HumanResourceManagementChapter

12LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.WhyHumanResourcesIsImportant:

TheHRMProcessExplainhowanorganization’shumanresourcescanbeasignificantsourceofcompetitiveadvantage.Listeightactivitiesnecessaryforstaffingtheorganizationandsustaininghighemployeeperformance.DiscusstheenvironmentalfactorsthatmostdirectlyaffecttheHRMprocess.LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.HumanResourcePlanning;Recruitment/Decruitment;Selection;Orientation;TrainingContrastjobanalysis,jobdescription,andjobspecification.Discussthemajorsourcesofpotentialjobcandidates.Describethedifferentselectiondevicesandwhichworkbestfordifferentjobs.Tellwhatarealisticjobpreviewisandwhyit’simportant.Explainwhyorientationissoimportant.Describethedifferenttypesoftrainingandhowthattrainingcanbeprovided.LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.EmployeePerformanceManagement;Compensation/Benefits;CareerDevelopmentDescribethedifferentperformanceappraisalmethods.Discussthefactorsthatinfluenceemployeecompensationandbenefits.Describeskill-basedandvariablepaysystems.Describecareerdevelopmentfortoday’semployees.CurrentIssuesinHumanResourceManagementExplainhowmanagerscanmanagedownsizing.Discusshowmanagerscanmanageworkforcediversity.LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.CurrentIssuesinHumanResourceManagement(cont’d)Explainwhatsexualharassmentisandwhatmanagersneedtoknowaboutit.Describehoworganizationsaredealingwithwork-lifebalances.TheImportanceofHumanResourceManagement(HRM)AsanecessarypartoftheorganizingfunctionofmanagementSelecting,training,andevaluatingtheworkforceAsanimportantstrategictoolHRMhelpsestablishanorganization’ssustainablecompetitiveadvantage.AddsvaluetothefirmHighperformanceworkpracticesleadtobothhighindividualandhighorganizationalperformance.Exhibit12–1 ExamplesofHigh-PerformanceWorkPracticesSelf-managedteamsDecentralizeddecisionmakingTrainingprogramstodevelopknowledge,skills,andabilitiesFlexiblejobassignmentsOpencommunicationPerformance-basedcompensationStaffingbasedonperson–jobandperson–organizationfitTheHRMProcessFunctionsoftheHRMProcessEnsuringthatcompetentemployeesareidentifiedandselected.Providingemployeeswithup-to-dateknowledgeandskillstodotheirjobs.Ensuringthattheorganizationretainscompetentandhigh-performingemployeeswhoarecapableofhighperformance.Exhibit12–2 HumanResourceManagementProcessEnvironmentalFactorsAffectingHRMEmployeeLaborUnionsOrganizationsthatrepresentworkersandseektoprotecttheirintereststhroughcollectivebargaining.CollectivebargainingagreementAcontractualagreementbetweenafirmandaunionelectedtorepresentabargainingunitofemployeesofthefirminbargainingforwage,hours,andworkingconditions.GovernmentalLawsandRegulationsLimitmanagerialdiscretioninhiring,promoting,anddischargingemployees.AffirmativeAction:therequirementthatorganizationstakeproactivestepstoensurethefullparticipationofprotectedgroupsinitsworkforce.Exhibit12–3 MajorU.S.FederalLawsandRegulationsRelatedtoHRM1963 EqualPayAct1964 CivilRightsAct,TitleVII(amendedin1972) 1967 AgeDiscriminationinEmploymentAct 1973 VocationalRehabilitationAct 1974 PrivacyAct1978 MandatoryRetirementAct1986 ImmigrationReformandControlAct1988 WorkerAdjustmentandRetrainingNotificationAct 1990 AmericanswithDisabilitiesAct1991 CivilRightsActof19911993 FamilyandMedicalLeaveActof19931996 HealthInsurancePortabilityandAccountabilityActof19962003 FairandAccurateCreditTransactionsAct2004 FairPayOvertimeInitiativeManagingHumanResourcesHumanResource(HR)PlanningTheprocessbywhichmanagersensurethattheyhavetherightnumberandkindsofpeopleintherightplaces,andattherighttimes,whoarecapableofeffectivelyandefficientlyperformingtheirtasks.Helpsavoidsuddentalentshortagesandsurpluses.StepsinHRplanning:AssessingcurrenthumanresourcesAssessingfutureneedsforhumanresourcesDevelopingaprogramtomeetthosefutureneedsCurrentAssessmentHumanResourceInventoryAreviewofthecurrentmake-upoftheorganization’scurrentresourcestatusJobAnalysisAnassessmentthatdefinesajobandthebehaviorsnecessarytoperformthejobKnowledge,skills,andabilities(KSAs)Requiresconductinginterviews,engagingindirectobservation,andcollectingtheself-reportsofemployeesandtheirmanagers.CurrentAssessment(cont’d)JobDescriptionAwrittenstatementofwhatthejobholderdoes,howitisdone,andwhyitisdone.JobSpecificationAwrittenstatementoftheminimumqualificationsthatapersonmustpossesstoperformagivenjobsuccessfully.MeetingFutureHumanResourceNeedsSupplyofEmployeesDemandforEmployeesFactorsAffectingStaffingStrategicGoalsForecastdemandforproductsandservicesAvailabilityofknowledge,skills,andabilitiesRecruitmentandDecruitmentRecruitmentTheprocessoflocating,identifying,andattractingcapableapplicantstoanorganizationDecruitmentTheprocessofreducingasurplusofemployeesintheworkforceofanorganizationE-recruitingRecruitmentofemployeesthroughtheInternetOrganizationalwebsitesOnlinerecruitersExhibit12–4 MajorSourcesofPotentialJobCandidatesSelectionSelectionProcessTheprocessofscreeningjobapplicantstoensurethatthemostappropriatecandidatesarehired.WhatisSelection?Anexerciseinpredictingwhichapplicants,ifhired,willbe(orwillnotbe)successfulinperformingwellonthecriteriatheorganizationusestoevaluateperformance.Selectionerrors:RejecterrorsforpotentiallysuccessfulapplicantsAccepterrorsforultimatelypoorperformersExhibit12–6 SelectionDecisionOutcomesValidityandReliabilityValidity(ofPrediction)Aprovenrelationshipbetweentheselectiondeviceusedandsomerelevantcriterionforsuccessfulperformanceinanorganization.Hightestsscoresequatetohighjobperformance;lowscorestopoorperformance.Reliability(ofPrediction)Thedegreeofconsistencywithwhichaselectiondevicemeasuresthesamething.Individualtestscoresobtainedwithaselectiondeviceareconsistentovermultipletestinginstances.Exhibit12–7 SelectionDevicesApplicationFormsWrittenTestsPerformanceSimulationsInterviewsBackgroundInvestigationsPhysicalexaminationsWrittenTestsTypesofTestsIntelligence:howsmartareyou?Aptitude:canyoulearntodoit?Attitude:howdoyoufeelaboutit?Ability:canyoudoitnow?Interest:doyouwanttodoit?LegalChallengestoTestsLackofjob-relatednessoftestitemsorinterviewquestionstojobrequirementsDiscriminationinequalemploymentopportunityagainstmembersofprotectedclassesPerformanceSimulationTestsTestinganapplicant’sabilitytoperformactualjobbehaviors,userequiredskills,anddemonstratespecificknowledgeofthejob.WorksamplingRequiringapplicantstoactuallyperformataskorsetoftasksthatarecentraltosuccessfuljobperformance.AssessmentcentersDedicatedfacilitiesinwhichjobcandidatesundergoaseriesofperformancesimulationteststoevaluatetheirmanagerialpotential.OtherSelectionApproachesInterviewsAlthoughusedalmostuniversally,managersneedtoapproachinterviewscarefully.BackgroundInvestigationsVerificationofapplicationdataReferencechecks:Lackvaliditybecauseself-selectionofreferencesensuresonlypositiveoutcomes.PhysicalExaminationsUsefulforphysicalrequirementsandforinsurancepurposesrelatedtopre-existingconditions.Exhibit12–8 SuggestionsforInterviewingStructureafixedsetofquestionsforallapplicants.Havedetailedinformation

aboutthejobforwhichapplicantsareinterviewing.Minimizeanypriorknowledgeofapplicants’background,experience,interests,testscores,orothercharacteristics.Askbehavioralquestionsthatrequireapplicantstogivedetailedaccountsofactualjobbehaviors.Useastandardizedevaluationform.Takenotesduringtheinterview.Avoidshortinterviewsthatencourageprematuredecisionmaking.Exhibit12–9 Examplesof“Can’tAskandCanAsk”InterviewQuestionsforManagers*Can’tAskWhat’syourbirthdate?orHowoldareyou?What’syourmaritalstatus?orDoyouplantohaveafamily?What’syournativelanguage?Haveyoueverbeenarrested?CanAskAreyouover18?Wouldyourelocate?AreyouauthorizedtoworkintheUnitedStates?Haveyoueverbeenconvictedof[fillintheblank]?—Thecrimemustbereasonablyrelatedtotheperformanceofthejob.*Note:Managersshouldbeawarethattherearenumerousother“canandcan’task”questions.BesuretoalwayscheckwithyourHRdepartmentforspecificguidance.Exhibit12–10 QualityofSelectionDevicesasPredictorsOtherSelectionApproaches(cont’d)RealisticJobPreview(RJP)Theprocessofrelatingtoanapplicantboththepositiveandthenegativeaspectsofthejob.Encouragesmismatchedapplicantstowithdraw.Alignssuccessfulapplicants’expectationswithactualjobconditions;reducingturnover.OrientationTransitioninganewemployeeintotheorganization.Work-unitorientationFamiliarizesnewemployeewithwork-unitgoalsClarifieshowhisorherjobcontributestounitgoalsIntroducesheorshetohisorhercoworkersOrganizationorientationInformsnewemployeeabouttheorganization’sobjectives,history,philosophy,procedures,andrules.IncludesatouroftheentirefacilityExhibit12–11 TypesofTrainingTypeIncludesGeneralCommunicationskills,computersystemsapplicationandprogramming,customerservice,executivedevelopment,managementskillsanddevelopment,personalgrowth,sales,supervisoryskills,andtechnologicalskillsandknowledgeSpecificBasiclife/workskills,creativity,customereducation,diversity/culturalawareness,remedialwriting,managingchange,leadership,productknowledge,publicspeaking/presentationskills,safety,ethics,sexualharassment,teambuilding,wellness,andothersExhibit12–12 EmployeeTrainingMethodsTraditional

TrainingMethodsOn-the-jobJobrotationMentoringandcoachingExperientialexercisesWorkbooks/manualsClassroomlectures Technology-BasedTrainingMethodsCD-ROM/DVD/videotapes/audiotapesVideoconferencing/teleconferencing/

satelliteTVE-learningEmployeePerformanceManagementPerformanceManagementSystemAprocessofestablishingperformancestandardsandappraisingemployeeperformanceinordertoarriveatobjectiveHRdecisionsandtoprovidedocumentationinsupportofthosedecisions.Exhibit12–13AdvantagesandDisadvantagesofPerformanceAppraisalMethodsMethodAdvantageDisadvantageWrittenessaysSimpletouseMoreameasureofevaluator’swritingabilitythanofemployee’sactualperformanceCriticalincidentsRichexamples;behaviorallybasedTime-consuming;lackquantificationGraphicratingscalesProvidequantitativedata;lesstime-consumingthanothersDonotprovidedepthofjobbehaviorassessedBARSFocusonspecificandmeasurablejobbehaviorsTime-consuming;difficulttodevelopMultipersoncomparisonsComparesemployeeswithoneanotherUnwieldywithlargenumberofemployees;legalconcernsMBOFocusesonendgoals;resultsorientedTime-consuming360-degreeappraisalsThoroughTime-consumingCompensationandBenefitsBenefitsofaFair,Effective,andAppropriateCompensationSystemHelpsattractandretainhigh-performanceemployeesImpactsonthestrategicperformanceofthefirmTypesofCompensationBasewageorsalaryWageandsalaryadd-onsIncentivepaymentsSkill-basedpayVariablepayExhibit12–14 FactorsThatInfluenceCompensationandBenefitsSources:BasedonR.I.Henderson,CompensationManagement,6thed.(UpperSaddleRiver,NJ:PrenticeHall,1994),pp.3–24;andA.Murray,“Mom,ApplePie,andSmallBusiness,”WallStreetJournal,August15,1994,p.A1CareerDevelopmentCareerDefinedThesequenceofpositionsheldbyapersonduringhisorherlifetime.TheWayItWasCareerDevelopmentProvidedforinformation,assessment,andtrainingHelpedattractandretainhighlytalentedpeopleNowIndividuals—nottheorganization—areresponsiblefordesigning,guiding,anddevelopingtheirowncareers.BoundarylessCareerAcareerinwhichindividuals,notorganizations,definecareerprogressionandorganizationalloyaltyExhibit12–15 WhatCollegeGraduatesWantFromJobsTopFactorsforU.S.StudentsWork–lifebalanceAnnualbasesalaryJobstabilityandsecurityRecognitionforajobdonewellIncreasinglychallengingtasksRotationalprogramsTopFactorsforU.K.StudentsInternationalcareeropportunitiesFlexibleworkinghoursVarietyofassignmentsPaidovertimeExhibit12–16

SomeSuggestionsforaSuccessfulManagementCareerCurrentIssuesinHRMManagingDownsizingTheplannedeliminationofjobsinanorganizationProvideopenandhonestcommunication.Provideassistancetoemployeesbeingdownsized.Reassureandcounselingtosurvivingemployees.ManagingWorkForceDiversityWidentherecruitmentnetfordiversityEnsureselectionwithoutdiscriminationProvideorientationandtrainingthatiseffectiveCurrentIssuesinHRM(cont’d)SexualHarassmentAnunwantedactivityofasexualnaturethataffectsanindividual’semployment.Unwantedsexualadvances,requestsforsexu