Transcript Management 3e - Gary Dessler

Principles and Practices for Tomorrow’s Leaders
Gary Dessler
CHAPTER
9
Staffing and Human
Resource Management
The Environment of Managing
PowerPoint Presentation by Charlie Cook
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
Chapter Objectives
After studying this chapter and the case exercises at
the end, you should be able to:
1. Write a job description.
2. Lay out a recruiting plan, showing how you
would recruit the needed employees.
3. Show what the manager is doing right and
wrong in interviewing candidates and how to
remedy the situation.
4. Show what the manager is doing right and
wrong in training employees and how to
remedy the situation.
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9–2
Chapter Objectives (cont’d)
5. Show what the manager is doing right and
wrong in disciplining employees and how to
remedy the situation.
6. Explain what the manager is doing that is
contrary to federal equal employment law and
how he or she can to resolve the situation.
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9–3
Human Resources (HR) Management
• Human Resources (HR) Management
 The management function devoted to acquiring,
training, appraising, and compensating employees.
• Strategic Human Resource Management
 The linking of the human resource function with the
company’s strategies to accomplish that strategy.
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9–4
The Basic HR Process
FIGURE 9–1
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9–5
Writing Job Descriptions And Recruiting
Employees
• Staffing
 Filling a firm’s open positions; also, the personnel
process that includes six steps: job analysis,
personnel planning; recruiting, interviewing, testing
and selection, and training and development.
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9–6
Job Analysis
• Job Analysis
 The procedure used to determine the duties of
particular jobs and the kinds of people (in terms of
skills and experience) who should be hired for them.
• Job Specification
 The human qualifications in terms of traits, skills, and
experiences required to accomplish a job.
• Job Description
 A document that identifies a particular job, provides a
brief job summary, and lists specific responsibilities
and duties of the job.
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9–7
Steps in the Recruitment and
Selection (staffing) Process
FIGURE 9–2
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9–8
Job Analysis
Questionnaire for
Developing Job
Descriptions
A form used by managers
to determine the duties
and functions of a job
through a series of
questions that employees
answer.
Source: www.hrnext.com (accessed in July 28,2001)
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FIGURE 9–4
9–9
Checklist 9.1
Job Analysis Questions

What is the job being performed?

What are the major duties of your position?
What exactly do you do?

What are the education, experience, skill, and
[where applicable] certification and licensing
requirements?

In what activities do you participate now?

What are the job’s responsibilities and duties?

What are the basic accountabilities or
performance standards that typify your work?
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9–10
Checklist 9.1 (cont’d)
Job Analysis Questions

What are your responsibilities?

What are the environmental and working
conditions involved?

What are the job’s physical demands? Its
emotional and mental demands?

What are the health and safety conditions?

Does the job expose you to any hazards or
unusual working conditions?
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9–11
Personnel Planning
• Personnel Planning
 The process of determining the organization’s future
personnel needs, as well as the methods to be used
to fill those needs.
• Position Replacement Card
 A card prepared for each position in a company to
show possible replacement candidates and their
qualifications.
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9–12
Management Personnel
Replacement
Chart
FIGURE 9–5
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9–13
Employee Recruiting
• Recruiting
 Attracting a pool of viable job applicants.
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9–14
Sources of Recruits
•
•
•
•
Current employees
Advertising
The Internet
Employment agencies
• College recruiting
• Recruiting for a diverse
workforce
 Public
 Private
• Contingent workers and
temporary help
agencies
• Executive recruiters
• Employee referrals
• Walk-ins
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9–15
Job Posting Form
A job posting publicizes an
open job to employees (often
by literally posting it on
bulletin boards and intranets)
and listing its attributes, like
qualifications, supervisor,
working schedule, and pay
rate.
Source: Source: Bureau of National Affairs, Inc., Recruiting
and Selection Procedures (Washington, DC, 1988), p.35.
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FIGURE A9–1
9–16
Checklist 9.2
How to Use an Employment Agency

Give the agency an accurate and complete job
description.

Tests, application blanks, and interviews should
be a part of the agency’s selection process.

Periodically review data on candidates accepted
or rejected by your firm and by the agency.

Develop a long-term relationship with one or two
agencies.

Screen the agency. Check with other managers.
What is its reputation in the community and with
the Better Business Bureau?
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9–17
Employment
Application
A form that requests
information such as
education, work
history, and hobbies
from a job candidate
as a means of quickly
collecting verifiable
historical data.
FIGURE 0–7
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9–18
Testing for Employee Selection
• Uses of Tests
 Reliability (repeatability of test results)
 Validity (measures what it purports to measure)
• Types of Tests
 Intelligence
 Mechanical comprehension
 Personality and interests
 Ability/achievement (current capabilities/knowledge)
 Aptitude (performance potential)
 Management assessment center
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9–19
Sample Test
Source: Courtesy of NYT Permissions.
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FIGURE 9–8
9–20
Bennett Test of Mechanical Comprehension, Example
Source: Bennett Mechanical Comprehension Test. Copyright 1942, 1967–1970, 1980 by The Psychological
Corporation, a Harcourt Assessment Company. Reproduced by permission. All rights reserved. “Bennett
Mechanical Comprehension Test” and “BMCT” are registered trademarks of The Psychological Corporation.
Copyright © 2004 Prentice Hall. All rights reserved.
FIGURE 9–9
9–21
Conducting Effective Interviews
• Plan the interview
• Structure the interview
• Establish rapport
• Ask effective questions
• Delay your decision
• Close the interview
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9–22
Guidelines for Interviewees
• Prepare
• Make a good first impression
• Uncover the interviewer’s needs
• Relate your answers to the interviewer’s needs
• Think before answering
• Watch your nonverbal behavior
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9–23
Other Selection Techniques
• Computerized Testing
• Background Investigations and Reference
Checks
• Honesty Testing
• Health Exams
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9–24
Structured
Interview
Form for
College
Applicants
FIGURE 9–10
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9–25
Employee
Reference
Check Form
FIGURE 9–11
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9–26
Checklist 9.3
How to Screen Potentially Dishonest
Candidates

Ask blunt questions.

Do a credit check.

Carefully check all employment and personal
references.

Use paper and pencil honesty tests and
psychological tests.

Tests for drugs. Devise a drug-testing program,
and give each applicant a copy of the policy.

Establish a search and seizure policy.
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9–27
Orienting Employees
• Orientation
 The process of providing new employees with basic
information about the employer, such as company
policies, working hours, or parking arrangements.
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9–28
Training Employees
• Training Program
 The process of providing new employees with
information they need to do their jobs satisfactorily.
• Training Program Steps
 Needs analysis
 Instructional design
 Validation
 Implementation
 Evaluation and follow-up
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9–29
Checklist 9.4
How to Conduct an On-the-Job (OJT) Training
Program

Prepare the learner.

Present the operations.

Do a tryout.

Follow-up.
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9–30
Employee Appraisal
• Performance Appraisal
 A manager’s objective evaluation of and feedback on
an employee’s work performance.
• Typical Performance Appraisal Method
 A graphic rating scale that lists several job
characteristics (like quality of work) and provides a
rating scale (from outstanding to unsatisfactory),
along with short definitions of each rating.
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9–31
Employee Appraisal Methods
• Critical Incidents Method
 Compiling brief examples of good/bad performance,
and using them to support appraisal and development
needs.
• Forced Distribution Method
 Placing predetermined percentages of ratees into
performance categories.
• 360-degree Feedback
 Collecting performance information on an employee
from subordinates, supervisors, peers, and internal
and external customers.
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9–32
Performance
Appraisal
Form
FIGURE 9–13
Source: Gary Dessler, Human Resource
Management, 9th ed. (Upper Saddle River,
NJ: Prentice-Hall, 2000), p.90.
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9–33
Checklist 9.5
How to Conduct the Appraisal Interview

Prepare for the interview.

Be direct and specific.

Don’t get personal.

Encourage the person to talk.

Don’t tiptoe around.
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9–34
Forms of Employee Compensation
• Fixed Salary
 Compensation based on an agreed rate for a period
of time.
• Hourly Wage
 Compensation based on a set hourly pay rate for
work performed.
• Financial Incentive
 Any financial reward that is contingent on a worker’s
performance, such as commissions or piecework.
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9–35
Employee Benefits
• Unemployment Insurance
 Legally mandated insurance that is paid by state
agencies to workers who are terminated through no
fault of their own; the funds come from a tax on the
employer’s payroll.
• Workers’ Compensation
 A legally mandated benefit that pays income and
medical benefits to work-related accident victims or
their dependents, regardless of fault.
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9–36
Discipline and Grievances
• FRACT Model
 A multi-step procedure for assessing the need for
discipline:
 Get
the Facts
 Find the Reason
 Audit the records
 Pinpoint Consequences
 Identify the Type of infraction.
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9–37
Discipline and Grievances (cont’d)
• Discipline without Punishment
 A multistage disciplinary technique that uses oral
reminders of the violated rule; then written reminders;
followed by a paid one-day leave; and finally, if the
behavior is not corrected, dismissal.
• Grievance
 A complaint that an employee
lodges against an employer,
usually one regarding wages,
hours, or some condition of
employment, such as unfair
supervisory behavior.
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9–38
Checklist 9.6
Guidelines for Disciplining an Employee
 Make sure the evidence supports the charge.
 Protect the employee’s due process rights.
 Warn the employee of the disciplinary
consequences.
 The rule allegedly violated should be
“reasonably related” to the efficient and safe
operation of the work environment.
 Fairly and adequately investigate the matter.
 Be sure there is substantial evidence of
misconduct.
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9–39
Checklist 9.6 (cont’d)
Guidelines for Disciplining an Employee
 Apply rules, orders, or penalties even-handedly.
 Make sure the penalty is reasonably related to
the misconduct and to the employee’s past work
history.
 Maintain the employee’s right to counsel.
 Don’t rob your subordinate of his or her dignity.
 Remember that the burden of proof is on you.
 Get the facts. Don’t base your decision on
hearsay or “general impression.”
 Don’t act while angry.
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9–40
Summary of Important Equal Employment
Opportunity Legislation
• Title VII of 1964 Civil Rights
Act, as amended
• Executive orders
• Federal agency guidelines
• Supreme court decisions:
 Griggs v. Duke Power Co.,
Albemarle v. Moody
• Equal Pay Act of 1967
• Age Discrimination in
Employment Act of 1967
• State and local laws
• Vocational Rehabilitation Act
of 1973
• Pregnancy Discrimination
Act of 1978
• Vietnam Era Veteran’s
Readjustment Assistance Act
of 1974
• Wards Cove v. Antonio;
Patterson v. McLean Credit
Union
• Morton v. Wilks
• Americans with Disabilities
Act of 1990
• Civil Rights Act of 1991
Source: Gary Dessler, Human Resource Management, 7th
ed. (Upper Saddle River, NJ: Prentice-Hall, 2000), p.52.
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9–41
Affirmative Action
• Affirmative Action
 A legislated requirement that employers make an
extra effort to hire and promote those in a protected
(women or minority) group.
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9–42
Labor–Management Relations
• Norris–LaGuardia Act
 Guarantees each employee the right to bargain with employers
for union benefits.
• Wagner Act
 Outlaws unfair labor practices such as employers interfering
with, restraining, or coercing employees who are exercising their
legally sanctioned rights of organizing themselves into a union.
• The Taft–Hartley Act
 Prohibits unfair labor practices by unions against employers (like
refusing to bargain with the employer).
• The Landrum-Griffin Act
 Protects union members from unfair practices perpetrated
against them by their unions.
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9–43