Unit 7: Human Resources Management as a function
Managing Expectations <ul><li>LEARNING OUTCOMES: </li></ul><ul><li>At the end of the course, students will be able to: </l...
Managing Expectations <ul><li>SUBJECTS DISCUSSED: </li></ul><ul><ul><li>Management, Managers and evolution of Management t...
Managing Expectations <ul><li>TOPIC DETAILS: </li></ul><ul><li>After going through UNIT 7, you should be able to: </li></u...
The Human Resource Management Process Recruiting Selection Attracting Qualified Employees Determining Human Resource Needs...
Human Resource Planning
Internal Forecast Factors <ul><li>New positions </li></ul><ul><li>New equipment and technology </li></ul><ul><li>Eliminate...
External Forecast Factors <ul><li>Demographics of labor supply </li></ul><ul><li>Geographic population shifts </li></ul><u...
Forecast Methods Direct Managerial Input Best Guess Statistical/ Historical Ratios Based on projections of cash flows, exp...
Human Resource Information Systems HRIS Work History Performance Appraisal Personal Data Educational Data Company Employme...
Employment Legislation Federal Employment Laws Adverse Impact and Employment Discrimination Sexual Harassment Laws
Finding Qualified Workers Recruiting Job Analysis and Recruiting Internal Recruiting External Recruiting <ul><li>Informati...
Job Analysis and Recruiting written description of the basic tasks, duties, and responsibilities required of an employee h...
Selection Selection Tests Interviews Application Forms and R é sum é s References and Background Checks
Interviews <ul><li>Unstructured Interviews: free-flow of questions </li></ul><ul><li>Structured Interviews: interviewer us...
Training Training  Needs Training Methods Training Evaluation
Determining Training Needs Conducting Needs Assessments Identify Performance Deficiencies Test Employee Skills and Knowled...
Training Methods Impart Information and Knowledge Develop Analytical and Problem-Solving Skills Practice, Learn, or Change...
Evaluating Training Reactions Learning Behavior Results how satisfied trainees were  with the program how much employees i...
Performance Appraisal Measuring Job  Performance Sharing Performance Feedback <ul><li>IMPROVING MEASURES </li></ul><ul><li...
Keeping Qualified Workers Compensation Decisions Employment Benefits
Compensation Decisions <ul><li>Job evaluation </li></ul><ul><li>Piecework </li></ul><ul><li>Commission </li></ul><ul><li>P...
Employee Separations Terminations Downsizing Turnover Retirements
What Would You Do? <ul><li>Domino’s annual turnover is 158 percent, making consistency difficult </li></ul><ul><li>Unhappy...
Upcoming SlideShare
Loading in …5
×

MBA MCO101 Unit 7 Lecture 6 200806 Xx

4,043 views

Published on

Published in: Business, Education
  • Be the first to comment

MBA MCO101 Unit 7 Lecture 6 200806 Xx

  1. 1. Unit 7: Human Resources Management as a function
  2. 2. Managing Expectations <ul><li>LEARNING OUTCOMES: </li></ul><ul><li>At the end of the course, students will be able to: </li></ul><ul><ul><li>Explain fundamental concepts and principles of management including the basic roles, skills, and functions of management </li></ul></ul><ul><ul><li>Discuss the knowledgeable of historical development, theoretical aspects and practice application of managerial process </li></ul></ul><ul><ul><li>Examine the environment, technology, human resources , and organisations in order to achieve high performance </li></ul></ul><ul><ul><li>Discuss the ethical dilemmas faced by managers and the social responsibilities of businesses. </li></ul></ul>
  3. 3. Managing Expectations <ul><li>SUBJECTS DISCUSSED: </li></ul><ul><ul><li>Management, Managers and evolution of Management theory </li></ul></ul><ul><ul><li>Personality traits and diversity </li></ul></ul><ul><ul><li>Organisation, Globalisation and the resulting environments </li></ul></ul><ul><ul><li>Decision-making and Planning </li></ul></ul><ul><ul><li>Structure and Strategy </li></ul></ul><ul><ul><li>Executing and Controlling </li></ul></ul><ul><ul><li>Human Resources Management as a function </li></ul></ul><ul><ul><li>Motivation, Leadership, Groups and Teams </li></ul></ul><ul><ul><li>Communication, conflicts and politics </li></ul></ul><ul><ul><li>Operations Management. Entrepreneurship. Innovation </li></ul></ul>
  4. 4. Managing Expectations <ul><li>TOPIC DETAILS: </li></ul><ul><li>After going through UNIT 7, you should be able to: </li></ul><ul><ul><li>describe the basic steps involved in human resource planning. </li></ul></ul><ul><ul><li>explain how different employment laws affect human resource practice. </li></ul></ul><ul><ul><li>explain how companies use recruiting to find qualified job applicants. </li></ul></ul><ul><ul><li>describe the selection techniques and procedures that companies use when deciding which applicants should receive job offers. </li></ul></ul><ul><ul><li>describe how to determine training needs and select the appropriate training methods. </li></ul></ul><ul><ul><li>discuss how to use performance appraisal to give meaningful performance feedback. </li></ul></ul><ul><ul><li>describe basic compensation strategies and explain how they affect human resource practice. </li></ul></ul><ul><ul><li>discuss the four kinds of employee separations: termination, downsizing, retirements, and turnover. </li></ul></ul>
  5. 5. The Human Resource Management Process Recruiting Selection Attracting Qualified Employees Determining Human Resource Needs Human Resource Planning Compensation Employee Separation Keeping Qualified Employees Developing Qualified Employees Training Performance Appraisal
  6. 6. Human Resource Planning
  7. 7. Internal Forecast Factors <ul><li>New positions </li></ul><ul><li>New equipment and technology </li></ul><ul><li>Eliminated positions </li></ul><ul><li>Terminations </li></ul><ul><li>Retirements </li></ul><ul><li>Resignations </li></ul><ul><li>Turnover </li></ul><ul><li>Transfers </li></ul><ul><li>Deaths </li></ul><ul><li>Promotions </li></ul><ul><li>Organization’s mission </li></ul><ul><li>Productivity of current employees </li></ul><ul><li>Skills/education of current employees </li></ul>
  8. 8. External Forecast Factors <ul><li>Demographics of labor supply </li></ul><ul><li>Geographic population shifts </li></ul><ul><li>Manufacturing-to service-to information-based economy shift </li></ul><ul><li>Economic conditions </li></ul><ul><li>Unemployment rate </li></ul><ul><li>Labor unions </li></ul><ul><li>Availability of applicants </li></ul><ul><li>Technological advances </li></ul><ul><li>Competitors </li></ul><ul><li>Growth of businesses </li></ul>
  9. 9. Forecast Methods Direct Managerial Input Best Guess Statistical/ Historical Ratios Based on projections of cash flows, expenses, or financial measures Based on managers’ assessment of current head count, plus a guess on relevant internal/external factors Based on statistical methods, such as multiple regression, in combination with historical data
  10. 10. Human Resource Information Systems HRIS Work History Performance Appraisal Personal Data Educational Data Company Employment History Promotion Data
  11. 11. Employment Legislation Federal Employment Laws Adverse Impact and Employment Discrimination Sexual Harassment Laws
  12. 12. Finding Qualified Workers Recruiting Job Analysis and Recruiting Internal Recruiting External Recruiting <ul><li>Information Collected by a Job Analysis </li></ul><ul><ul><li>work activities </li></ul></ul><ul><ul><li>tools and equipment used to do the job </li></ul></ul><ul><ul><li>context in which the job is performed </li></ul></ul><ul><ul><li>personnel requirements for performing the job </li></ul></ul><ul><li>A pool of applicants who already work for the company </li></ul><ul><li>“ Promotion from within” </li></ul><ul><li>Improves employee morale and motivation </li></ul><ul><li>Reduces employer time and cost </li></ul><ul><li>Job posting is the procedure for internal advertising </li></ul><ul><li>Career path is a planned sequence of jobs </li></ul><ul><li>Methods for External Recruiting </li></ul><ul><ul><li>Advertising </li></ul></ul><ul><ul><li>Employee referrals </li></ul></ul><ul><ul><li>Walk-ins </li></ul></ul><ul><ul><li>Outside organizations </li></ul></ul><ul><ul><li>Employment services </li></ul></ul><ul><ul><li>Special events </li></ul></ul><ul><ul><li>Internet job sites </li></ul></ul>
  13. 13. Job Analysis and Recruiting written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job a written summary of the qualifications needed to successfully perform a job Job Description Job Specification HR Subsystems Recruiting Selection Training Performance Appraisal Separation Job Analysis
  14. 14. Selection Selection Tests Interviews Application Forms and R é sum é s References and Background Checks
  15. 15. Interviews <ul><li>Unstructured Interviews: free-flow of questions </li></ul><ul><li>Structured Interviews: interviewer uses standard set of prepared questions </li></ul><ul><li>Semi-structured Interviews: some structure combined with interviewer judgement </li></ul><ul><li>Planning the interview </li></ul><ul><ul><li>Identify and define the KSAO needed for job </li></ul></ul><ul><ul><li>Develop key behavioral questions for each KSAO </li></ul></ul><ul><ul><li>For each KSAO , develop a list of things to look for in applicant’s responses </li></ul></ul><ul><li>KSAO: Knowledge, skills, abilities, and other characteristics </li></ul><ul><li>Conducting the interview </li></ul><ul><ul><li>Create a relaxed interview atmosphere </li></ul></ul><ul><ul><li>Review the applicant’s information </li></ul></ul><ul><ul><li>Allocate adequate time </li></ul></ul><ul><ul><li>Put the applicant at ease </li></ul></ul><ul><ul><li>Tell the applicant what to expect </li></ul></ul><ul><ul><li>Obtain job-related information (refer to KSAO) </li></ul></ul><ul><ul><li>Describe the job and organization </li></ul></ul><ul><li>After the interview </li></ul><ul><ul><li>Review your notes immediately </li></ul></ul><ul><ul><li>Evaluate the applicant on each KSAO </li></ul></ul><ul><ul><li>Determine each applicant’s probability of success and make a hiring decision </li></ul></ul>Situational Questions Behavioral Questions Background Questions Job-Knowledge Questions
  16. 16. Training Training Needs Training Methods Training Evaluation
  17. 17. Determining Training Needs Conducting Needs Assessments Identify Performance Deficiencies Test Employee Skills and Knowledge Survey Employers and Managers Listen to Customer Complaints Step 1 Step 2 Step 3 Job Analysis Test Employee Skills Compare Employee Skills to Required Skills
  18. 18. Training Methods Impart Information and Knowledge Develop Analytical and Problem-Solving Skills Practice, Learn, or Change Job Behaviors All of the above <ul><li>films and videos </li></ul><ul><li>lecture </li></ul><ul><li>planned readings </li></ul><ul><li>case studies </li></ul><ul><li>coaching and mentoring </li></ul><ul><li>group discussions </li></ul><ul><li>on-the-job training </li></ul><ul><li>role-playing </li></ul><ul><li>simulations and games </li></ul><ul><li>vestibule training </li></ul><ul><li>Computer-based learning </li></ul>
  19. 19. Evaluating Training Reactions Learning Behavior Results how satisfied trainees were with the program how much employees improved their knowledge or skills how much employees actually changed their on-the-job behavior how much training improved job performance
  20. 20. Performance Appraisal Measuring Job Performance Sharing Performance Feedback <ul><li>IMPROVING MEASURES </li></ul><ul><li>Objective performance measures: quantifiable outcomes (output, scrap, waste, sales, customer complaints, or rejection rates) </li></ul><ul><li>Subjective performance measures: trait rating scales; behavioral observation scales (BOS) </li></ul><ul><li>COMMON ERRORS </li></ul><ul><li>Central tendency: all workers are rated as being “average” </li></ul><ul><li>Halo error: all workers are rated as performing at the same level in all parts of their jobs </li></ul><ul><li>Leniency error: all workers are rated as performing at a high level </li></ul><ul><li>Managers often fail to effectively give employees performance feedback </li></ul><ul><li>360-degree feedback: boss, subordinates, peers, and the employee; best for employee development </li></ul><ul><li>WHAT TO DISCUSS </li></ul><ul><li>Overall progress </li></ul><ul><li>Problems encountered in meeting job requirements </li></ul><ul><li>Opportunities to improve performance </li></ul><ul><li>Long-range plans and opportunities </li></ul><ul><li>General discussion of possible plans and goals for the coming year </li></ul>
  21. 21. Keeping Qualified Workers Compensation Decisions Employment Benefits
  22. 22. Compensation Decisions <ul><li>Job evaluation </li></ul><ul><li>Piecework </li></ul><ul><li>Commission </li></ul><ul><li>Profit sharing </li></ul><ul><li>Employee stock ownership plans </li></ul><ul><li>Stock options </li></ul><ul><li>Hierarchical </li></ul><ul><li>Compressed </li></ul>Pay Level Pay Variability Pay Structure <ul><li>Cafeteria plans </li></ul><ul><li>Flexible plans </li></ul><ul><li>Payroll deductions </li></ul>Employment Benefits
  23. 23. Employee Separations Terminations Downsizing Turnover Retirements
  24. 24. What Would You Do? <ul><li>Domino’s annual turnover is 158 percent, making consistency difficult </li></ul><ul><li>Unhappy customers may not do business again—and that hurts profits </li></ul><ul><li>It costs $2,500 to replace each hourly worker, and $20,000 to replace a store manager </li></ul>How do you (1) find qualified applicants? (2) encourage the staff to stay?

×