The document discusses human resource management practices. It explains that human resource management involves attracting, developing and maintaining a quality workforce. The key human resource practices include human resource planning, recruitment and selection, orientation and training, performance management, and retention and career development. It also outlines some of the legal aspects of human resource management like discrimination laws and labor relations.

1. 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
 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
1. 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

5. PURPOSE OF HUMAN RESOURCE MANAGEMENT
Legal Aspects Of HRM

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.

7. PURPOSE OF HUMAN RESOURCE MANAGEMENT
Legal Aspects Of HRM

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