Downloaded 21 times
Uploaded byAreej Abu Hanieh
Staffing - management
This document provides an overview of key concepts in human resource management including staffing, human resource planning, job analysis, recruitment, selection, performance appraisal, organizational change, and organizational development. It discusses the importance of acquiring and using staff effectively. Some of the main topics covered include the HR planning process, sources of recruitment both internal and external, the selection process and tools used, methods for evaluating performance and managing change, and interventions used in organizational development.
More Related Content
More from Areej Abu Hanieh
Staffing - management
- 1.
- 2. 2 Human Resource Management Theintegration of all processes, programs, and systems in an organization that ensure staff are acquired and used in an effective way
- 3. 3 Human Resource Management(Contd.) HR is multidisciplinary: It applies the disciplines of Economics (wages, markets, resources), Psychology (motivation, satisfaction), Sociology (organization structure, culture) and Law (min. wage, labor contracts) What HR Professionals Do? HR planning Recruitment & Selection Training and development Compensation & Performance review Labor relations
- 4. 4 Human Resource Planning AssessingFuture Human Resource Needs Assessing Current Human Resources Developing a Program to Meet Needs
- 5. 5 Human Resource Planning Theprocess of systematically reviewing HR requirements to ensure that the required number of employees, with the required skills, are available when they are needed
- 6. 6 HR Planning We havefound the gap, how do we fill this void? Internal Labour Supply Skill Inventory Succession Planning Replacement Planning – Inventory Chart • Present & Future staffing situations • Helps in retention & expulsion strategy External Labour Supply
- 7. 7 Job Analysis (Functional JobAnalysis, Position analysis questionnaire) A Basic Human Resource Management Tool Tasks Responsibilities Duties Job Analysis Job Descriptions Job Specifications Knowledge Skills Abilities Human Resource Planning Recruitment Selection Training and Development Performance Appraisal Compensation and Benefits Safety and Health Employee and Labor Relations Legal Considerations Job Analysis for Teams
- 8. 8 Definitions Job - Consistsof a group of tasks that must be performed for an organization to achieve its goals Position - Collection of tasks and responsibilities performed by one person; there is a position for every individual in an organization Job analysis - Systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization (functional job analysis , position analysis questionnaire) Analysis of the performance of the work . Job description – document providing information regarding tasks, duties, and responsibilities of job Job specification – minimum qualifications to perform a particular job
- 9. 9 Recruitment Process of locating, identifying,and attracting capable candidates Can be for current or future needs Critical activity for some corporations. What sources do we use for recruitment
- 10.
- 11.
- 12. 12 SELECTION A series ofsteps from initial applicant screening to final hiring of the new employee. Selection process. Step 1 Completing application materials. Step 2 Conducting an interview. Step 3 Completing any necessary tests. Step 4 Doing a background investigation. Step 5 Deciding to hire or not to hire.
- 13. 13 Selection process Step 1Completing application materials. Gathering information regarding an applicant’s background and experiences. Typical application materials. Traditional application forms. Résumés. Sometimes tests may be included with application materials. Step 2 Conducting an interview. Typically used though they are subject to perceptual distortions. Interviews can provide rough ideas concerning the person’s fit with the job and the organization.
- 14. 14 Selection process Step 3Completing any necessary tests. Administered before or after the interview. Common examples of employment tests. Cognitive, clerical, or mechanical aptitudes or abilities. Personality. Step 4 Doing a background investigation. Can be used early or late in selection process. Background investigations include: Basic level checks. Reference checks.
- 15. 15 Selection process Step 5Deciding to hire or not to hire. Draws on information produced in preceding selection steps. A job offer is made. A physical examination may be required if it is relevant to job performance. Negotiation of salary and/or benefits for some jobs. Step 6 Socialization. The final step in the staffing process. Involves orienting new employees to: The firm. The work units in which they will be working. The firm’s policies and procedures. The firm’s organizational culture.
- 16.
- 17. 17 Performance Appraisal The identification,measurement, and management of human performance in organizations.
- 18. 18 Why Conduct PerformanceAppraisals? Make decisions about that person's future with the organization Identify training requirements Employee improvement Pay, promotion, and other personnel decisions Research Validation of selection techniques and criteria
- 19. 19 A Model ofPerformance Appraisal Skills/Activities/Output Performance Appraisal System Reward/Training/Punishment
- 20. 20 Techniques for EvaluatingManagers Evaluation by superiors Evaluation by colleagues Peer ratings tend to be more favorable for career development than for promotion decisions Self evaluation‑ Self ratings suffer from leniency‑ Subordinate evaluation Effective in developing leadership Leads to improved performance 360 degree feedback (multi source)‑
- 21. 21 360° Feedback The combinationof peer, subordinate, and self-review
- 22. 22 Key Steps inImplementing 360° Appraisal Top management communicates the goals Employees and managers are involved in the development of the appraisal criteria and process. Employees are trained in giving & receiving feedback. Employees are informed of the nature of the 360° appraisal instrument and process. The 360° system undergoes pilot testing Management continuously reinforces the goals of the 360° appraisal and is ready to change the process when necessary.
- 23.
- 24. 24 Relative and AbsoluteJudgment An appraisal format that asks supervisors to compare an employee's performance to the performance of other employees doing the same job. Relative Judgment An appraisal format that asks supervisors to make judgments about an employee’s performance based solely on performance standards. Absolute Judgment
- 25. 25 Rating Methods Performance ratingscales Supervisors indicate how or to what degree a worker possesses a relevant job characteristic Ranking technique Supervisors list the workers in order from highest to lowest Paired comparison technique‑ Compares the performance of each worker with that of every other person in the group Forced choice technique Raters are presented with groups of descriptive statements and are asked to select the phrase in each group that is most descriptive of the worker being evaluated
- 26. 26 Rating Methods Behaviorally anchoredrating scales (BARS) Appraisers rate critical employee behavior Critical incident behaviors are established‑ These behaviors are used as standards for appraising effectiveness The BARS items can be scored objectively by indicating whether the employee displays that behavior Behavioral observation scales (BOS) Appraisers rate the frequency of critical employee behaviors The ratings are assigned on a five point scale The evaluation yields a total score Management by objectives (MBO)
- 27. 27 Appraising Managers asManagers
- 28.
- 29. 29 Concept of OrganizationalChange Defined as adoption of a new idea or behavior by an organization. Organizations need to continuously adapt to new situations if they are to survive and prosper
- 30. 30 Planned and UnplannedOrganizational Changes Planned Changes • Changes in products and services • Changes in administrative systems • Changes in organizational size or structure • Introduction of new technologies • Advances in information processing and communication Planned Changes • Changes in products and services • Changes in administrative systems • Changes in organizational size or structure • Introduction of new technologies • Advances in information processing and communication Unplanned Changes • Changing employee demographics • Performance gaps • Governmental regulations • Economic competition in the global arena Unplanned Changes • Changing employee demographics • Performance gaps • Governmental regulations • Economic competition in the global arena Organizational Change
- 31.
- 32. 32 Resistance to Change- Forms Overt and immediate Voicing complaints, engaging in job actions Implicit and deferred Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism
- 33. 33 Resistance to ChangeResistanceto Change Selective Information Processing Fear of the Unknown Force of Habit Need for Security Economic Factors IndividualIndividual
- 34. 34 Education andEducation and CommunicationCommunication EducationandEducation and CommunicationCommunication ParticipationParticipationParticipationParticipation NegotiationNegotiationNegotiationNegotiation FacilitationFacilitation and Supportand Support FacilitationFacilitation and Supportand Support CoercionCoercionCoercionCoercion ManipulationManipulation and Cooptationand Cooptation ManipulationManipulation and Cooptationand Cooptation OvercomingOvercoming Resistance to ChangeResistance to Change OvercomingOvercoming Resistance to ChangeResistance to Change
- 35. 35 Unfreezing Changing Refreezing Lewin’sThree-Step Process Organizational ChangeOrganizational Change
- 36. 36 Unfreezing the StatusQuoUnfreezing the Status QuoUnfreezing the Status QuoUnfreezing the Status Quo Desired State Status Quo Restraining Forces Driving Forces Time
- 37. 37 Definition of OD ODis a planned process of change in an organization’s culture through the utilization of behavioral science technology, research, and theory.
- 38. 38 Organization Development is... asystemwide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness.
- 39. 39 Organizational Development -TheOrganizational Development - The PremisesPremises Respect for people Trust and support Power equalization Confrontation Participation
- 40. 40 . OD Process Diagnosis InterventionEvaluation
- 41. 41 OD InterventionsOD Interventions Intergroupdevelopment Process consultation Sensitivity training Third Party Intervention Survey feedback Team building Culture Change
- 42. 42 Manager Development On theJob Training Planned Progression Job Rotation Creation of “assistant-to” Temporary promotion Committees Off the Job Training Conference MDPs Business Simulations
- 43.
- 44. 44 Sources of Conflict Competitionfor scarce resources Time pressure Unreasonable standards, policies, rules or procedures Communication breakdowns Personality clashes Ambiguous or overlapping jurisdictions Unrealized expectations
- 45.
- 46.