Part 3: OrganizingPart 3: Organizing

PowerPoint Presentation by LiZheManagement College

C.C.N.U.

Chapter 6Chapter 6

Staffing and

Human Resource

Management

Staffing and

Human Resource

Management

6–2

L E A R N I N G O U T C O M E SAfter reading this chapter, I will be able to:

1. Describe the human resources management process.

2. Identify the influence of government regulations on human resource decisions.

3. Differentiate between job descriptions and job specifications.

4. Contrast recruitment and downsizing options.

5. Explain the importance of validity and reliability in selection.

6. Describe the selection devices that work best with various kinds of jobs.

6–3

L E A R N I N G O U T C O M E S (cont’d)After reading this chapter, I will be able to:

7. Identify various training methods.

8. Explain the various techniques managers can use in evaluating employee performance.

9. Describe the goals of compensation administration and factors that affect wage structures.

10. Explain what is meant by the terms sexual harassment, labor-management cooperation, workplace violence, and layoff-survivor sickness.

6–4

Human Resources Management (HRM)

• The management function that is concerned with getting, training, motivating, and keeping competent employees

Balancing the supply of employees with the demand for employees.

Matching the talents and skills of employees with those required by the organization

Creating a working environment that fosters high employee performance

Meeting the pay and benefits needs of employees

6–5

The Strategic Human Resources Management Process

EXHIBIT 6.1

6–6

The Legal Environment Of HRM

• The impact of federal, state and local laws on HRM practicesAffirmative action programs

Programs that ensure that decisions and practices enhance the employment, upgrading, and retention of members of protected groups

6–7

The Legal Environment Of HRM

• The globalization of businessHR practices and laws of other countries that differ

from the U.S.Work councils

Nominated or elected employees who must be consulted when management makes decisions involving personnel

Board representatives Employees who sit on a company’s board of directors

and represent the interests of employees.

6–8

Major U.S. Federal Laws and Regulations Related to HRM

EXHIBIT 6.2

YEAR LAW OR REGULATION

1963 Equal Pay Act

1964 Civil Rights Act, Title VII (amended in 1972)

1967 Age Discrimination in Employment Act (amended in 1978)

1973 Vocational Rehabilitation Act

1974 Privacy Act

1978 Pregnancy Discrimination Act, Title VII

1978 Mandatory Retirement Act

1986 Immigration Reform and Control Act

1988 Polygraph Protection Act

1988 Worker Adjustment and Retraining Notification Act

1990 Americans with Disabilities Act

1991 Civil Rights Act

1993 Family and Medical Leave Act

6–9

Employment Planning

• The process by which management ensures it has the right number and kinds of people in the right places at the right time, who are capable of helping the organization achieve its goals

• Steps in the planning process:1. Assessing current human resources.

2. Assessing future human resources needs and developing a program to meet those needs.

6–10

Employee Assessment

• Human resource inventory reportA report listing the name, education, training, prior

employer, languages spoken, and other information about each employee in the organization

• Job analysisAn assessment of the kinds of skills, knowledge, and

abilities needed to successfully perform each job in an organization

6–11

Job Analysis Components

• Job descriptionA written statement of what a job holder does, how it

is done, and why it is done Tasks, duties and responsibilities that the job entails

• Job specificationA statement of the minimum acceptable qualifications

that an incumbent must possess to perform a given job successfully Knowledge, skills, and abilities required of the job

holder

6–12

Recruitment And Selection

• RecruitmentThe process of locating, identifying, and attracting

capable applicants

• Selection processThe process of screening job applicants to ensure

that the most appropriate candidates are hired

6–13

Traditional Recruiting Sources

• Internal searches

• Advertisements

• Employee referrals

• Public employment agencies

• Private employment agencies

• School placement

• Temporary help services

• Employee leasing and independent contractors

EXHIBIT 6.3

6–14

Downsizing Options

• Firing• Layoffs• Attrition• Transfers• Reduced workweeks• Early retirements• Job sharing

EXHIBIT 6.4

6–15

Selection Decision Outcomes

EXHIBIT 6.5

6–16

Selection Terms

• ReliabilityThe degree to which a selection device measures the

same thing consistently (stability) Example: an individual consistently achieves nearly

identical scores on the same exam.

• ValidityThe proven relationship between a selection device

and some relevant criterion (relatedness) Example: superior job performance and a high

employment test score

6–17

Selection Devices

• Written tests

Intelligence, aptitude, ability, and interest test batteries

• Performance-simulation tests

Selection devices that are based on actual job behaviors; work sampling and assessment centers

• Interviews

Effective if conducted correctly

• Realistic job preview (RJP)

Providing positive and negative information about the job and the company during the job interview

6–18

Potential Biases in Interviews

• Prior knowledge about the applicant will bias the interviewer’s evaluation.

• The interviewer tends to hold a stereotype of what represents a good applicant.

• The interviewer tends to favor applicants who share his or her own attitudes.

• The order in which applicants are interviewed will influence evaluations.

• The order in which information is elicited during the interview will influence evaluations.

6–19

Potential Biases in Interviews (cont’d)

• Negative information is given unduly high weight.

• The interviewer may make a decision concerning the applicant’s suitability within the first four or five minutes of the interview.

• The interviewer may forget much of the interview’s content within minutes after its conclusion.

• The interview is most valid in determining an applicant’s intelligence, level of motivation, and interpersonal skills.

• Structured and well-organized interviews are more reliable than unstructured and unorganized ones.

6–20

Employee Orientation

• OrientationThe introduction of a new employee to the job and the

organization

• Objectives of orientationTo reduce the initial anxiety all new employees feel as

they begin a new job

To familiarize new employees with the job, the work unit, and the organization as a whole

To facilitate the outsider–insider transition.

6–21

Training

• Employee trainingA learning experience in that it seeks a relatively

permanent change in employees such that their ability to perform on the job improves.

Changing skills, knowledge, attitudes, or behavior.

Changing what employees know, how they work; or their attitudes toward their jobs, co-workers, managers, and the organization.

6–22

Determining if Training Is Needed

EXHIBIT 6.6

6–23

Typical Training Methods

• On-the-Job Training MethodsJob rotationUnderstudy assignments

• Off-the-Job Training MethodsClassroom lecturesFilms and videosSimulation exercisesVestibule training

EXHIBIT 6.7

6–24

Performance Management

• Performance management systemA process of establishing performance standards and

evaluating performance in order to arrive at objective human resource decisions and to provide documentation to support personnel actions.

6–25

Other Appraisal Methods

• Adjective rating scalesRating an individual on each job performance factor

on an incremental scale.

• 360-degree appraisalAn appraisal device that seeks feedback from a

variety of sources for the person being rated.

6–26

Direct Comparison Methods

• Group-order rankingRequires the evaluator to place employees into a

particular classification such as “top fifth” or “second fifth.”

• Individual ranking approach requires the evaluator merely to list the employees in

order from highest to lowest.

6–27

Direct Comparison Methods (cont’d)

• Paired comparison approachEach employee is compared with every other

employee in the comparison group and rated as either the superior or weaker member of the pair.

Each employee is assigned a summary ranking based on the number of superior scores achieved.

• MBOEmployees are evaluated by how well they

accomplish a specific set of objectives determined to be critical in the successful completion of their jobs.

6–28

METHOD ADVANTAGE DISADVANTAGE

Written essay Simple to use More a measure of evaluator’swriting ability than of employee’sactual performance

Critical incidents Rich examples Time-consuming; lackbehaviorally basedquantification

Graphic rating Provide quantitative Do not provide depth of jobscales data; less time- behavior assessed

consuming than others

BARS Focus on specific Time-consuming; difficult toand measurable job develop measuresbehaviors

Multiperson Compares employees Unwieldy with large number ofwith one another employees

MBO Focuses on end goals; Time-consumingresults oriented

360°Appraisal More thorough Time-consuming

Performance Appraisal Methods

EXHIBIT 6.8

6–29

When Performance Falls Short

• Performance impedimentsMismatched skills Inadequate trainingEmployee’s personal problems

• DisciplineActions taken by a manager to enforce an

organization’s standards and regulations

• Employee counselingA process designed to help employees overcome

performance-related problems

6–30

Performance Matters

EXHIBIT 6.9Source: Dilbert reprinted by permission of United Features Syndicate, Inc.

6–31

Compensation And Benefits

• Compensation administrationDetermining a cost-effective pay structure that will

attract and retain competent employees, provide an incentive for them to work hard, and ensure that pay levels will be perceived as fair.

• Factors influencing pay levelsEmployee’s jobKind of businessEnvironment surrounding the jobGeographic locationEmployee performance levels and seniority.

6–32

Benefits

• Employee benefitsNonfinancial rewards designed to enrich employees’

lives

• Types of benefitsSocial SecurityWorkers’ and unemployment compensationsPaid time off from workLife and disability insuranceRetirement programshealth insurance

6–33

Workforce Diversity

• Improving workforce diversityWiden the recruiting net to broaden the pool of

applicants.Ensure the selection process is nondiscriminatoryAssist new employees in assimilating into the firm’s

culture.Conduct specialized orientations and workshops for

new employees

6–34

Sexual Harassment

• Sexual harassmentSexually suggestive remarks, unwanted touching and

sexual advances, requests for sexual favors, or other verbal and physical conduct of a sexual nature Creates an intimidating, offensive, or hostile

environment; Unreasonably interferes with an individual’s work; or Adversely affects an employee’s employment

opportunities.

6–35

Sexual Harassment (cont’d)

• Hostile (or offensive) environmentMeritor Savings Bank v. Vincent

Organization can be held liable for harassment Harassing act (not subsequent outcome) is deciding

factor

• Protecting the organizationEducating employees about sexual harassmentHaving a sexual harassment policy in place that is

enforced fairlyTaking action on the first instance of a sexual

harassment complaint

6–36

Labor Relations and Unions

• Labor–management cooperation Involves mutual efforts on the part of a labor union

and the management of an organization. Successful efforts to increase productivity, improve

quality, and lower costs require employee involvement and commitment.

Labor unions have come to recognize that they can help their members more by cooperating with management than fighting it.

6–37

Violence in the Workplace

• Workplace violence The increase in violent crimes being committed at the work

site.

• Preventing violence in the workplace Training supervisory personnel to identify troubled

employees before the problem results in violence.

Designing employee assistance programs (EAPs) specifically to help individuals in need.

Implementing stronger security mechanisms.

Preventing violence paraphernalia from entering facilities altogether.

6–38

Layoffs and Downsizing

• Layoff-survivor sicknessThe set of attitudes, perceptions, and behaviors of

employees who remain after involuntary staff reductions.

• Dealing with the “Survivor Syndrome”Provide opportunities for employees to talk to

counselors about their guilt, anger, and anxiety.Provide group discussions for the survivors to vent

their feelings. Implement employee participation programs such as

empowerment and self-managed work teams.