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  • 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.
  • Ch15

    1. 1. 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?
    2. 2. 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.
    3. 3. 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.
    4. 4. 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
    6. 6. 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.
    8. 8. 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.
    9. 9. 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.
    10. 10. 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
    11. 11. 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
    12. 12. 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.
    13. 13. 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.
    14. 14. 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
    15. 15. HUMAN RESOURCE PRACTICESPerformance Appraisals  Behaviorally Anchored Rating Scale Uses specific descriptions of actual behaviors to rate various levels of actual performance
    16. 16. 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