Transcript online.uncg.edu

UNCG: PSC615
Human Resource Development (HRD)
&
Performance Management (PM)
Introduction to HRD & PM
HRD & PM
In
HISTORICAL
CULTURAL
SOCIAL
ECONOMIC
Context
Note: Go to historical timeline posted under Course
Documents in Blackboard
HRD & PM
Early Transitions
From
Personnel
to
Personnel Management (PM)
to
Human Resources (HR)
to
Human Resources Management (HRM)
HRD & PM
Human Resources Management
Early 1980s
Field of Personnel Management shifted its
emphasis as personnel departments renamed
themselves Human Resources Departments
Cosmetic
Substantive
Language
Vision
Rhetoric
Practice
Real Change
HRD & PM
Human Resources Management
Workforce
Human Resources Management
Labor
Personnel Manager
Workers
VP Personnel
Employees
Resources
VP Human Resources
EVP Human Resources
Capital
Chief HR Officer
Talent
Chief Talent Officer
HRD & PM
Human Resources Management
&
Human Resource Development
HRM/HRD
Management
Administrative
Recruitment
Selection
Compensation and Benefits
Employee Assistance
Compliance
Development
Developmental
Training
Development
Learning
Performance
Effectiveness
HRD & PM
HRM/HRD
What is human resource management?
The process of attracting, developing, and
maintaining a high quality workforce
HRD & PM
HRM/HRD
Attracting a high quality workforce
• Human resource planning
• Employee recruitment
• Employee selection
HRD & PM
HRM/HRD
Developing a high quality workforce
• Employee orientation
• Training and development
• Performance management
HRD & PM
HRD/HRM
Maintaining a high quality workforce
• Career development
• Work-life balance
• Compensation and benefits
• Retention and turnover
• Employee/labor-management relations
HRD & PM
HRM/HRD
Social Contract = Expectations in the employee-employer
relationship
Individual
Emphasis on:
● Skills
● Responsibility
● Continuous learning
● Flexibility
● Mobility
Organization
Provide:
● Career development opportunities
● Challenging work assignments
● Support
● High involvement
● Incentive compensation
The changing nature of the social contract of work
HRD & PM
HRM/HRD
Reflective Questions
How has the recent/current economic situation impacted
the social contract of work?
Has the impact been the same or different for the public/
non-profit sector as for the private/for-profit sector?
If different, how and with what results?
HRD & PM
Human Resources Management
HR Planning
Analysis of staffing needs and identification of action to fill those
needs
• Job analysis: The orderly study of job facts to determine
what is done when, where, how, why, and by whom
• Job description: Written statements of job duties and
responsibilities of a job holder
• Job specifications: Lists of qualifications – such as
education, prior experience, and skill requirements –
needed by someone hired for a given job
HRD & PM
Human Resources Management
Recruitment
A set of activities designed to attract a qualified pool of job
applicants
• External recruitment: Seeks job applicants from outside the
organization
• Internal recruitment: Seeks job applicants from inside the
organization
• Traditional recruitment: Focuses on selling the job and
organization to applicants
• Realistic job previews: Provide candidates with all pertinent
information about a job and organization
HRD & PM
Human Resources Management
Selection
Choosing an individual to hire from a pool of qualified
applicants
Steps in the application process:
1.
2.
3.
4.
5.
6.
Formal application
Interview or site visit
Testing
Reference and background checks
Physical exam
Analysis and decision
Figure 11.3 Steps in the Selection Process:
The Case of a Rejected Job Applicant
Schermerhorn, Management 10/e, Chapter 11
HRD & PM
Human Resources Management
Selection – Testing
Common employment tests are designed to identify
aspects of the following:
•
•
•
•
•
•
•
Knowledge
Skills
Intelligence
Aptitudes
Personality
Interests
Ethics
HRD & PM
Human Resources Management
Organization
Industry/Field
Discipline/Area of Practice
Technical
General
Technological
Job Specific
Operational
Growth and
Development
Strategic
Interpersonal
Knowledge
Skills
Behaviors
HRD & PM
Human Resources Management
A Few Words about Testing
Employment tests should meet the following criteria:
Reliability: Gives consistent results over repeated
measures; returns the same results time after
time
Validity: Scores demonstrate links with future job
performance
HRD & PM
Human Resources Management
New Developments in Employment Testing
● Simulations: Examination of how candidates handle
simulated work situations
● Work sampling: Evaluation of candidates while
performing actual work tasks
● Assessment centers: Use of external professional
assessment centers
HRD & PM
Human Resource Development
Developing a Quality Workforce
● Orientation: Process of familiarizing new employees
with jobs, co-workers, and organizational policies and
services
● Socialization: Process that helps new members learn
and adapt to the organizational culture
● Training and development: Provision of learning
opportunities to acquire and improve job-related skills
HRD & PM
Human Resource Development
Training and Development
On-the-job training
● Job rotation: Switching tasks to learn multiple jobs
● Coaching: Experienced person offers performance advice
to less experienced person
● Mentoring: Assigning early-career employees as
protégés to more senior ones
● Modeling: Use of personal behavior to demonstrate
performance expected of others
Off-the-job training
● Workshops, seminars, conferences, classes,
certifications, and degree programs
HRD & PM
Human Resource Development
Performance Management and Appraisal
Performance Management
Sets standards, assesses results, and plans for performance
improvements
Performance Appraisal
The process of formally evaluating performance and
providing feedback to a job holder
HRD & PM
Human Resource Development
Performance Appraisal Purposes
Evaluation: Focuses on past performance and measures
results against standards; performance is documented for
the record and for allocating rewards
Managerial role = judgmental; giving direct
evaluation
Development: Focuses on future performance; identifies
performance goals and obstacles along with possible
training and supervisory support
Managerial role = counseling; giving attention to
developmental needs
HRD & PM
CRITICAL MANAGEMENT STUDIES (CMS)
PERSPECTIVE
Critical Inquiry
Mindful Practice
Its not just about what, how, or even why
Toward Mindful HRM/HRD/PM
HRD & PM
CRITICAL MANAGEMENT STUDIES (CMS)
PERSPECTIVE
Critical Inquiry
Mindful Practice
It’s also about questioning, challenging
•Taken-for-granted and hidden assumptions
•Standard practices
•Underlying ideologies
•Interests
•Power structures and relationships
HRD & PM
SOURCES
De Bruijn, H. (2002). Managing performance in the public sector.
London: Routledge.
Gilley, J.W. and Maycunich, A. (2000). Organizational learning,
performance, and change: An introduction to strategic human resource
development. Cambridge, MA: Perseus Publishing
Grote, D. (2002). The performance appraisal question and answer book:
A survival guide for managers. San Francisco:AMACOM
Schermerhorn, J.R.,Jr. (2010). Management (10th Ed.). Hoboken, N.J.
John Wiley & Sons, Inc.