Ch 9-Slides

Chapter 9
Human Resource
Management
Microsoft clip art photos reprinted with permission from Microsoft Corporation.

Copyright © Houghton Mifflin Company. All rights reserved. 9 | 2
Chapter Objectives
1. Define the term human capital, and identify
at least four of Pfeffer’s people-centered
practices.
2. Identify and describe the seven steps in the
PROCEED model of employee selection,
explain the business case for diversity, and
discuss how managers can be more effective
interviewers.

Chapter Objectives (cont’d)
3. Discuss how performance appraisals can be
made legally defensible.
4. Contrast the ingredients of good training
programs for both skill and factual learning, and
explain the role of training in preventing sexual
harassment.

Human Resource Strategy:
A People-Centered Approach
• Human Resource Management (HRM)
– The acquisition, retention,
and development of human
resources necessary for
organizational success.
– HRM has moved from a
support staff function
(personnel) to a more
strategic role in
organizations.
• Human Capital
– A term that recognizes the greater societal value
of developing all present and future work force
participants to their fullest potential.

People-Centered Organizations
Enjoy a Competitive Advantage
• People-centered Practices:
– Protection of job security
– Rigorous hiring process
– Employee empowerment
– Compensation linked to
performance
– Comprehensive training
– Reduction of status differences
– Sharing of key information

Recruitment and Selection
• “Getting the right people
on the bus.”
– Recruiting for diversity.
• Goal is to generate a
pool of qualified
applicants through
many different sources
that are demographically representative of the
population at large.
– Networking appears to be the most
successful job-hunting method.

The Selection Process:
An Overview
• Screening and Selection
– Similar to a hurdle race:
• Résumé screening
• Reference and background checks
• Psychological tests, physical
examinations, interviews,
work-sampling and drug tests
• Steps in the PROCEED Model
– PrepareReviewOrganize
ConductEvaluateExchangeDecide

The Selection Process:
An Overview (cont’d)
• Job Analysis
– The process of identifying basic task and skill
requirements for a specific job by studying superior
performers.
• Job Description
– A concise document that outlines the role
expectations and skill requirements for a specific job.
• Job Specification
– The knowledge, skills, and abilities required for the
job incumbent.

Equal Employment
Opportunity (EEO)
• EEO and Title VII of the Civil Rights Act of 1964
– In virtually all aspects of employment, it is unlawful to discriminate on
the basis of race, color, sex, religion, age, national origin, disability, or
veteran status.
– Aimed at preventing future discrimination.
• Affirmative Action Program (AAP)
– Actively seeking out, employing, and developing the talents of those
groups traditionally discriminated against in employment in the past.

Implementing an
Affirmative Action Program
• Measures Employed in AAPs to Prevent
Discrimination:
– Active recruitment of women and minorities.
– Elimination of prejudicial questions on employment
application forms.
– Establishment of specific goals and timetables for
minority hiring.
– Statistical validation of employment testing
procedures.

Toward Managing Diversity
• From Affirmative Action to Managing Diversity
– The objective is to develop an appreciation of
interpersonal differences and to create a dominant
heterogeneous culture.
• Accommodating The Needs of People with
Disabilities
– Americans with Disabilities Act of 1990 (ADA)
• Requires that employers make reasonable accommodations
to the needs of present and future employees with physical
and mental disabilities.

ADA Policy
Guidelines for Employers
• Audit the workplace to eliminate barriers and
bias.
• Train all managers in ADA compliance and all
employees to be sensitive to others with
disabilities.
• Do not hire anyone who cannot safely perform
the basic duties of a particular job with
reasonable accommodation.

Recruitment and Selection
• Employment Selection Tests
– Any procedures used in the employment decision process such as
• Pencil-and-paper tests
• Unscored application forms
• Informal and formal interviews
• Performance tests
• Physical, education, or experience requirements
– Tests must be unbiased, statistically valid, and reliable predictors of
job success.

Recruitment and Selection (cont’d)
• Interviewing
– Interviews are the most common selection tool.
– There is unsubstantiated confidence in the traditional interview.
• Unstructured Interviews
– No fixed question format or systematic scoring
– Shortcomings:
• Susceptible to distortion and interviewer bias.
• Open to legal attack; legally indefensible if contested.
• Apparent but no real validity; may not be totally job-related and
possibly invasive of privacy.
• Highly inconsistent in application as selection tool.
• Lack of feedback to interviewers about selection errors.

Recruitment and Selection (cont’d)
• Structured Interview
– A set of job-related questions with standardized
answers.
– Question types used in
structured Interviews
• Hypothetical situations
• Job knowledge
• Job sample simulation
• Worker requirements
• Behavioral Interviewing
– Posing detailed questions to candidates about their
personal, specific behaviors in actual past job-
related situations.

Performance Appraisal
• Performance Appraisal
– Evaluating individual job
performance as a basis for
making objective personnel
decisions.
• Making Performance
Appraisals Legally Defensible
1. Use job analysis to develop the
appraisal system.
2. Check that the appraisal system is behavior-oriented, not
trait-oriented.
3. Have evaluators follow specific written instructions when
conducting appraisals.
4. Have evaluators review results with the ratees.

Performance Appraisal (cont’d)
• Alternative Performance Appraisal Techniques
– Goal setting (MBO)
– Written essays
– Critical incidents
– Graphic rating scales
• Behaviorally anchored rating scales (BARS)
– Weighted checklists
– Rankings and comparisons
– Multirater appraisals
– 360-degree review

Training
• Training
– Guided experience to change
employee behavior and/or attitudes
• Training Facts
– 55.8 billion dollars were spent on
employee training in 2002, although
most of it was spent on well-
educated managers and
professionals.
– Remedial education and basic skills
training for nonmanagement
personnel is both a business
necessity and a good investment
for employers.

Source: “2006 Industry Report,” Training, 43 (December 2006): 25-26.
Figure 9.1 The Content and
Delivery of Today’s Training

Figure 9.1 The Content and
Delivery of Today’s Training (cont’d)
Source: “2006 Industry Report,” Training, 43 (December 2006): 25-26.

Training (cont’d)
• The Ingredients of a Good Training Program
– Maximize similarity between the training and the job.
– Provide as much experience as possible.
– Provide a variety of examples.
– Label or identify important task features.
– Understanding general principles enhances transfer.
– Reward trained behaviors and ideas.
– Design training content for obvious applicability.
– Use questions to guide trainee’s attention.

Training: Skill Versus
Factual Learning
• Effective skill learning
ingredients
– Goal setting
– Modeling
– Practice
– Feedback
• Effective factual
learning sequence
– Goal setting
– Meaningful presentation
of materials
– Practice
– Feedback

Needed: Training to
Discourage Sexual Harassment
• Sexual Harassment
– Unwanted attention that creates an offensive or
intimidating work environment.
• Unwanted physical contact
• Gestures, displays, joking, and language
– Organizations are responsible for the actions of their
employees and others.
• It is the manager’s job to be aware of and to correct cases
of harassment.
• Ignorance of harassment activity is not a valid legal
defense.

Discouraging
Sexual Harassment
• What can victims do?
– Live with it
– Fight back
– Complain to higher-
ups
– Find another job
– Sue their employer
• Factors leading to
victims winning
harassment lawsuits:
– Harassment was
severe.
– There were witnesses.
– Management was
notified.
– Management failed to
act.
– There is supporting
documentation.

Discouraging
Sexual Harassment (cont’d)
• What Can the Organization Do?
– Garner top-management commitment to eliminate
sexual harassment.
– Issue a clear sexual harassment policy statement.
– Provide appropriate awareness training.
– Establish a grievance procedure for reporting
incidents of harassment.

Ch 9-Slides

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