Transcript Managing Human Resources.ppt

Managing Human Resources
After studying this chapter, you should be
able to:


Explain how the management of human
resource is both a role for the human
resource management department and all
managers.
Describe the key means by which
companies find job candidates.
After studying this chapter, you should be
able to:



Explain how companies select job
candidates.
Highlight the keys to effective socialization
and training.
Describe the common methods of managing
performance.
After studying this chapter, you should be
able to:


Discuss the various compensation and
reward systems commonly used.
Explain how various laws affect core HR
activities
 Firm’s
ability to survive and
prosper is increasingly a
function of the human
resources they have
 Managers’ career success
depends on how well they
manager their firm’s
resources
Environment
External
Internal
Organization
Strategy
Human Resource Management Activities
Planning, Job Analysis, Recruiting, Selecting,
Socializing and Training, Job Design, Performance
Appraisal, Compensation, Development
Competitive
Advantage
Adapted from Exhibit 15.1: General Framework of HRM
 Two

Getting the right people


main HRM goals
HRM activities must be
with corporate
aligned
strategy
Maximizing their performance and potential
 Failure
of either goal can influence the
success or failure of the other
 Planning



Getting the Right People
Forecasting demand
Assessing supply
Formulating fulfillment plans
 Job
analysis (assessing the job)
 Scope and depth of jobs
 Requisite skills, abilities, and
knowledge that people need to
perform their jobs successfully
 Job description
 Job specification
 Recruiting

Job posting


Internal recruiting method
Job, its pay, level, description, and qualifications are posted
or announced to current employees
Advertisements
 Employment agencies
 Employee referrals
 School placement centers
 Internet recruiting

Getting the Right People
 Selecting


valid selection technique
Interviews




Getting the Right People
Unstructured
Structured
Work sampling
Assessment centers
 Work simulation
 Written tests
 Background and
reference checks
 Physical examinations
1.
2.
3.
4.
5.
6.
7.
Plan the interview by reviewing the candidate and the job
specifications.
Establish rapport with a friendly greeting and start the interview
with a nonjob question.
Follow structured set of questions.
Avoid questions that require or solicit a simple yes or no response.
Try not to telegraph, or give cues for, the desired answer.
Make sure the candidate has plenty of time to answer—do not
monopolize the conversation.
Listen carefully and paraphrase key candidate answers to be sure
you understand what they meant to say.
Adapted from Exhibit 15.2: Tips for interviewers
8.
9.
10.
11.
Ask for specific, not general, examples of the candidate’s
experience and accomplishments.
Leave time at the end of the interview to answer questions from
the candidate.
At the close make sure the candidate knows what the next steps
are and approximate timing.
After the candidate leaves, review your notes and highlight
important points while they are fresh in your mind.
Adapted from Exhibit 15.2: Tips for interviewers





Prepare for the interview by researching the company through
articles and its own Web site.
Smile and provide a warm greeting and firm handshake if the
interviewer extends his or her hand.
Make sure that your overall appearance (hair style, clothing,
makeup, and so on) match the nature of the business and culture
of the company.
Watch your nonverbal behavior to ensure that you maintain good
eye contact and convey enthusiasm without being overly
expressive with your hands or other body movements.
Try to solicit the interviewer’s needs early in the interview.
Adapted from Exhibit 15.3: Tips for Interviewees




Early in the interview be sure to get a complete picture of the job
through questions such as “Can you tell about what has led people
to succeed in this job in the past?”
Explicitly relate yourself and capabilities to the interviewer’s
needs through statements such as, “You mentioned that one of the
keys to this position is the ability to motivate others. In my
experience at XYZ. . . .”
Take your time before answering; you do not need to begin talking
the instant the interviewer ask a question.
Conclude the interview by thanking the person for the opportunity
and expressing your interest in the company and the position.
Adapted from Exhibit 15.3: Tips for Interviewees
Maximizing Performance
Socialization and training
 Orientation






Minimize paperwork
Informal meeting with hire’s immediate supervisor
Alternate heavy and lighter information
Provide glossary of terms
Match new employees with experienced worker
On-the-job training
 Off the job training
 Training objectives

1.
2.
3.
4.
Expanded Responsibilities. This training technique expands the job
duties, assignments, and responsibilities of an individual.
Job Rotation. Also called cross-training, this practice moves
individuals to various types of jobs within the organization at the
same level or next-immediate-higher level for periods of time from
an hour or two to as long as a year.
Staff Development Meetings. Meetings are usually held offsite to
discuss facts of each individual’s job and to develop ideas for
improving job performance.
”Assistant to” Positions. Promising employees serve as staff
assistants to higher-skill level jobs for a specified period of time
(often one to three months) to become more familiar with the
higher-skilled positions in the organization.
Adapted from Exhibit 15.4: On-the-job Training Techniques
5.
6.
7.
Problem-Solving Conferences. Conferences are held to solve a
specific problem being experienced by a group or the organization
as a whole. It involves brainstorming and other creative means to
come up with solutions to the basic problems.
Mentoring. A guide or knowledgeable person higher up in the
organization helps a new employee “learn the ropes” of the
organization and provides other advice.
Special Assignments. Special tasks or responsibilities are given to
an individual for a specified period of time. The assignment may
be writing up a report, investigating the feasibility for a new
project, process, service, or product, preparing a newsletter, or
evaluating a company policy or procedure.
Adapted from Exhibit 15.4: On-the-job Training Techniques
8.
9.
10.
Company Trainers. Special programs can cover such topics as
safety, new personnel procedures, new product or services,
affirmative action, and technical programs.
Outside Consultants. Recognized experts are brought to the
company to conduct training on such topics as goal setting,
communications, assessment techniques, safety, and other
current topics of importance. They often supplement training
done by company trainers.
Consultant Advisory Reviews. Experts in specialized fields meet
with various managers and employee groups to investigate and
help solve particular problems. The emphasis is on problem
solving rather than training.
Adapted from Exhibit 15.4: On-the-job Training Techniques
11.
12.
Reading Matter. A formal program is created to circulate books,
journals, selected articles, new business material, and so on to
selected employees. An effective program also includes periodic
scheduled meetings to discuss the material.
Apprenticeship. Training is provided through working under a
journeyman or master in a craft. The apprentice works alongside
a person skilled in the craft and is taught by that person.
Apprenticeship programs also often include some classroom
work.
Source: Adapted from W. P. Anthony, D. L. Perrewé, and K. M. Kacmar, Strategic Human Resource Management (Fort
Worth, TX: Harcourt Brace Jovanovich, 1993).
Adapted from Exhibit 15.4: On-the-job Training Techniques
Understanding
correct and incorrect
behaviors
Knowledge of why
certain behaviors are
correct or incorrect
Opportunities to
practice desired
behaviors
Feedback on
performance
Opportunities to
practice and improve
Maximizing Performance
 Job


design
Job sharing
Reengineering
 Performance appraisal
 Graphic rating scales
 Behaviorally anchored rating scales
 360-degree feedback
 Effective performance feedback

Critical incidents
Employee name:
Dept.
Excellent
Good
Average
Fair
Poor
1. Quality of work
2. Quantity of work
3. Cooperation
4. Dependability
5. Initiative
6. Job knowledge
7. Attitude
Adapted from Exhibit 15.5: Graphic Rating Scale
Position:
Job dimensions:
Plans work and organizes time
carefully so as to maximize resources
and meet commitments
9
8
Even though this associate has a report
due on another project, he or she would
be well prepared for the assigned
discussion on your project
7
This associate would keep a calendar
or schedule on which deadlines and
activities are carefully noted, and which
would be consulted before making new
commitments.
Adapted from Exhibit 15.6: Behaviorally Anchored Rating Scale
Plans and organizes time and effort
primarily for large segments of a task.
Usually meets commitments, but may
overlook what are considered
secondary details.
6
As program chief, this associate would
mange arrangements for enlisting
resources for a special project
reasonably well, but would probably
omit one or two details that would have
to be handled by improvisation.
5
This associate would meet a deadline
in handing in a report, but the report
might be below usual standard if other
deadlines occur on the same day the
report is due.
4
This associate’s evaluations are likely
not to reflect abilities because of
overcommitments in other activities.
Adapted from Exhibit 15.6: Behaviorally Anchored Rating Scale
Appears to do little planning. May
perform effectively, despite what
seems to be a disorganized
approach, by concerted effort,
although deadlines may be missed.
3
This associate would plan more by
enthusiasm than by timetable and
frequently have to work late the night
before an assignment is due, although
it would not be completed on time.
2
This associate would often be late for
meetings, although others in similar
circumstances do not seem to find it
difficult to be on time.
1
This associate never makes a deadline,
even with sufficient notice.
Adapted from Exhibit 15.6: Behaviorally Anchored Rating Scale
1.
Review key work objectives,
goals, or standards against
which the employee’s
performance is measured
Review work
objectives
2.
Summarize employee’s overall
performance by reviewing
specific positive and negative
incidents
Review work
objectives
Summarize overall
performance
(critical incidents)
3.
Discuss causes of weak
performance and listen
carefully to the employee’s
explanation
Review work
objectives
Summarize overall
performance
(critical incidents)
Discuss causes of
poor performance
4.
Discuss alternative means of
improving future performance
and encourage employee input
Review work
objectives
Summarize overall
performance
(critical incidents)
Discuss causes of
poor performance
Agree on process for
future improvement
5.
Establish an agreed approach,
timetable, and review process
for future improvement
Review work
objectives
Summarize overall
performance
(critical incidents)
Discuss causes of
poor performance
Agree on process for
future improvement
Discuss alternatives
for improving
6.
Establish key objectives,
timetables, and standards for
the upcoming performance
period
Review work
objectives
Summarize overall
performance
(critical incidents)
Discuss causes of
poor performance
Agree on process for
future improvement
Objectives for next
performance period
Discuss alternatives
for improving
7.
Leave the meeting on an
encouraging and positive note
Review work
objectives
Summarize overall
performance
(critical incidents)
Discuss causes of
poor performance
Agree on process for
future improvement
End with
encouragement
Objectives for next
performance period
Discuss alternatives
for improving
 Compensation

Pay






Pay structure
Broad band system
At-risk system
Incentive plans
Benefits
Rewards and motivation
Maximizing Performance
Traditional Pay Structure
$8,000
Monthly pay
$7,000
$6,000
$5,000
$4,000
$3,000
$2,000
$1,000
Job evaluation points
Adapted from Exhibit 15.7: Traditional and Contemporary Pay Structures
Broad Band Pay Structure
$8,000
3
Monthly pay
$7,000
$6,000
2
$5,000
$4,000
$3,000
1
$2,000
$1,000
Job evaluation points
Adapted from Exhibit 15.7: Traditional and Contemporary Pay Structures
 Career






Maximizing Performance
systems and development
Career paths
Cross-functional job rotation
Promotion
Dual-career couples
Termination
Layoffs
 Labor
relations
 Affirmative
action programs
Expatriate employees
 Glass ceiling
 Bona fide occupational qualifications (BFOQ)

 Sexual
harassment
 Workforce diversity

Managing workforce diversity
 Globalization
Enforcement
Agency
Court System
Act
Thirteenth
Amendment
Requirements
Abolished slavery
Covers
All individuals
Fourteenth
Amendment
Provides equal
protection for all
citizens and requires
due process in state
action
State actions (e.g., decisions of
governmental organizations
Court System
Civil Rights
Acts of 1866
and 1871
Grant all citizens the
right to make, perform,
modify, and terminate
contracts and enjoy all
benefits, terms, and
conditions of the
contractual relationship
Employers engaged in
interstate commerce
EEOC
Adapted from Exhibit 15.8: Major U.S. Federal Laws and Regulations Related to Human Resource Management
Enforcement
Agency
EEOC
Act
Equal Pay Act
of 1963
Requirements
Requires that men and
women performing
equal jobs receive
equal pay
Covers
Employers with 15 or more
employees working 20 or more
weeks per year, labor unions,
and employment agencies
Title VII of
CRA
Provides equal
protection for all
citizens and requires
due process in state
action
State actions (e.g., decisions of
governmental organizations
Court System
Age
Discrimination
in
Employment
Act of 1967
Prohibits discrimination
in employment against
individuals 40 years of
age or older
Employers with 15 or more
employees working 20 or more
weeks per year; labor unions;
employment agencies; federal
government
EEOC
Adapted from Exhibit 15.8: Major U.S. Federal Laws and Regulations Related to Human Resource Management
Enforcement
Agency
OFCCP
Act
Rehabilitation
Act of 1973
Requirements
Requires affirmative
action in the
employment of
individuals with
disabilities
Covers
Government agencies; federal
contractors and subcontractors
with contracts greater than
$2,500
Americans
with
Disabilities Act
Prohibits discrimination
against individuals with
disabilities of 1990
Employers with more than 15
employees
EEOC
Executive
Order 11246
Requires affirmative
action in hiring women
and minorities
Federal contractors and
subcontractors with contracts
greater than $10,000
OFCCP
Civil Rights
Act of 1991
Prohibits discrimination
(same as Title VII)
Same as Title VII, plus applies
Section 1981 to employment
discrimination cases
OFCCP
Adapted from Exhibit 15.8: Major U.S. Federal Laws and Regulations Related to Human Resource Management
Act
Family and
medical leave
Act of 1993
Requirements
Requires employers to
provide 12 weeks of
unpaid leave for family
and medical
emergencies
Covers
Employers with more than 50
employees
Enforcement
Agency
Department
of Labor
Source: Raymond A. Noe, John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright, Human Resource Management: Gaining a
Competitive Advantage (Burr Ridge, Ill.:Richard D. Irwin, 1997), p. 107. Copyright 1997. Reproduced with permission of The
McGraw-Hill Companies.
Adapted from Exhibit 15.8: Major U.S. Federal Laws and Regulations Related to Human Resource Management
22%
African-American men
29%
African-American women
58%
Asian men
65%
Asian women
60%
Hispanic men
Hispanic women
71%
8%
White men
20%
White women
0
10
20
30
40
50
60
70
80
90
100
Percentage increases by year 2000
Adapted from Exhibit 15.9: Increasing Diversity of U.S. Workforce
Developing Countries
Percentage of workers located in
developed and developing countries
Developed Countries
100
83%
80
75%
67%
60
40
33%
25%
20
0
17%
1950
1990
2025
Adapted from Exhibit 15.10: Where the Workers Are