Managing Human Resources

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Managing Human Resources

  1. 1. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-1
  2. 2. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-2 Learning Outcomes After studying this chapter, you will be able to: Describe the key components of the human resource management process Discuss the tasks associated with identifying and selecting competent employees. Explain how employees are provided with needed skills and knowledge. Describe strategies for retaining competent, high- performing employees.
  3. 3. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-3
  4. 4. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-4
  5. 5. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-5 Human Resource Management (HRM) is the management function concerned with getting, training, motivating, a nd keeping competent employees.
  6. 6. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-6 HRM Process Identification and selection of a competent employees: 1. employment planning 2. recruitment and downsizing 3. Selection
  7. 7. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-7 HRM Process (cont.) Adapted and competent employees with up-to-date knowledge and ability 4. orientation 5. training.
  8. 8. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-8 HRM Process (cont.) Competent and high performance employees who are capable of sustaining high performance over the long term 6. performance appraisal, 7. compensation and benefits 8. safety and health
  9. 9. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-9
  10. 10. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-10 Identifying and Selecting Employees
  11. 11. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-11  (1) Employment planning  (2) Recruitment and downsizing  (3) Candidate selection
  12. 12. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-12 o (1) Employment planning : is the process by which managers ensure that they have the right number and kinds of people in the right places at the right times,
  13. 13. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-13 oThis process (Employment planning) translates the organization’s mission and goals into an HR plan that allows the organization to achieve those goals by: o Assessing current and future human resource needs, and o Developing a plan to meet those needs.
  14. 14. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-14 Conducting Employee Assessments Assessing current and future human resource needs, and Developing a plan to meet those needs
  15. 15. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-15 Assessing current and future human resource needs by.. human resource inventory: which generally lists the name, education, training, prior employment, languages spoken, capabilities, and specialized skills of each employee in the organization. job analysis: a process in which workflows are analyzed and the skills and behaviors necessary to perform jobs are identified. The job analysis helps determine the kinds of skills, knowledge, and attitudes needed to successfully perform each job.
  16. 16. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-16 Assessing current and future human resource needs by.. A job description is a written statement that describes what a job holder does, how it’s done, and why it’s done. It typically includes job content, job environment, and conditions of employment. Job specification states the minimum qualifications that a person must possess to perform a given job successfully. It identifies the knowledge, skills, and attitudes needed to do the job effectively.
  17. 17. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-17 o (2) Recruitment and downsizing o Recruitment is: The process of identifying and hiring the best-qualified candidate (from within or outside of an organization) for a job vacancy, in a most timely and cost effective manner. oDownsizing: occurs when a company permanently reduces its workforce, poor economic conditions or the company’s need to cut jobs in order to lower costs or maintain profitability
  18. 18. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-18 Recruiting Applicants There are multiple sources of applicants, The source used should reflect the local labor market, the type or level of position, and the size of the organization.
  19. 19. Source Prentice HallEducation, Inc.Copyright ©2013 Pearsonpublishing as Advantage Disadvantage 7-19 Limited supply , generate Low cost, build employee many unqualified candidatesInternal search moral, candidates are , may not increase the familiar with organization diversity and mix employees Wide distribution can be generate many unqualifiedAdvertisements targeted to specific group candidates. Generate strong candidates May not increase theEmployee referrals because a good referral diversity and mix employees reflects on recommender , Candidates tend to be lowerPublic employment agencies Free or nominal cost skilled, though some skilled(Hafiz) etc. employees available Wide contacts, carfulPrivet employment screening ,short-term High cost guarantees often given Large, centralized body of Limited to entry levelSchool placement candidates positions
  20. 20. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-20 Handling Layoffs or Downsizing most global organizations, and some small businesses have been forced to shrink the size of their workforce or restructure their skill composition during the last several years. Downsizing has become a relevant strategy for meeting the demands of a dynamic environment.
  21. 21. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-21
  22. 22. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-22 o(3) Candidate selection o seeks to predict which applicants will be “successful” if hired, who will perform well on the criteria the organization uses to evaluate it’s employees o Screening job applicants to ensure that the most appropriate candidates are hired.
  23. 23. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-23
  24. 24. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-24 Selecting Job Applicants The major intent of any selection activity is to reduce the probability of making reject errors and accept errors while increasing the probability of making correct decisions. We do this by using reliable and valid selection procedures
  25. 25. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-25 Reliability and Validity
  26. 26. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-26 Reliability Validity The degree to which The proven relationship selection device measures between a selection device the same thing consistently and some relevant measure. application forms, tests, interviews, or physical examinations all must possess an acceptable level of consistency
  27. 27. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-27 Selection Devices: Tests and Interviews o Written tests o Performance-simulation tests o Interviews. Are The best-known Selection Devices Managers use.
  28. 28. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-28 Effective Interviewing Techniques
  29. 29. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-29 potential biases can creep into interviews if they’re not well structured and standardized. The following are highlights from potential biases • 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.
  30. 30. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-30 “Closing the Deal” Realistic job preview (RJP): which includes both positive and negative information about the job and the company To increase job satisfaction among employees and reduce turnover
  31. 31. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-31 “Closing the Deal” Remember: It’s just as important to retain good people as it is to hire them in the first place.
  32. 32. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-32
  33. 33. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-33 Providing Skills and Knowledge Successful job performance requires more than having certain skills. New hires must be acclimated to the organization’s culture, trained, and given the knowledge to do the job in line with the organization’s goals. To achieve this, HRM uses orientation and training.
  34. 34. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-34 Orientation process Employee training introduces new hires to the is a learning experience that organization. The major seeks a relatively permanent goals are to: change in employees by improving their ability to Reduce the initial anxiety perform on the job. all new employees feel as they begin a new job Training may involve what employees know, how they Familiarize new work, or their attitudes employees with the toward their job, the work unit, and jobs, coworkers, managers, a the organization as a nd the organization. whole, and
  35. 35. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-35
  36. 36. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-36 Retaining Competent Employees Retaining employees, especially competent, high-performing employees, is essential. 2 HRM activities that play a role in this are: 1-Managing employee performance 2-Developing an appropriate compensation and benefits program.
  37. 37. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-37 Retaining Competent Employees critical incidents focuses on critical or key behaviors. adjective rating scales. lists a set of performance factors such as quantity and quality of work, job knowledge, loyalty, attendance, etc.and rates each factor on an incremental scale.
  38. 38. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-38 Retaining Competent Employees behaviorally anchored rating scales (BARS). combine major elements from the critical incident and adjective rating scale approaches 360-degree appraisal seeks performance feedback from multiple sources, such as the person being rated, bosses, peers, team members, customers, and suppliers
  39. 39. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-39 Retaining Competent Employees Management by objectives (MBO) Employees are evaluated by how well they accomplish a specific set of objectives that is critical to the successful completion of their jobs objectives that are tangible, verifiable, and measurable.
  40. 40. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-40 Retaining Competent Employees appraisal methods They require us to evaluate employees on the basis of how well their performance matches established or absolute criteria compare one person’s performance with that of one or more other individuals
  41. 41. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-41 Addressing Poor Performance
  42. 42. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-42 What if employee isn’t meeting his performance goals Manager needs to find out WHY ?
  43. 43. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-43 So what is HRM in brief ? http://www.youtube.com/watch?v=9ZLbSk1Te68 Enjoy watching this 2 min video 
  44. 44. Copyright ©2013 Pearson Education, Inc.publishing as Prentice Hall7-44

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