This document provides an overview of human resource management (HRM). It discusses the key aspects of HRM, which include attracting qualified employees through recruiting and selection, developing employees through training and performance appraisal, and keeping qualified employees through compensation, employee separation, and other retention strategies. Job analysis is described as the foundation of HRM, involving the systematic collection of information about important job-related aspects. Common job analysis methods like observation, interviews, questionnaires are outlined. The document also briefly discusses legal compliance and equal employment opportunity laws that govern HRM practices.

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ManagingHumanResourceSystems

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HumanResourceManagement(HRM)
The process of finding, developing, and keeping the right people to form a
qualified work force.
Attracting Qualified
Employees
Developing
Qualified Employees
Keeping Qualified
Employees
•Recruiting
•Selection
•Training
•Performance
Appraisal
•Compensation
•Employee
Separation

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Jobanalysisisthefoundation
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Legal
Compliance
Employee
Relations
Rewards
Safety
&
Health
Performance
Management
Training
Staffing
HR Planning
JOB ANALYSIS

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Jobanalysis
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• Systematic process for collecting
information on the important work-
related aspects of a job
• Job descriptions: basic tasks,
duties, and responsibilities
required of an employee holding a
particular job
• Job specifications: qualifications
needed to successfully perform a
particular job
Job Analysis Database O*NET
http://online.onetcenter.org

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Howisajobanalysisdone?
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• Review organizational documents – org charts, policies and procedures,
production records
• Gather information from Subject Matter Experts (SMEs):
• Currently employed individuals, supervisors, clients, former job
holders, professional resources like SHRM
Data Collection Techniques
• Observation – directly observe incumbents. Good for manual, repetitive jobs with
a short cycle
• Interviews – generates rich data but is expensive and time-consuming. Lacks
anonymity
• Critical incidents – ask employees to describe specific situations that exemplifies
GOOD or BAD performance.
• Questionnaires – most common method, economical, anonymous, downside is
possibly missing content areas
• Report the FREQUENCY and IMPORTANCE of work activity

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Whatisjobanalysis?
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• Knowledge – the factual / procedural information about performing a task
• Skill – individual’s level of proficiency at performing a task
• Ability – capability that individual possesses
• Other Characteristics – personality, motivation, education, licensure and experience
• Scope of responsibility (supervision details)
• Tools and equipment used
• Work context and environment
• Personal and physical demands of the job
KSAOs

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Secretweaponininterviewpreparation
1. Create Mock Interview Questions to Practice
2. Come Up With Relevant Examples and Stories
3. Generate Questions to Ask at the End of the Interview
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Jobanalysisisthefoundation
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Legal
Compliance
Employee
Relations
Rewards
Safety
&
Health
Performance
Management
Training
Staffing
HR Planning
JOB ANALYSIS
AllaspectsofHRaresubjecttoEqualOpportunityEmploymentLaws

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EqualEmploymentOpportunityLaws
Which characteristics are protected?
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 Genetic
Information
 Criminal History
 Attractiveness
 National Origin
 Sex
 Marital Status
 Gender Identity
 Race
 Morbid Obesity
 Childbirth
 Political Affiliation
 Pregnancy
 Veteran Status
 Bankruptcy
 Obesity
 Mental Disability
 Age
 Unemployment
 Color
 Sexual Orientation
 Religion

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TitleVIIoftheCivilRightsAct(1964,1991)
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• Prohibits discrimination based on race, color, sex, religion, and national origin
• Applied to all organizations with 15+ employees except private clubs, Indian
reservations, religious organizations
• Major Changes in 1991
• Burden of persuasion rests with employer, not employee
• Employees can get more money
• Compensatory damages – future monetary loss, emotional pain, loss of
enjoyment of life
• Punitive damages – punish organizations who violate laws by having them pay
more than the actual losses
• Norming (picking best person from each group) is illegal
• Exceptions bona fide occupational qualification (BFOQ)

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Whenisdiscriminationlegal?
Bona fide occupational qualification (BFOQ) – an exception in
employment law that permits sex, age, religion, and the like to be used
when making employment decisions, but only if they are “reasonably
necessary to the normal operation of that particular business.”
BFOQs are strictly monitored by the Equal Employment Opportunity
Commission.
Examples?
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AmericansWithDisabilitiesActof1990
• Prohibits discrimination against qualified employees with disabilities
• Defines disability as:
• Physical or mental impairment that restricts life activities (e.g., blindness, paralysis)
• Has a history of disability (e.g., cancer is in remission, history of mental illness)
• Being regarded as having a disability (refers to subjective reactions, e.g., someone who is
disfigured)
• Who is covered?
• YES: intellectual disability, emotional or mental illness, morbid obesity and learning disabilities
• NO: obesity, substance abuse, irritability and poor judgment
• Employers are required to provide reasonable accommodations (e.g., providing written materials on
audiotape, sign language interpreters, modifying equipment). Most (2/3rds) cost less than $500 and
many cost nothing.
VIDEO EXAMPLE
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Otherprotections
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Age Discrimination in Employment Act (1967)
• Prohibits discrimination against individuals
40+ years
• 1 in 5 US employees is 40+
• Especially relevant when organizations
downsize
Uniformed Services Employment and
Reemployment Rights Act
• Clarifies and strengthens the Veterans’
Reemployment Rights Statute; provides
protections for veterans seeking jobs
• Employers must reemploy workers who left
jobs to fulfill military duties for up to 5 years.
• Employer must provide them with the same
seniority, status, and pay rate they would
have earned if their employment had not
been interrupted
Genetic Information Nondiscrimination Act of 2008
• Prohibits discrimination based on genetic
information from a person’s genetic tests, genetic
test of family members, or family medical histories
• Employers may not intentionally obtain this
information
• Exception if employee voluntarily participating in
a wellness program, requesting time off to care
for a sick relative, etc. In these situations,
employer must keep the information confidential
Pregnancy Discrimination Act (1978)
• Prohibits discrimination on the basis of pregnancy,
childbirth, or related medical conditions

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Sexualorientationandgenderidentity
Currently NO federal statute prohibiting discrimination based on sexual orientation
or gender identity
The EEOC has held that discrimination against an individual because that:
• Person is transgender (also known as gender identity discrimination) is
discrimination because of sex and therefore is covered under Title VII of the Civil
Rights Act of 1964.
See Macy v. Department of Justice, EEOC Appeal No. 0120120821 (April 20, 2012),
http://www.eeoc.gov/decisions/0120120821%20Macy%20v%20DOJ%20ATF.txt.
• Person's sexual orientation is discrimination because of sex and therefore
prohibited under Title VII.
See David Baldwin v. Dep't of Transportation, EEOC Appeal No. 120133080 (July 15, 2015), http://www.eeoc.gov/decisions/0120133080.pdf.
• The current Justice Department argues that Title VII does not explicitly
cover sexual orientation or gender identity discrimination
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CurrentU.S.LGBTemploymentdiscriminationlaws
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DARK PURPLE: Sexual orientation /
gender identity: all employment
LIGHT PURPLE: Sexual orientation: all
employment, gender
identity only in state employment
BLUE: Sexual orientation: all
employment
PINK: Sexual orientation and gender
identity: state employment only
TEAL: Sexual orientation: state
employment only
GREY: No state-level protection for
LGBT employees

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Discrimination
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•Intentional discrimination that occurs when people
deliberately deprived of employment, promotion or
membership opportunities
•Due to race, color, sex, age, ethnic group, national
origin, or religious beliefs
Disparate treatment

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• Unintentional discrimination that occurs when members of a particular race,
sex, or ethnic group are unintentionally harmed
• They’re hired, promoted, or trained at substantially lower rates than others
• Four fifths (80 percent) rule: Used to determine if there has been a case
of adverse impact
Adverse impact
Same employee selection
process is used for everyone

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Selectiontechniquesandprocedures
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Selection: The process of gathering
information about job applicants to
decide who should be offered a job
• Employment references
• Background checks
• Section tests (specific aptitudes,
cognitive ability)
• Biographical data
• Work samples
• Interviews: (unstructured,
structured, semi-structured

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Popularityandvalidityofselectionmethods
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Selection Method Popularity Validity
Application forms, resumes, reference
checks
High Moderate
Work sample tests Moderate Moderately high
Unstructured employment interviews Very high Low to moderate
Structured interviews Moderate Moderately high
Ability tests Moderate Moderate
Personality tests Moderately low Low to moderate

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Illegaljobinterviewquestions
(&whattodoifyou’reaskedone)
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The Question: “Are you married/pregnant?”
“I prefer not to discuss details of my personal life, but I can assure you
that I will fully commit and confidently meet the requirements of this
position.”
The Question: “How many children do you have/how old are they?”
“I prefer not to discuss details of my family, but I can assure you they
are all supportive of my commitment to my professional life.”
The Question: “Do you have any religious holidays you celebrate?”
“I am always available to work Monday-Saturday -– my religious beliefs
and holidays I observe will not affect that.”
The Question: “Were you/your parents born in the U.S.?”
I am legally able to work in the U.S.”

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Checkingsocialmedia
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• 70%+ of organizations check out applicants on
the Internet when hiring
• Some employers even ask applicants for their
passwords
• Legal risks for companies
• Discovering information that can’t be
considered in hiring process
• Privacy laws
• What can job applicants do?
• Clean up your online presence
• Check privacy settings
• Be ready with an explanation

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Sexualharassment
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• Form of discrimination in which conduct of a
sexual nature occur (unwelcome sexual advances,
requests for sexual favors, or other verbal or
physical conduct of a sexual nature occurs when
performing one’s job)
• Types
• Quid pro quo: Employment outcomes or
keeping one’s job, depend on whether an
individual submits to sexual harassment
• Hostile work environment: Unwelcome and
demeaning sexually related behavior creates an
intimidating and offensive work environment

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Over 12 million people in 85 countries used
#MeToo to identify as a person who has
experienced sexual harassment or violence

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Sexualharassmentintheworkplace
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According to the EEOC,
40% of women report having been sexually harassed at work
70% of sexual harassment incidents go unreported
87-94% of victims do not file a formal complaint

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Dealingwithsexualharassment
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Employees:
• Verbal response to the harasser
• Written response to the harasser
• Follow policy (e.g., report situation to
HR director)
• Document (dates, places, times,
witnesses)
• Legal recourse (180 days to file a charge
with the EEOC)
• Seek Support
Employers:
• Take complaints seriously
• Develop and publicize policies
prohibiting harassment
• Develop and publicize complaint
procedures
• Investigate complaints swiftly,
thoroughly and fairly
• Establish and enforce penalties
• Establish on-going training for all
employees

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Examplesof WorkplaceDiscrimination
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Find an example of when an organization failed in its obligation to prevent
discrimination in the workplace.
Post a link to the article or video that is your source.
Explain:
• the context
• what law the organization violated or was accused of violating
• what happened (i.e., what was the outcome or the latest status of
events)
Reflect on what you learned an if/how it changed your opinion of the
organization involved.

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Debatetopics
1: On Balance, technological changes (e.g., AI,
automation) and the gig economy will create more
opportunities than challenges for most employees.
2: There should be a ceiling on the income CEOs are
allowed to make each year.
3: The benefits of telecommuting and virtual teams
outweigh the harms.
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Project2:
Jobanalysis
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Debates
and
project2
sign-up!!