Transcript Human Resource Management Chapter 12.ppt

Human Resource
Management
Chapter Twelve
High Performance Work Practices
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Lead to both high individual and high
organizational performance.
Improving the knowledge, skills, and abilities
of an organization’s employees.
Increasing employee motivation.
Reducing loafing on the job.
Enhancing the retention of quality employees
while encouraging low performers to leave.
Examples of High Performance
Work Practices
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Self-directed work teams
Job rotation
High levels of skills
training
Problem-solving groups
Encouragement of
innovative and creative
behavior
Extensive employee
involvement and training
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Implementation of
employee suggestions
 Contingent pay based
on performance
 Coaching/mentoring
 Info sharing
 Use of employee
attitude surveys
 Comprehensive
employee recruitment
and selection
procedures
Human Resource Management
Process
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Activities necessary for staffing the
organization and sustaining high
employee performance.
Human Resource Management
Process
External Environment
Human
Resource
Planning
Recruitment
Orientation
Training
Performance
Management
Selection
Competent
Employees
Decruitment
Compensation
and
Benefits
Adapted, competent employees
with current skills and knowledge
Career
Development
External Environment
High performing
employees over
the long term
External Environment
Labor unions—an organization that
represents workers and seeks to protect
their interests through collective
bargaining
 Government laws and regulations
 Unemployment rate
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Human Resource Planning
1.
2.
3.
Assessing current human resources
Assessing future human resource
needs
Developing a program to meet those
future needs
Assessing Current Human
Resources
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Human resource inventory
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Job analysis—defines jobs and behaviors
necessary to perform them
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Name, education, training, prior employment,
languages spoken, special capabilities, and
specialized skills
Direct observation, filming, interviewing employees
and managers, questionnaires
Job description—what a jobholder does, how it
is done, and why it is done
 Job specification—minimum qualifications
Meeting Future Human Resource
Needs
Future human resource needs are
determined by an organization’s mission,
goals, and strategies
 Estimate HR shortages and overstaffing
issues (number, type)
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Recruitment and Decruitment
Recruitment
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Process of locating, identifying, and
attracting capable applicants
Sources of Potential Job Candidates
Source
Advantages
Disadvantages
Internet
Reaches large number of
people; can get immediate
feedback
Generates many
unqualified candidates
Employee
referrals
Can generate strong
candidates b/c a referral
reflects on the
recommender
May not increase diversity
and mix of employees
Company
website
Wide distribution; can be
targeted to specific groups
Generates many
unqualified candidates
College
recruiting
Large centralized body of
candidates
Might be limited to entrylevel positions with
undergrads
Decruitment
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Techniques for reducing the labor supply
within an organization
Decruitment Options
Option
Description
Firing
Permanent involuntary termination
Layoffs
Temporary involuntary termination; may last only a
few day or extend to years
Attrition
Not filling openings created by voluntary
resignations or normal retirements
Transfers
Moving employees laterally or downward
Reduced
workweeks
Having employees work fewer hours or share jobs
Early
retirements
Providing incentives to more senior employees to
have them retire before their normal retirement date
Selection
Selection Process
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Screening job applicants to ensure that the
most appropriate candidates are hired
 Reject errors—rejecting candidates who would
have performed well on the job
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Cost of ongoing screening, charges of
discrimination
Accept errors—accepting candidates who
ultimately perform poorly
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Costs of training the employee, profits lost,
severance, subsequent recruiting and screening
Types of Selection Devices
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Application forms
 Written tests—aptitude, intelligence, ability,
personality, and Emotional Intelligence
 Performance-simulation tests
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Work sampling—do the job
Assessment centers—simulate real problems
candidates would encounter
Interviews
 Background investigations
 Physical examinations
Suggestions for Interviewing
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Structure a fixed set of questions for all
applicants
Have detailed info about the job
Ask questions that require applicants to
give details of actual job behaviors
Take notes during the interview
Role play in mock scenarios
Human Resource Management
Process
External Environment
Human
Resource
Planning
Recruitment
Orientation
Training
Performance
Management
Selection
Competent
Employees
Decruitment
Compensation
and
Benefits
Adapted, competent employees
with current skills and knowledge
Career
Development
External Environment
High performing
employees over
the long term
Microsoft Interview Questions
“Tell me about your most intellectually
challenging and difficult problem. Why was it
difficult? How did you work through it? How
did it work out?”
 “Tell me about one of the most high potential
people you have had the opportunity to work
with. What did you do to support that person’s
development?”
 “Tell me about a time that you had to discipline
an employee. What was your approach to the
conversation? What was your strategy? What
was the outcome?”
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Orientation
Orientation
Introduction of a new employee to his or
her job, the organization, and the culture
 May be formal or informal
 Example of intense orientation—Trilogy’s
Trilogy University
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Work Unit Orientation
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Familiarizes the employee with the goals
of the work unit, clarifies how his/her job
contributes to the work unit, and includes
an introduction to coworkers
Organization Orientation
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Informs the new employee about the
organization’s objectives, history,
philosophy, procedures, and rules.
Employee Training
Types of Training
Type
Includes
Interpersonal skills
Leadership, coaching, communication, conflict
resolution, team building, diversity
Technical
Product training and knowledge, sales process,
information technology, job specific
Business
Finance, marketing, quality, strategic planning,
project management, sales
Mandatory
Safety, health, sexual harassment
Problem solving
Defining problems, analyzing alternatives
Personal
Career planning, time management, wellness,
personal financial planning
Employee Training Methods
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Traditional Training Methods
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On-the-job
Job rotation
Mentoring and coaching
Experiential exercises
Workbooks and manuals
Technology-based Training Methods
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CD-ROM, DVD, videotape
Videoconference
E-learning
Employee Performance
Management
Performance Management System
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A process of establishing performance
standards and evaluating performance in
order to arrive at objective human
resource decisions as well as to provide
documentation to support those
decisions.
Performance Appraisal Methods
Method
Advantage
Disadvantage
Written
essays
Simple to use
Dependent upon the
evaluator’s writing skills
Graphic
Quantitative; less time
rating scales consuming
BARS
No depth about job
behaviors
Focus on specific and
Time consuming; difficult
measurable job behaviors to develop
Multi-person Compares employees
comparisons
Unwieldy with large
numbers of employees
MBO
Results-oriented
Time consuming
360-degree
appraisals
Thorough
Time consuming
Compensation and Benefits
Factors that Influence
Compensation and Benefits
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Employee tenure
and performance
 Kind of job
performed
 Management
philosophy
 Unionization
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Industry
 Company size
 Geographical
location
 Company profitability
Skill-based Pay
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A pay system that rewards employees
for the job skills they can demonstrate.
Current Issues in Human
Resource Management
Managing Downsizing
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Open and honest communication
Inform people being let go as soon as
possible
 Inform survivors about the company’s new
goals, impact on their jobs, and future plans
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Severance pay and benefits
 Job search assistance
 Support for survivors
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Managing Workforce Diversity
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Recruitment
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Selection
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Widen recruitment net to include non-traditional
sources such as women’s job networks, over-50
clubs, and ethnic newspapers.
Make sure selection process does not discriminate.
Make sure applicants are comfortable with the
organization’s culture.
Orientation and Training
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Mentoring programs; required diversity training