea Quality Workforce Takeaway Developing • Training – Activities that provide the opportunity to acquire and improve job-related skills On-the-job training Off-the-job training • Job rotation • Coaching • Mentoring • Management development © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -25

Place Slide 3: Title Text Herea Quality Workforce Takeaway Developing • Performance management systems ensure that – Performance standards and objectives are set – Performance results are assessed regularly – Actions are taken to improve future performance © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -26

Place Slide 3: Title Text Herea Quality Workforce Takeaway Developing • Performance appraisal – Formally assessing someone’s work accomplishments and providing feedback – Purposes of performance appraisal: • Evaluation — lets people know where they stand relative to objectives and standards • Development — assists in training and continued personal development of people © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -27

Place Slide 3: Title Text Herea Quality Workforce Takeaway Developing • Graphic rating scales – A trait-based performance appraisal that includes checklists of traits or characteristics to evaluate performance – Relatively quick and easy to use – Questionable reliability and validity © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -28

Place Slide 3: Title Text Herea Quality Workforce Takeaway Developing • Behaviorally anchored rating scales (BARS) – A behavior-based performance appraisal that describes actual behaviors that exemplify various levels of performance achievement in a job – More reliable and valid than graphic rating scales – Helpful in training people to master important job skills © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -29

Place Slide Title Text Here Figure 13. 4 Sample behaviorally anchored rating scale for performance appraisal © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -30

Place Slide 3: Title Text Herea Quality Workforce Takeaway Developing Recency bias is the tendency for evaluators to focus on recent behaviors instead of behavior that occurred throughout the evaluation period © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -31

Place Slide 3: Title Text Herea Quality Workforce Takeaway Developing • Critical-incident techniques – Keeping a running log or inventory of effective and ineffective behaviors – Documents success or failure patterns © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -32

Place Slide 3: Title Text Herea Quality Workforce Takeaway Developing • Results-based performance appraisals focus on accomplishments – Usually qualitative and objective – Determining what to measure may be difficult – May create ethical problems © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -33

Place Slide 3: Title Text Herea Quality Workforce Takeaway Developing • Leniency error: – the tendency for supervisors to rate employees more favorably than they deserve in order to avoid the unpleasant task of giving negative feedback • Multiperson comparisons – Formally compare one person’s performance with that of one or more others – Types of multiperson comparisons: • Rank ordering • Forced distributions © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -34

Place Slide 3: Title Text Herea Quality Workforce Takeaway Developing 360° feedback – Occurs when superiors, subordinates, peers, and even internal and even customers are involved in the appraisal of a jobholder’s performance © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -35

Place Slide 4: Title Text Herea Quality Workforce Takeaway Maintaining • Work-life balance – How people balance career demands with personal and family needs – Progressive employers support a healthy work-life balance © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -36

Place Slide 4: Title Text Herea Quality Workforce Takeaway Maintaining Contemporary work-life balance issues: – Single parent concerns – Dual-career couples concerns – Family-friendliness as screening criterion used by candidates © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -37

Place Slide 4: Title Text Herea Quality Workforce Takeaway Maintaining • Compensation and benefits – Base compensation • Salary or hourly wages – Flexible benefits • Employees can select a set of benefits within a certain dollar amount © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -38

Place Slide 4: Title Text Herea Quality Workforce Takeaway Maintaining Merit pay – Awards a pay increase in proportion to individual performance contributions – Provides performance contingent reinforcement © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -39

Place Slide 4: Title Text Herea Quality Workforce Takeaway Maintaining • Bonus pay plans – One-time payments based on the accomplishment of specific performance targets or some extraordinary contribution • Profit-sharing plans – Some or all employees receive a proportion of net profits earned by the organization • Gain-sharing plans – Groups of employees share in any savings realized through their efforts to reduce costs and increase productivity © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -40

Place Slide 4: Title Text Herea Quality Workforce Takeaway Maintaining • Employee stock ownership plans – Employees purchase company stock directly through employer, sometimes at a discount • Stock options – Employees have the right to purchase company stock at a fixed price in the future as a performance incentive © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -41

Place Slide 4: Title Text Herea Quality Workforce Takeaway Maintaining Benefits – Non-monetary forms of compensation • Required – Social security – Unemployment insurance – Worker’s compensation • Not required – Health insurance – Retirement plans – Paid time off © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -42

Place Slide 4: Title Text Herea Quality Workforce Takeaway Maintaining – Flexible benefits • Allow employees to choose from a set of benefits – Family-friendly benefits • Help in balancing work and nonwork responsibilities – Employee assistance programs • Help employees deal with troublesome personal problems © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -43

Place Slide 4: Title Text Herea Quality Workforce Takeaway Maintaining – Early retirement • Financial incentive offered to employees who retire early – Termination • Involuntary dismissal of an employee – Employment-at-will • Employees can be terminated at any time for any reason – Wrongful discharge • Workers have legal protection from discriminatory firings © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -44

Place Slide 4: Title Text Herea Quality Workforce Takeaway Maintaining Labor-management relations – Labor unions deal with employers on the workers’ behalf – A labor contract is a formal agreement between a union and an employer about the terms of work for union members – Collective bargaining • Process of negotiating, administering and interpreting a labor contract © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -45

Place Slide 4: Title Text Herea Quality Workforce Takeaway Maintaining Wages Other conditions of employment Work hours Labor contracts may determine Grievances Hiring Work rules Seniority © 2013 John Wiley & Sons, Inc. All rights reserved. 13 -46