Human resource management is not just for human resource managers.
HRM is one of the areas where potential problem solving is not a good thing to do; it is a necessity.
There should be as much emphasis on keeping good employees as there is in finding them. Recruiting is very expensive.
Affirmative action has been the subject of much controversy since its inception. Comparable worth is still a problem, especially for women.
These laws can seem intimidating but the basic principals behind them are fairness and equality.
Employee use of computers and the internet for personal use is a problem. Many companies take the position that corporate owned computers are subject to management review at any time.
These actions on either side are a good example of the need for potential problem solving. Anyone of these actions can result in serious damage to employers and employees alike.
As previously mentioned, retention of good employees should be a primary objective of HRM.
Human resource plans, perhaps more than others, must be flexible.
The internet has become a very effective means of finding qualified applicants. In some cases, selection is also done via the internet.
Orientation is an important. It is often an employees first inside view of the company. Senior management should participate.
It Is always important to ask questions of the interviewer. If you do not, you are at risk of looking as though you were not interested.
It is important to remember that the objective is to establish the employee’s performance level. Salary adjustments should be considered after agreement on the performance level.
There are many different rating systems. Each has its own weaknesses and strengths depending on the corporate culture.
These levels should be determined over a period of time, not on a single incident.
MODULE 15HUMAN RESOURCE MANAGEMENT “Nurturing turns potential into performance” • What is the purpose and legal context of human resource management? • What are the essential human resource management practices?
HUMAN RESOURCE MANAGEMENTPurpose of Human ResourceManagementMODULE GUIDE 15.1 Human resource management attracts, develops, and maintains a talented workforce. Government legislation protects workers against employment discrimination. Employee rights and other issues complicate the legal environment of work. Labor relations and collective bargaining are closely governed by law.
HUMAN RESOURCE MANAGEMENTPurpose of Human ResourceManagement Human Resource Management involves attracting, developing, and maintaining a quality workforce. Basic Responsibilities of Human Resource Management 3. Attract a quality workforce—human resource planning, recruitment, and selection. 2. Develop a quality workforce—employee orientation, training, performance appraisal. 3. Maintain a quality workforce—retention and career development.
PURPOSE OF HUMAN RESOURCE MANAGEMENTLegal Aspects Of HRM Discrimination When someone is denied a job or position for non job related reasons Equal Employment Opportunity The right to employment and advancement without regard to race, religion, sex, color or national origin Affirmative Action An effort to give preference in employment to women or other minorities Employment criteria justified by capacity to perform a job Comparable Worth Persons performing jobs of similar worth should receive comparable pay Bona-fide Occupational Qualifications Employment criteria justified by capacity to perform a job
PURPOSE OF HUMAN RESOURCE MANAGEMENTLegal Aspects Of HRM
PURPOSE OF HUMAN RESOURCE MANAGEMENTLabor Relations & Collective Bargaining Workplace Privacy The right to privacy while at work Independent Contractors Hired on temporary contracts and are not part of the organization’s permanent work force Labor Union An organization that deals with employers on the workers collective behalf Labor Contract A formal agreement between a union and employer about the terms of work for union members U.S. labor union facts: • U.S. union membership was 12.5% in 2004, down from 20.1% in 1983. • 8% of private sector workers belong to unions, and 36% of government workers. • Many of the fastest growing unions represent white-collar workers. • 75% of U.S. adults believe unions improve wages and working conditions; • 67% believe unions are too involved in politics.
PURPOSE OF HUMAN RESOURCE MANAGEMENTLegal Aspects Of HRM
HUMAN RESOURCE MANAGEMENTHuman Resource PracticesMODULE GUIDE 15.2 Human resource planning matches staffing with organizational needs. Recruitment and selection attract and hire qualified job applicants. Socialization and orientation integrate new employees into the organization. Training continually improves employee skills and capabilities. Performance management techniques appraise individual accomplishments. Retention and career development provide career paths and options.
HUMAN RESOURCE MANAGEMENTHuman Resource Practices Human resource planning is the process of analyzing staffing needs and identifying actions that should be taken to satisfy them over time.
HUMAN RESOURCE PRACTICESRecruitment And Training Recruitment the process of attracting qualified job candidates to fill vacant positions; realistic job previews try to provide candidates with accurate information on the job and organization. Selection Choosing whom to hire from a field of qualified applicants Realistic Job Previews Provide job candidates with pertinent information regarding a job and organization Reliability means a selection device gives consistent results over repeated measures Validity Means scores on a selection device have links to future performance Assessment Centers Examine how job candidates handle simulated job situations
HUMAN RESOURCE PRACTICESOrientation 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
MANAGEMENT TIPS How to succeed in a telephone interview • Prepare ahead —study the organization; list your relevant strengths and capabilities. • Minimize Distractions —be in a quiet room, with privacy, without interruptions. • Dress professionally —this increases confidence, sets your interview tone. • Practice your verbal skills —what you say and how you sound affects your first impression. • Have materials handy —have all supporting documents within easy reach. • Have questions ready —be ready; don’t hesitate; ask questions during interview. • Ask what happens next —ask how to follow up, what information you can interview, formal application, in-depth interviews, employment testing, and reference checks.
HUMAN RESOURCE PRACTICESPerformance 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.
HUMAN RESOURCE PRACTICESPerformance Appraisals 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
HUMAN RESOURCE PRACTICESPerformance Appraisals Behaviorally Anchored Rating Scale Uses specific descriptions of actual behaviors to rate various levels of actual performance
HUMAN RESOURCE PRACTICESRetention 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