Transcript No Slide Title

Personnel Management:
Historical Perspective
• Industrial Revolution
– Consolidation & Mechanization of Production
• from cottage system to factory system
– Routinization of Work
– Workers: greater income, but longer hours
– Conditions: unsafe & unhealthy
Emergence of Personnel Management
• Industrial Welfare Movement
– administered by “welfare secretaries”
– point of contact between company &
employees
• Scientific Management
– work studies & work standards for efficiency
– training in work standards for employees
– hiring; fitting workers to the work
A Changing Labor Force:
1910s to 1930s
• WWI-- labor shortage
• compounding high turnover
• who deals with these issues?
• Seek people that better fit organization
• Immigration laws tighten
• people’s educational level increases
• workers demand better treatment
• Hawthorne Study
• relationships can make a difference
• satisfaction can improve productivity
– grease the wheels
• Great Depression
• unemployment compensation/SS
Workforce: WWII & Post-WWII
• WWII
– Labor shortage; women in workforce
– Training increases
• Post WWII
– Demand for production increases
– Technology increases
– Government regulations
• Civil Rights; Equal Pay Act; OSHA; EEOC
Approaches to
Human 'Resource' Management
Control-Based
Commitment-Based
The Organization as an Open System: Its Forces
& Resources
Organizational
Environment
Industry
Environment
People
External
Environment
Emerging in the 1980s:
A Challenge to “Personnel Management”
• Globalization
– World Markets
– Dynamic Nature
• Geometric (rate of) Change/Growth
– Knowledge
– Technology
• Management & Organizations
– Mechanical
Organic
– Control
Development
– Employment Contract: Economic
Psychological
Implication:
Human Resource Management
is now more than Personnel Management
• The HR function is basic to the success of all
organizations
• Spans across the organization
• Touches most aspects of the organization
– Heterogeneous vs Homogeneous (knowledge base)
• Human Resource Function = HRM + HRD
• ‘Personnel Management’
• Organizational & Individual Development
– Integrating the human dimension with the organizational
structure
Optimization of Human Resource
The Role of HR Professional
HRM
HRD
•Employee
Relations
•Individual
Development
•Employee
Benefits
•Organizational
Development
•Information &
Reward Systems
•Integrating Humans
w/ Structure
People
•Job Design
HRM x HRD •Performance Management
•HR Planning
HUMAN RESOURCE MANAGEMENT
For Discussion: What is the practical
significance of switching from the term
“personnel” to “human resources?”
Resources ==> Organizational
Capabilities
Resources
Complex
coordinated
network of people,
processes &
practices--the
patterns of work &
relationships
=
Organizational
Capabilities
How Important Are People?
(see inset page 320)
Jack Welch, CEO GE
Scott Adams, of Dilbert
"If you're not thinking
"The first great lie of
all the time about
making every person
more valuabe, you
don't have a chance"
management:
'employees are our
most valuable asset'."
As Knowledge replaces Capital, the OrganizationEmployee Contract Changes
• Yesterday, Economic Only
– Wages
– Employment Benefits + Safe Work
• Today, Economic & Psychological
– Mutual Commitment
– Meaningful Work
What are the implications for a Leader of People?
Management of People is Now
a Strategic Issue
• High levels of quality requires commitment from the
people of the organization
• Commitment requires Psychological Contract
• HR is instrumental to turn human resources into
resourceful humans
• Its not the traditional personnel management anymore:
– requires the development of ‘high commitment’ practices that
meet the needs & expectations of the individual and the
organization.
From Personnel to Strategic HR
• Clarify rules and
procedure for
personnel
• Support function
• Control & Monitor
labor matters
• Not of concern to the
‘real’ business of the
organization
• Emphasis on business
needs
• Facilitative, Consultative
function
• Develop the Individual &
the Organization
• Integrated with business
strategy
HUMAN RESOURCE PLANNING
• Human resource planning: the
development of a comprehensive staffing
strategy for meeting the organization’s
future human resource needs.
Human Resource Planning
A Strategic Orientation to Optimal Staffing
Organizational Strategy
and Structure
HR Strategic Planning
Assess
Capabilities
Evaluate
Develop HR Plans
Forecast
Needs
HUMAN RESOURCE PLANNING
(continued)
The Human Resource Planning System Model
1. Assess current staffing needs
 Job analysis: the process of determining the
fundamental elements of jobs through systematic
observation and analysis.
 Job description: a clear and concise summary of
the duties of a specific jobs and the qualifications
for holding it.
2. Forecast future human resource needs
3. Formulate staffing strategy
4. Evaluate and update
Strategic Components
of a Business
Responses to Changing Conditions
Strategic Alliances
and Collaborative
Partnerships
Manufacturing
Strategy
Basic Competitive
Approach
Business
Strategy
Marketing
Strategy
R&D
Strategy
Human Resource
Strategy
Moves to
Secure
Competitive
Advantage
Geographic coverage;
approach to vertical
integration
Finance Strategy
An Integrated Approach
Organization’s Vision
Corporate Mission
External
Scan
Business Strategy
Internal
Scan
HR Mission & Strategy
Mutually reinforcing & integrative HR actions,
policies, programs that span across the organization
Strategic HR
• The pattern of planned human resource
deployments and activities intended to enable the
firm to realize its mission.
• Helping the organization achieve its objectives
with and through people
– employment relationships, policies & practices
– selection & recruiting strategies
– training strategies
– development of human resourcefulness &
organizational capability strategies
• All actions affecting the behavior of individuals in
their efforts to formulate & implement the
strategic needs of the business
HR Management Essentials
 Attracting Quality People
 Maintaining Quality People
 Developing Quality People
Union-Management Issue
 Eliminate Unions?
 Avoid Conflict?
 Change Relationship?
Bluestone's Suggestions
 Productivity growth goals jointly
determined
 Linking wages and productivity for global
competitiveness
 Prices jointly set
 Right to strike to ensure world-class quality
 Guaranteed employment security
 Profit-sharing and gain-sharing incentives
 Joint labor-managemnt decision making at
all levels
Delta’s Delimma
• What are some of the unique aspects about
the members of the Air Line Pilots
Association that present challenges for a
CEO like Mullin?
• How would Bluestone’s seven principles
help?
Enhancing the Legality (Defensibility)
of Performance Appraisals
Performance Criteria Linked to Job
Performance Criteria are
Behavior-Oriented
Performance is Reviewed with
Appraisee
Techniques Used to Assess Performance
 Performance vs Goals
 Performance as Evidenced in Critical
Incidents
 Performance Ratings
 Performance Rankings
 Performance Utilizing Multiple
Appraisers
Purpose of Performance Appraisals
 Evaluative
 Developmental
System's View
Mechanistic View
Perform. Mgmt
11/3/00 - v1
External Cause
Focus on Behavior
Once per Year
Judge
Individual Prop
Emergent Property
Evaluate/Appraise
Domesticate
Antecedents=>Conseq
Pos
Neg
Fear-Based
Punish
Extinction
Lie
Cheat
Deceive
Consequences
Pet Training
Mechanistic View
Developmental
Person
System's View
Approach
Approach
ABC Model
Context Mediated
Focus on Mind & Behavior
Perform. Mgmt
Helpful Feedback
Coaching-Mentoring
11/3/00 - v5
Avoid Conseq
Work Hard
Mistrust
Consequence
Consequence
Trust Develops
People Develop
Organiz Develops
On-going
Relationships
Guide
PERFORMANCE APPRAISAL
Performance appraisal: the process of
evaluating individual job performance as a
basis for making personnel decisions.
PERFORMANCE APPRAISAL
(continued)
Criteria for Legally-defensible Performance
Appraisals
1. A job analysis used to develop the performance
appraisal system.
2. The appraisal system is behavior-oriented, not traitoriented.
3. Evaluators follow specific written instructions when
conducting appraisals.
4. Evaluators review the results of appraisals with ratees.
PERFORMANCE APPRAISAL
(continued)
For Discussion: What has been your
personal experience with performance
appraisals? What improvements could have
been made?
ALTERNATIVE PERFORMANCE
APPRAISAL TECHNIQUES
•
Goal setting (management by objectives)
• Written essays
• Critical incidents
• Graphic rating scales
Behaviorally anchored rating scales
(BARS): performance rating scales divided
into increments of observable job behavior
determined through job analysis.
ALTERNATIVE PERFORMANCE
APPRAISAL TECHNIQUES
(continued)
•
•
•
Weighted check lists
Rankings / comparisons
Multi-rater appraisals
360-Degree review: a manager is evaluated by her
or his boss, peers, and subordinates.
ALTERNATIVE PERFORMANCE
APPRAISAL TECHNIQUES
(continued)
For Discussion:
1. As a top-level executive, which appraisal technique would
you use in your organization? Why?
2. As a first-line supervisor, which technique would you
prefer? Why?
3. Which technique would you like to have manager use for
appraising your job performance? Why?
Ways of Providing Training
On-the-Job
Off-the-Job
Good Training Requires
Relevancy
Utilize the Familiar to get to
Unfamiliar
Involvement & Participation
Multiple Instructional Strategies
Enthused Instructor
Productive Feedback
Agree or Disagree?
Why?
Implications for HR management
"Modern organizations are a direct
refelction of society in general."
Discouraging Sexual Harassment
 _____________________
 _____________________
 _____________________
 _____________________
Management's Responsibility
In regards to Sexual Harassment
 Provide Policy
 Provide Training
 Provide Grievance Procedure
Compare and Contrast
Affirmative Action & Diversity
Why?
"...But more often, critics say,
diversity training is ineffectual in
altering employee behavior: at its
worst, it exacerbates the very
stereotyping and divisiveness it is
meant to alleviate"