This document discusses human resource management interventions like career planning, workforce diversity, and employee wellness. It covers career stages from establishment to withdrawal and interventions for career development. Workforce diversity is examined based on age, gender, disability, culture and values, race/ethnicity, and sexual orientation. Occupational stressors and consequences of stress are reviewed. Stress and wellness interventions in organizations like role clarification, social support programs, and health facilities are presented.
HR audit is an overall quality control check on human resource activities in a division or company and how those activities support the organization’s strategy. A human resource audit evaluates the personnel activities used in an organization. The audit may include one division or entire company.
HR audit is an overall quality control check on human resource activities in a division or company and how those activities support the organization’s strategy. A human resource audit evaluates the personnel activities used in an organization. The audit may include one division or entire company.
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
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2. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-2
Learning Objectives
for Chapter Eighteen
• To examine three human resource
management interventions: career planning
and development, workforce diversity, and
employee wellness
• To understand how OD efforts enhance
human resource approaches to these issues
4. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-4
Career Stages and Planning Issues
Establishment What are alternative occupations, firms, and jobs?
What are my interests and capabilities?
How do I get the work accomplished?
Am I performing as expected?
Advancement Am I advancing as expected?
What long-term options are available?
How do I become more effective and efficient?
Maintenance How do I help others?
Should I reassess and redirect my career?
Withdrawal What are my interests outside of work?
Will I be financially secure?
What retirement options are available to me?
5. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-5
Career Planning Resources
• Communication regarding career opportunities and
resources within the organization
• Workshops to assess member interests, abilities, and
job situations and to formulate career plans
• Career counseling by managers or human resource
department personnel
• Self-development materials directed toward
identifying life and career issues
• Assessment programs that test vocational interests,
aptitudes, and abilities relevant to career goals
6. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-6
Career and Human Resource Planning
Personal objectives
and life plans
Occupational and
organizational choice
Job assignment choice
Development
planning and review
Retirement
Business objectives
and plans
Ways to attract and
orient new talent
Methods for matching
individuals and jobs
Ways to help people
perform and develop
Ways to prepare
for satisfying retirement
Individual Career Planning Human Resources Planning
7. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-7
Career Development Interventions
• Role & Structure Interventions
– Realistic job preview
– Job rotation and challenging assignments
– Consultative roles
– Phased retirement
• Individual Employee Development
– Assessment centers
– Mentoring
– Developmental training
• Performance Feedback and Coaching
• Work Life Balance
8. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-8
A Framework for Managing Diversity
External Pressures For & Against Diversity
Internal Pressures For & Against Diversity
Management’s
Perspectives &
Priorities
Strategic
Responses
Implementation
9. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-9
Age Diversity
• Trends
– Median age up
– Distribution of ages changing
• Implications
– Health care
– Mobility
– Security
• Interventions
– Wellness programs
– Job design
– Career development and planning
– Reward systems
10. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-10
Gender Diversity
• Trends
– Percentage of women in work force increasing
– Dual-income families increasing
• Implications
– Child care
– Maternity/paternity leaves
– Single parents
• Interventions
– Job design
– Fringe benefit rewards
11. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-11
Disability Diversity
• Trends
– The number of people with disabilities entering
the work force is increasing
• Implications
– Job skills and challenge issues
– Physical space design
– Respect and dignity
• Interventions
– Performance management
– Job design
– Career planning and development
12. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-12
Culture and Values Diversity
• Trends
– Rising proportion of immigrant and minority-
group workers
– Shift in rewards
• Implications
– Flexible organizational policies
– Autonomy
– Affirmation and respect
• Interventions
– Career planning and development
– Employee involvement
– Reward systems
13. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-13
Race/Ethnicity Diversity
• Trends
– Minorities represent large segments of workforce and a
small segment of top management/senior executives
– Qualifications and experience of minority employees is
often overlooked
• Implications
– Discrimination
• Interventions
– Equal employment opportunities
– Mentoring programs
– Education and training
14. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-14
Sexual Orientation Diversity
• Trends
– Number of single-sex households up
– More liberal attitudes toward sexual orientation
• Implications
– Discrimination
• Interventions
– Equal employment opportunities
– Fringe benefits
– Education and training
15. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-15
Occupational Stressors
• Physical Environment
• Individual: role conflict and
ambiguity, lack of control
• Group: poor peer, subordinate
or boss, relationships
• Organizational: poor design, HR
policies, politics
Stress
• How the
individual
perceives the
occupational
stressors
Consequences
• Subjective:
anxiety, apathy
• Behavioral: drug
and alcohol abuse
• Cognitive: poor
focus, burnout
• Physiological:
high blood
pressure and pulse
• Organizational:
low productivity,
absenteeism, legal
action
Individual Differences
Cognitive/Affective
:
Type A or B, hardiness,
social support, negative
affectivity
Biologic/Demographi
c:
Age, gender, occupation,
race
A Model of Stress and Work
16. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-16
Stress and Wellness
Workplace Interventions
• Role Clarification
– A systematic process for determining expectations and
understanding work roles
• Supportive relationships
– Establish trust and positive relationships
• Stress inoculation training
– Programs to help employees acquire skills and
knowledge to cope positively with stressors
• Health facilities
• Employee Assistance Programs