i/o chapter 5

HUMAN RESOURCE DEVELOPMENT

AND MANAGEMENT

by Jason O. Manaois, Psychology Department

Objectives

At the end of the learning period, the students will be

able to be:

Familiarize and Examine the nature of different

facets of HRD

Actualize the different functional components of

HRD

Analyze the process incorporated in the each facet

of HRD

Context and Definition

Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development.

The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers.

http://humanresources.about.com/od/glossaryh/f/hr_development.htm

http://humanresources.about.com/od/performancemanagement/a/perfmgmt.htm

http://humanresources.about.com/od/glossaryc/g/coaching.htm

http://humanresources.about.com/od/glossarym/g/mentoring.htm

http://humanresources.about.com/od/glossarys/g/successionplan.htm

http://humanresources.about.com/od/glossaryt/g/tuition.htm

http://humanresources.about.com/cs/performancemgmt/a/super_workforce.htm


Organizations have many opportunities for human resources or employee development, both within and outside of the workplace.

Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager. Healthy organizations believe in Human Resource Development and cover all of these bases.

http://humanresources.about.com/od/glossaryh/f/hr_development.htm

http://humanresources.about.com/od/training/a/training_dev.htm

http://humanresources.about.com/od/training/a/training_dev.htm


HRD is "organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization" (1). HRD includes the areas of training and development, career development, and organization development.

This is related to Human Resource Management -- a field which includes HR research and information systems, union/labor relations, employee assistance, compensation/benefits, selection and staffing, performance management systems, HR planning, and organization/job design (2).

http://alumnus.caltech.edu/~rouda/T1_HRD.html


Human Resource Management (HRM) is the function

within an organization that focuses on recruitment of,

management of, and providing direction for the people

who work in the organization. HRM can also be

performed by line managers.

HRM is the organizational function that deals with issues

related to people such as compensation, hiring,

performance management, organization development,

safety, wellness, benefits, employee motivation,

communication, administration, and training.

http://humanresources.about.com/od/glossaryh/f/hr_management.htm

http://humanresources.about.com/od/glossarym/g/manager.htm

http://humanresources.about.com/od/glossaryp/g/perform_mgmt.htm


HRM is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives.

HRM is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value.

http://humanresources.about.com/od/glossaryh/f/hr_management.htm

http://humanresources.about.com/od/organizationalculture/a/culture.htm

http://humanresources.about.com/od/glossaryv/g/value_add.htm

http://humanresources.about.com/od/hrbasicsfaq/a/hr_role.htm

http://humanresources.about.com/od/hrbasicsfaq/a/hr_role.htm

http://humanresources.about.com/od/humanresourcesstrategic/tp/human-resources-strategic-planning.htm

http://humanresources.about.com/od/humanresourcesstrategic/qt/Create-Value-With-Human-Resource-Measures.htm

http://humanresources.about.com/od/humanresourcesstrategic/qt/Create-Value-With-Human-Resource-Measures.htm

8

Components of a Human Resource

Management System

The Facets of H.R. Department

Recruitment and Selection

Training and Development

Employee Relations

Compensation and Benefits

Organizational Development

http://www.peoples-edge.de/en/home/

RECRUITMENT AND SELECTION

11

Definition

Recruitment can be defined as:

all activities directed towards locating potential employees

the attraction of applications from suitable applicants.

The aim of recruitment is to get the best person suited to the job based on objective criteria for a particular job.

Used to attract and hire new employees who have the abilities, skills, and experiences that will help an organization achieve its goals.


Recruitment:

Attracting qualified candidates to work in an organization.

is the process of generating a pool of capable people to

apply for employment to an organization.

Selection:

Selecting among the applicants.

is the process by which managers and others use specific

instruments to choose from a pool of applicants a person or

persons most likely to succeed in the job(s), given

management goals and legal requirements.

13

Purpose of Recruitment

Determine present and future needs for personnel

Increase the pool of qualified applicants

Increase the fit of the applicants attracted

Increase chances of retention by attracting the right

candidates

Provide realistic job previews

Adhere to legal and social requirements

Analyze the labor pools

14

Why is recruitment and selection so important?

Costs of mistakes:

engaging incompetent,

underqualified, unmotivated

employees; employing

another person requires

repeating the process and

generates costs

Element of PR

strategy

15

Rules of recrutiment and selection

Commonality

Openess

Competitiveness

Legality

Non-discrimination

Constancy of criteria

Neutrality

Objectivism

Transparency

Personal data security

Acting without delay

16

The typical staffing process

Planning and approval for staffing

Position announcement

Selection of recruitment strategies

Selection of “tests”

Screen, interview, and checks (reference and other)

Final selection / Negotiate and hire

Postselection considerations

Rec

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Web support material for Human Resource Management: Theory and Practice, Third Edition

© John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan

The stages of recruitment and selection


Recruitment and selection are vital to the formation of a

positive psychological contract, which provides the basis of

organizational commitment and motivation.

The attraction and retention of employees is part of the

evolving employment relationship, based on a mutual and

reciprocal understanding of expectations.

There are wide variations in recruitment and selection practices,

reflecting an organization‘s strategy and its philosophy towards

the management of people.

Progressive HR practices are crucial to a positive psychological

contract – this includes attention to effective recruitment and

selection practices.



19

Employer recruitment

Elements influencing effectiveness of recruitment:

The breadth and quality of the process

The size of the labour pool and the location of jobs

Offered pay and benefits

Job quality and requirements of the position

Organizational image

20

Agency Affiliation

Job Title

Salary range

Description of duties & responsibilities

Minimum qualifications

Application procedures

Time and place of applications

Position announcement

21

Analysis: Candidates

Who is the ideal candidate for the agency?

What has attracted qualified candidates to the agency?

How did those qualified candidates learn about openings?

Why is the pool of qualified candidates shrinking?

What is the value system of the new generation and how can the agency package itself to show potential candidates that the agency has what they desire?

22

Recruitment strategies

Job posting

Electronic posting

Personal contact recruitment

Recruitment by mail

Head-hunting

Noncompetive recruitment

Develop a recruiting DVD

23

Recruitment strategies: Partnerships

University/college/

high school

communications, art

and computer

science programs

Student Interns

Professional

production

companies and

advertising

agencies

Other city departments or agencies to advertise

24

Analysis: recruitment strategies

What has worked or not worked in terms of recruitment strategies and advertising in the past?

Are signing bonuses or other incentives important?

How can current employees be ambassadors for the agency and help recruit qualified candidates?

What recruitment materials does the agency already have and how current are they?

Does the agency have a recruitment website and how many hits is it generating?

Has the agency used paid advertisement in the past and, if so, what value did it ad to the recruitment process?

What strategies is the agency using to attract the interest of grade school up to high school students?

25

Selection criteria

Selection criteria should be expressed in terms of:

Essential – requirements that are critical to successful performance in the position without which a person could not be appointed; and

Desirable – requirements that would enable the person to perform at a higher level in the position, but without which the person could still be appointed.

The total number of essential and desirable criteria shall not exceed 10.

26

Selection criteria

Selection criteria shall:

be written in simple and clear language;

be specific and not overlapping or repetitive;

be based on the real requirements of the position;

not be excessive in number (i.e. not more than 10 in total)

not discriminate unlawfully either directly or indirectly against applicants

not favour either internal or external applicants; and

be consistent with the classification standards of the position.

27

Screening

Retention Survey found that nationally small agencies took an

average of 6.84 weeks to conduct the screening processes,

while large agencies took an average of 11.51 weeks (U.S.

Department of Justice, Office of Justice Programs, Hiring and

Keeping Police Officers)

GOAL: reduce this time so that valuable candidates are still

available

28

Screening Process

1 • Discriminating among the qualified and the unqualified

2 • Identifying most highly qualified candidates

3 • Screening particular candidates; results in offering position

to the best candidate

4 • Confirming the qualifications and ability of the chosen

candidate; it may include the first period of employment

29

Principles of the screening

A fair set of screening criteria

The criteria must be in line with the job content and appointment as well as advertised requirements

Applicants should be clear on the criteria that apply

The criteria should apply to all applicants in a consistent manner

Any waivers should be fully motivated and approved

Declarations should be made of whether any candidate is related to or friends of an official in the component where the vacancy exists

The various activities of the screening process should be documented and put on record

12-30

Selection Tools

31

Initial reviewing and testing

Education and experience evaluations

Letters of recommendation

Self-assessment

General aptitude and trait test

Performance test for specific jobs

32

Reducing the pool: interview

1. Plan how it should proceed: persons, place, roles

2. Prepare list of written questions asked of all candidates

3. Use a work sample as part of the process

Critique or evaluate sth

Solve a problem

Deliver oral presentation, etc

4. Explain basic facts about the position

5. Use the job description and advertisement guides to ensure that the focus is on essential job functions

33


6. Set up interviews in private

job-settings where distractions

are unlikely

7. Concentrate on listening to

applicant‘s answers and take

notes during the interview

8. Be careful that no oral commitments or suggestions about

employment prospects are made

9. Complete your evaluation notes when impressions are fresh

34


Subjects to Avoid

Marital status

Children and other dependants

Religion

Politics

Ethnic origins

35

Final selection

1. Keep a list of all applicants considered for final selection.

2.Identify fair selection criteria for the final selection phase.

3.Ensure that the criteria are in line with the advertised requirements as well as the job content.

4. Ensure that each selection committee member is provided with all the relevant information pertaining to each short-listed applicant.

5. Ensure that the interviews are conducted in a fair and effective manner and that each candidate is weighed comprehensively against the requirements as advertised.

6. Ensure that a comprehensive motivation is compiled in respect of all the applicants interviewed.

7. Ensure that all applicants are informed about the outcome of the final selection phase.

8. Ensure that all relevant information is put on record.

36

Closing selection

• Phone call and further clarification

• Letter of intent

• Completing employment forms

• Protocols may be available for intetested

individuals

• Number of candidates

• Names, surenames and adresses of 5 top

candidates

• Recruitment and selection criteria

• Justification of the decision

37

Trends in recruitment and selection

Procedural Changes:

Eliminating arbitrary rules and regulations that restrict the choices of hiring managers and supervisors

Adopting flexible and appealing hiring procedures.

Screening applicants quickly

Validating entry requirements and examinations.

Instituting worker-friendly personnel policies,

Creating more flexible job descriptions.

38


Improvements to the Recruitment and Selection Process:

The decentralization movement — "New Public Management"

is known in many quarters as devolution, often characterized

by the decentralization of HR responsibility.

Aggressive outreach efforts

Current employees as recruiters

39


Use of Technology:

Many scholars believe that technology will be the most notable HRM trend of the next few decades

Many large public organizations use computer bulletin boards and electronic mail to improve recruitment process

Managers can have online access to applicants' test scores, qualifications and contact information

Software programs: to administer online examinations, track applicants, match resumes with skill sets, expedite background checks, and shepherd job candidates through a paperless staffing process

10 golden rules of recruitment & selection

40

1. Develop a Recruitment Plan

2. Conduct Research

3. Personalize the Recruitment Process

4. Select and Train the Right People as Recruiters

5. Build Strong Partnerships

6. Develop an Employee Referral Program

7. Improve the Selection Process

8. Develop an Advertising Plan

9. Develop an Internet Presence

10. Employ Effective Recruitment Strategies

Internal Sources of Candidates:

Hiring from Within

Advantages

Foreknowledge of

candidates‘ strengths and

weaknesses

More accurate view of

candidate‘s skills

Candidates have a

stronger commitment to the

company

Increases employee morale

Less training and

orientation required

Disadvantages

Failed applicants become

discontented

Time wasted interviewing

inside candidates who will

not be considered

Inbreeding of the status

quo

Internal vs External Labor Markets

Germany, Japan, France, and Switserland use more

internal sources for promotions

Britaion, USA, Denmark, Hong Kong use external

sources more

Offshoring/Outsourcing White-Collar

and Other Jobs

• Specific issues in outsourcing jobs abroad

– Political and military instability

– Likelihood of cultural misunderstandings

– Customers‘ security and privacy concerns

– Foreign contracts, liability, and legal concerns

– Special training of foreign employees

– Costs associated with companies supplying foreign

workers

Selection Techniques

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UK 78.1 51.7 66.7 47.6 26.7 1.1 79.7 France 22.1 92.1 75.7 23.6 12.9 19.3 46.4 Germany 56.8 60.2 13.5 6.1 23.3 2.0 45.8 Turkey 29.2 53.2 47.4 15.8 11.1 1.8 60.8 Australia 77.2 53.3 44.4 37.1 5.8 1.2 77.6 USA 59.6 68.5 59.2 10.0 7.3 0.4 64.6 Tunisia 9.0 65.6 50.8 34.9 5.3 3.7 29.6



Recruitment and Attraction

A key role for HR is to align performance within roles with

the strategy, so recruiting for the ‗right‘ people for a role

depends on how it is defined in terms relating to

performance to achieve the strategy.

Criterion-related behaviours or standards of performance

are referred to as competencies.

Competencies can be used to provide the behaviours

needed at work to achieve the business strategy, and

enable organizations to form a model of the kinds of

employee it wishes to attract through recruitment.



Fig 7.2 Attraction and Selection



Attracting Applicants

The main approaches to attracting applicants can be summarized

as follows:

• Walk-ins

• Employee referrals

• Advertising

• Websites

• Professional associations

• Educational associations

• Professional agencies

• E-recruitment (general recruitment

agents/ companies‘ own sites)

• Word-of-mouth



Recruitment Considerations

An organization will take account of a number of factors when

forming its recruitment plans and choice of media.

These might include:

Cost

Time taken to recruit and select

Labour market focus, for example: skills, profession or occupation

Mobility of labour – geographic and occupational

Legislation on sex discrimination, race discrimination and disability



Job description format



A seven-point plan



Five-fold grading system



Person specs vs competencies

Personnel specifications versus competencies

Personnel specifications may contain stereotypes of the

‗ideal‘ person and so organizations may be reinforcing the

stereotype in their recruitment practices.

The use of competencies allows organizations to free

themselves from traditional stereotypes in order to attract

applicants from a variety of sources.

Competencies appear to be more objective, have a variety

of uses in attracting applicants and allow an organization

to use more reliable and valid selection techniques.



Selection: costs

Organizations have become increasingly aware of

making good selection decisions, since it involves a

number of costs:

The cost of the selection process itself, including the use

of various selection instruments

The future costs of inducting and training new staff

The cost of labour turnover if the selected staff are not

retained



Selection: principles

Underlying the process of selection and the choice of

techniques are two key principles:

1. Individual differences: Attracting a wide choice of

applicants will be of little use unless there is a way of

measuring how people differ, i.e. intelligence, attitudes,

social skills, psychological and physical characteristics,

experience etc.

2. Prediction: A recognition of the way in which people

differ must be extended to a prediction of performance

in the workplace.



Reliability and Validity Issues

Reliability refers to the extent to which a selection technique

achieves consistency in what it is measuring over

repeated use.

Validity refers to the extent to which a selection technique

actually measures what it sets out to measure.



Selection Interviews

Information elicited – interviews have a specific focus, i.e. facts,

subjective information, underlying attitudes.

Structure – ranging from the completely structured to the

unstructured. A compromise between the two enables the

interviewer to maintain control yet allowing the interviewee

free expression.

Order and involvement – the need to obtain different kinds of

information may mean the involvement of more than one

interviewer. Applicants may be interviewed serially or in a

panel.



Selection table 7.1



Psychometric Testing

Personality research has lent support to the use of sophisticated

selection techniques such as psychometric tests that have a

good record of reliability and validity.

• Ability tests: these focus on mental abilities

(verbal/numerical) and physical skills testing. Right/wrong

answers allow applicants to be placed in ranked order.

• Inventories: self-report questionnaires indicating traits,

intelligence, values, interests, attitudes and preferences. No

right/wrong answers but a range of choices between

possible answers.



E-assessment

On-line testing, or e-assessment, is also used for selection and

other HR purposes.

Benefits:

Online testing enables organizations to test at any time and

anywhere in the world.

It enables the quick processing of applicants.

Drawback:

Loss of control over the administration of the tests – anyone can

be called on to help



Assessment Centres

Assessment centres are designed to yield information that can

be used to make decisions concerning suitability for a job.

They provide a fuller picture by combining a range of

techniques.

General methods used include group discussions, role plays and

simulations, interviews and tests.

Candidates attending an assessment centre will be observed by

assessors who should be trained to judge candidates‘

performance against criteria contained within the competency

framework.



Realistic Job Previews

Applicants have expectations about how the organization will

treat them. Recruitment and selection represent an opportunity

to clarify these.

Realistic job previews (RJPs) provide a means of achieving this.

RJPs can take the form of case studies, shadowing, job sampling

and videos – this enables the expectations of applicants to

become more realistic.

RJPs: lower initial expectations, cause some applicants to de-select

themselves, increase levels of organization commitment, job

satisfaction, performance and job survival.

63

Best practices

National Nuclear Security Administration (NNSA)

Problem:

A review of the hiring practices found that job announcements were filled with jargon, lots of facts and information, and extensive list of job duties which made it difficult to identify major features and selling points of the job.

Recruitment was passive… NNSA waited for applicants to apply.

64

Makeover:

A new look to convey the importance and excitement of their positions, as well as why they were a great place to work

Added photos to depict the unique work environment at NNSA.

Implemented an internet-based targeted recruitment strategy to identify potential candidates from job boards and other locations

They sent recruiters to fifteen universities in the South and West to recruit interns with an emphasis on diversity

The results produced 28 qualified candidates, up from three unqualified candidates in the previous recruitment process + 30 highly qualified interns

65

Best practices

U.S. Department of Education

Problem:

The hiring process took too long and did not always deliver qualified candidates.

Upon mapping out the hiring process, it was discovered that there were discrete steps with over 45 handoffs between different managers, administrative officers and HR specialists.

Managers were disengaged from the hiring process. Job descriptions were problematic. When managers could not find good candidates they had a tendency to sit on the list, until ultimately it was re-posted.

66

Makeover:

The hiring process was streamlined by eliminating redundancies and unnecessary steps resulting in a reduction of more than half of the steps…down to 53.

The automated process for assessing applicants has been overhauled and questions are more closely aligned with skills needed to be successful on the job.

The process of change has not been easy and has taken a commitment of time and effort on the part of leaders, HR, managers and others involved in the hiring process.

67

Best practices

Centers for Medicare & Medicaid Services

Problem:

Federal law changed requiring the agency to add 500 new

positions. The length of time to complete the hiring process was long

and the quality of candidates was lacking.

The automated staffing system in place was believed to be

inadequate to meet the demands of the hiring needs. The agency

wanted top talent and a faster process.

68

Makeover:

The agency started with an ―end-to-end‖ mapping of the hiring process and identified both short and long term fixes. They used focus groups to document the process, identify roles and responsibilities, and assess obstacles.

Through the process the agency eventually reduced the number of steps in the hiring process by more than twenty percent.

Other key things they did included better marketing positions using visually appealing, plain-English announcements, proactively targeting qualified candidates via internet, resume databases and built tools to effectively screen applicants to ensure they were a good fit for the position.

They eventually assigned responsibility for the process to one person at the executive level.

Management - Chapter 12

71

Figure 12.3 Steps in the selection process: the

case of a rejected job applicant.


72

How do organizations attract a quality workforce?

Step 1—application forms

Declares individual to be a job candidate.

Documents applicant‘s personal history and

qualifications.

Personal résumés may be included.

Applicants lacking appropriate credentials are rejected

at this step.


73


Step 2—interviews

Exchange of information between job candidate and

key members of the organization.

Opportunity for job candidate and organizational

members to learn more about each other.


74


Step 3 — employment tests

Used to further screen applicants by gathering

additional job-relevant information.

Common types of employment tests:

Intelligence

Aptitude

Personality

Interests


75


Criteria for selection devices:

Reliability

The selection device is consistent in measurement.

Validity

There is a demonstrable relationship between a person‘s

score or rating on a selection device and his/her eventual

job performance.


76


Behaviorally-oriented employment tests:

Assessment center

Evaluates a person‘s performance in simulated work

situations.

Work sampling

Evaluates a person‘s performance on actual job tasks.


77


Step 4 — reference and background checks

Inquiries to previous employers, academic advisors, coworkers and/or acquaintances regarding applicant‘s:

Qualifications.

Experience.

Past work records.

Can better inform potential employer.

Can enhance candidate‘s credibility.


78


Step 5 — physical examinations

Ensure applicant‘s physical capability to fulfill job

requirements.

Basis for enrolling applicant in life, health, and

disability insurance programs.

Drug testing is done at this step.


79


Step 6 — final decision to hire or reject

Best selection decisions will involve extensive

consultation among multiple parties.

Selection decision should focus on all aspects of the

candidate‘s capacity to perform the designated job.


TRAINING AND DEVELOPMENT



Ensures that organizational members develop the skills

and abilities that will enable them to perform their jobs

effectively in the present and the future

Changes in technology and the environment require that

organizational members learn new techniques and

ways of working


82

Study Question 4: How do organizations develop a

quality workforce?

Socialization

Process of influencing the expectations, behavior, and

attitudes of a new employee in a way considered

desirable by the organization.

Orientation

Set of activities designed to familiarize new employees

with their jobs, coworkers, and key aspects of the

organization.

Management - Chapter 12 83


quality workforce?

Training

A set of activities that

provides the

opportunity to acquire

and improve job-

related skills.

On-the-job training

Job rotation

Coaching

Mentoring

Modeling

Off-the-job training

Management

development

12-84


Training

Teaching organizational members how to perform current jobs and helping them to acquire the knowledge and skills they need to be effective performers.

12-85


Development

Building the knowledge and skills of organizational

members to enable them to take on new responsibilities

and challenges.

12-86


Needs Assessment

An assessment of which employees need training or

development

and what type of skills

or knowledge they need

to acquire.

12-87


Figure 12.4

12-88

Types of Training

Classroom Instruction Employees acquire skills in a classroom setting.

Includes use of videos, role-playing, and simulations.

On-the-Job Training Employee learning occurs in the work setting as new

worker does the job. Training is given by co-workers and can be done

continuously to update the skills of current employees.

12-89

Types of Development

Varied Work Experiences Top managers have need to and must build expertise

in many areas. Employees identified as possible top managers are

assigned different tasks and a variety of positions in an organization.

Formal Education Tuition reimbursement is common for managers taking

classes for MBA or job-related degrees. Long-distance learning can also be used to reduce travel

and other expenses for managerial training.

HUMAN RESOURCE PRACTICES

Orientation And Training

Orientation

the process of formally introducing new employees to their jobs and socializing them with performance expectations.

Training

keeping workers‘ skills up to date and job relevant; important training approaches include coaching and mentoring.

Coaching

An experienced person offers performance advice to a less experienced person

Mentoring

Assigns early career employees as protégés to more senior ones


EMPLOYEE RELATIONS

Employee Relations

Labor relations

Steps that managers take to develop and maintain

good working relationships with the labor unions that

may represent their employees‘ interests


93

Study Question 5: How do organizations maintain a

quality workforce?

Career development

Career — a sequence of jobs that constitute what a person

does for a living.

Career path — a sequence of jobs held over time during a

career.

Career planning —matching career goals and individual

capabilities with opportunities for their fulfillment.

Career plateau — a position from which someone is unlikely

to move to a higher level of responsibility.

Progressive employers seek ways to engage plateaued employees.


94


quality workforce?

Work-life balance

How people balance career demands with personal and

family needs.

Progressive employers support a healthy work-life balance.

Contemporary work-life balance issues:

Single parent concerns

Dual-career couples concerns

Family-friendliness as screening criterion used by candidates


95


quality workforce?

Retention and turnover

Replacement is the management of promotions,

transfers, terminations, layoffs, and retirements.

Replacement decisions relate to:

Shifting people between positions within the organization.

Retirement.

Termination.


96


quality workforce?

Labor-management relations

Labor unions deal with employers on the workers‘ behalf.

Labor contracts specify the rights and obligations of employees and management regarding wages, work hours, work rules, seniority, hiring, grievances, and other conditions of employment

Collective bargaining is the process of negotiating, administering, and interpreting a labour contract.


97

Figure 12.5 The traditional adversarial view of

labor-management relations.

Management - Chapter 12 98


quality workforce?

Unions can create

difficulties for

management by…

Striking

Boycotting

Picketing

Management can

create difficulties for

unions by…

Using lockouts

Hiring strike-breakers

Seeking injunctions

12-99

The Legal Environment of HRM

Equal Employment Opportunity (EEO)

The equal right of all citizens to the opportunity to

obtain employment regardless of their gender, age,

race, country of origin, religion, or disabilities.

Equal Employment Opportunity Commission (EEOC)

enforces employment laws.

12-100

The Legal Environment of HRM

Contemporary challenges for managers

How to eliminate sexual harassment

How to make accommodations for employees with

disabilities

How to deal with employees who have substance abuse

problems

How to manage HIV-positive employees and employees

with AIDs

12-101

Question?

What are the activities managers engage in to ensure

they have effective working relationships with

unions?

A. Collective bargaining

B. Labor relations

C. Employee negotiations

D. Labor deal

12-102

Labor Relations

Labor Relations

The activities managers engage in to ensure they have

effective working relationships with the labor unions

that represent their employees interests.

12-103

Labor Relations

Laws regulating areas of employment.

Fair Labor Standards Act (1938) prohibits child labor,

sets a minimum wage and maximum working hours.

Equal Pay Act (1963) men and women doing equal

work will get equal pay.

Work Place Safety (1970) OSHA mandates procedures

for safe working conditions.

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Unions

Unions

Represent worker‘s interests to management in organizations.

The power that a manager has over an individual worker causes workers to join together in unions to try to prevent this.

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Unions

Collective bargaining

Negotiation between labor and management to

resolve conflicts and disputes about issues such as

working hours, wages, benefits, working conditions,

and job security.

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Movie Example: The Firm

Were any or the

partners‘ questions

inappropriate? How

should Mitch have

responded to these

questions?


COMPENSATION AND BENEFITS

Compensation and Benrfits

Pay and Benefits

Rewarding high performing organizational members

with raises, bonuses and recognition.

Increased pay provides additional incentive.

Benefits, such as health insurance, reward membership in

firm.


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quality workforce?

Compensation and benefits

Base compensation

Salary or hourly wages

Fringe benefits

Additional non-wage or non-salary forms of

compensation

Flexible benefits

Employees can select a set of benefits within a certain

dollar amount


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quality workforce?

Compensation and benefits (cont.)

Family-friendly benefits

Help in balancing work and nonwork responsibilities

Employee assistance programs

Help employees deal with troublesome personal

problems.

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Pay and Benefits

Pay

Includes employees‘ base salaries, pay raises, and

bonuses

Determined by characteristics of the organization and

the job and levels of performance

Benefits are based on membership in an organization

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Pay and Benefits

Pay level

The relative position of an organization‘s incentives in comparison with those of other firms in the same industry employing similar kinds of workers

Managers can decide to offer low, average or high relative wages.

High wages attract and retain high performers but raise costs; low wages can cause turnover and lack of motivation but provide lower costs.

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Pay and Benefits

Pay Structure

The arrangement of jobs

into categories based on

their relative importance

to the organization and

its goals, level of skills,

and other characteristics.

CEO

VP

Director

VP

Director

Dept Manager

VP

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Pay and Benefits

Benefits

Legally required: social security, workers‘ compensation

Voluntary: health insurance, retirement, day care

Cafeteria-style benefits plans allow employees to choose the best mix of benefits for them; can be hard to manage.


ORGANIZATIONAL DEVELOPMENT

Organizational Development

Performance Appraisal and Feedback

Provides managers with the information they need to

make good human resources decisions about how to

train, motivate, and reward organizational members

Feedback from performance appraisal serves a

developmental purpose for members of an

organization


Performance Appraisals

Performance Appraisal

The process of formally evaluating performance and

feedback to an employee

Two Purposes of Performance Appraisal

1. Evaluation—document and let people know how well they are

doing; judgmental role.

2. Development—identify how training and support can improve

performance; counseling role.



Critical Incident Technique Keeps a log of a person‘s effective and ineffective job

behavior

360 Degree feedback Includes superiors, subordinates, peers and even customers in

the appraisal process

Multi-person Comparison Rates employees against each other

Graphic Rating Scale Uses a checklist of characteristics or traits to evaluate

performance



Behaviorally Anchored Rating Scale

Uses specific descriptions of actual behaviors to rate various levels of actual performance


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quality workforce?

Performance management systems ensure that—

Performance standards and objectives are set.

Performance results are assessed regularly.

Actions are taken to improve future performance

potential.


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quality workforce?

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.


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Figure 12.4 Sample behaviorally anchored rating scale for

performance appraisal.


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quality workforce?

Graphic rating scales

Uses checklists of traits or characteristics to evaluate

performance.

Relatively quick and easy to use.

Questionable reliability and validity.


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quality workforce?

Behaviorally anchored rating scales (BARS)

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.


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quality workforce?

Critical-incident techniques

Keeping a running log or inventory of effective and

ineffective behaviors.

Documents success or failure patterns.


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quality workforce?

Multiperson comparisons

Formally compare one person‘s performance with that

of one or more others.

Types of multiperson comparisons:

Rank ordering

Paired comparisons

Forced distributions


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quality workforce?

Alternatives to supervisory appraisal:

Peer appraisal

Occurs when people who work regularly and directly with a

jobholder are involved in the appraisal.

Upward appraisal

Occurs when subordinates reporting to the jobholder are involved in

the appraisal.

360° feedback

Occurs when superiors, subordinates, peers, and even internal and

external customers are involved in the appraisal of a jobholder‘s

performance.

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Performance Appraisal

The evaluation of employees‘ job performance and

contributions to their organization.

Performance Feedback

The process through which managers share

performance appraisal information, give subordinates

an opportunity to reflect on their own performance,

and develop with subordinates, plans for the future.

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Types of Performance Appraisal

Trait Appraisals

Assessing subordinates on personal characteristics that

are relevant to job performance.

Disadvantages of trait appraisals

Employees with a particular trait may choose not to use

that particular trait on the job.

Traits and performance are not always obviously linked

It is difficult to give feedback on traits.

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Behavior Appraisals

Assesses how workers perform their jobs—the actual actions and behaviors that exhibit on the job.

Focuses on what a worker does right and wrong and provides good feedback for employees to change their behaviors.

Results appraisals

Managers appraise performance by the results or the actual outcomes of work behaviors

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Objective appraisals

Assesses performance based on facts (e.g., sales figures).

Subjective appraisals

Assessments based on a manager‘s perceptions of traits, behavior, or results.

Graphic rating scales

Behaviorally anchored rating scales (BARS)

Behavior observation scales (BOS)

Forced ranking systems

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Question?

Which is the most effective type of performance

appraisal?

A. Trait appraisal

B. Behavior appraisal

C. Results appraisal

D. Objective appraisal

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Subject Measures of Performance:

Graphic Rating Scale

Figure 12.5

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Behaviorally Anchored Rating Scale

Figure 12.5

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135


Behavioral Observation Scale

Figure 12.5

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136

Who Appraises Performance?

Figure 12.6

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137

Who Appraises Performance?

Self Self appraisals can supplement manager view.

Peer appraisal Coworkers provide appraisal; common in team

settings.

360 Degree A performance appraisal by peers, subordinates,

superiors, and clients who are in a position to evaluate a manager‘s performance

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138

Effective Performance Feedback

Formal appraisals

An appraisal conducted at a set time during the year

and based on performance dimensions that were

specified in advance

Informal appraisals

An unscheduled appraisal of ongoing progress and

areas for improvement

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Effective Feedback Tips

Be specific and focus on behaviors or outcomes that are correctable and within a worker‘s ability to improve.

Approach performance appraisal as an exercise in problem solving and solution finding, not criticizing.

Express confidence in a subordinate ability to improve.

Provide performance feedback both formally and informally.

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140

Effective Feedback Tips

Praise instances of high performance and areas of

a job in which a worker excels.

Avoid personal criticisms and treat subordinates

with respect.

Agree to a timetable for performance

improvements.


Retention And Career Development

Career Development

Manages how a person grows and progresses in their

career

Career Planning

The process of managing career goals and individual

capabilities with opportunities for their fulfillment

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Human Resource Planning

Human Resource Planning (HRP)

Activities that managers engage in to forecast their

current and future needs for human resources.

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Demand forecasts

Estimates the qualifications and numbers of employees

the firm will need given its goals strategies.

Supply forecasts

Estimates the availability and qualifications of current

employees now and in the future, as well as the supply

of qualified workers in the external labor market.

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Outsourcing

Using outside suppliers and manufacturers to produce goods and services

Using contract workers rather than hiring them.

More flexible for the firm.

Provides human capital at a lower cost.

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Problems with Outsourcing

Loss of control over output; outsource contractors are

not committed to the firm.

Unions are against outsourcing that has potential to

eliminate member‘s jobs.

i/o chapter 5

Education

organization development

employee development

humanresource development

employee career development

definition hrm

selection recruitment

selection training

withinan organization