1. MODULE 15
HUMAN 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. HUMAN RESOURCE MANAGEMENT
Purpose of Human Resource
Management
MODULE 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. HUMAN RESOURCE MANAGEMENT
Purpose of Human Resource
Management
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. PURPOSE OF HUMAN RESOURCE MANAGEMENT
Legal 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. PURPOSE OF HUMAN RESOURCE MANAGEMENT
Labor 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. HUMAN RESOURCE MANAGEMENT
Human Resource Practices
MODULE 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. HUMAN RESOURCE MANAGEMENT
Human 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. HUMAN RESOURCE PRACTICES
Recruitment 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. 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
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. HUMAN RESOURCE PRACTICES
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.
14. HUMAN RESOURCE PRACTICES
Performance 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. HUMAN RESOURCE PRACTICES
Performance Appraisals
Behaviorally Anchored Rating Scale
Uses specific descriptions of actual behaviors to rate various levels of actual
performance
16. HUMAN RESOURCE PRACTICES
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
Editor's Notes
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.