chap12 human resource

8/8/2019 Chap12 Human Resource

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Human Resource

Management

Chapter Twelve


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High Performance Work Practices

Lead to both high individual and high

organizational performance.

Improving the knowledge, skills, and abilities

of an organizations employees.

Increasing employee motivation.

Reducing loafing on the job.

Enhancing the retention of quality employeeswhile encouraging low performers to leave.


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Examples of High Performance

Work Practices

Self-directed work teams

Job rotation

High levels of skills

training Problem-solving groups

Encouragement ofinnovative and creativebehavior

Extensive employeeinvolvement and training

Implementation ofemployee suggestions

Contingent pay basedon performance

Coaching/mentoring

Info sharing

Use of employeeattitude surveys

Comprehensiveemployee recruitmentand selectionprocedures


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Human Resource Management

Process

Activities necessary for staffing the

organization and sustaining high

employee performance.


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Process

Human

Resource

Planning

Recruitment

Decruitment

Selection Competent

Employees

Orientation

PerformanceManagement

Training

Compensationand

Benefits

CareerDevelopment

Adapted, competent employees

with current skills and knowledge

High performingemployees over

the long term

External Environment



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Labor unionsan organization that

represents workers and seeks to protect

their interests through collectivebargaining

Government laws and regulations

Unemployment rate


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Human Resource Planning

1. Assessing current human resources

2. Assessing future human resource

needs3. Developing a program to meet those

future needs


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Assessing Current Human

Resources

Human resource inventory Name, education, training, prior employment,

languages spoken, special capabilities, andspecialized skills

Job analysisdefines jobs and behaviorsnecessary to perform them Direct observation, filming, interviewing employees

and managers, questionnaires

Job descriptionwhat a jobholder does, how itis done, and why it is done

Job specificationminimum qualifications


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Meeting Future Human Resource

Needs

Future human resource needs are

determined by an organizations mission,

goals, and strategies

Estimate HR shortages and overstaffing

issues (number, type)


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Recruitment and Decruitment


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Recruitment

Process of locating, identifying, and

attracting capable applicants


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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 entry-

level positions with

undergrads


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Decruitment

Techniques for reducing the labor supply

within an organization


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Decruitment Options

Option Description

Firing Permanent involuntary termination

Layoffs Temporary involuntary termination; may last only a

few day or extend to yearsAttrition Not filling openings created by voluntary

resignations or normal retirements

Transfers Moving employees laterally or downward

Reducedworkweeks 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


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Selection


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Selection Process

Screening job applicants to ensure that themost appropriate candidates are hired

Reject errorsrejecting candidates who would

have performed well on the job Cost of ongoing screening, charges of

discrimination

Accept errorsaccepting candidates who

ultimately perform poorly Costs of training the employee, profits lost,

severance, subsequent recruiting and screening


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Types of Selection Devices

Application forms

Written testsaptitude, intelligence, ability,personality, and Emotional Intelligence

Performance-simulation tests Work samplingdo the job

Assessment centerssimulate real problemscandidates would encounter

Interviews Background investigations

Physical examinations


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Suggestions for Interviewing

1. Structure a fixed set of questions for all

applicants

2. Have detailed info about the job3. Ask questions that require applicants to

give details of actual job behaviors

4. Take notes during the interview5. Role play in mock scenarios


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Process

Human

Resource

Planning

Recruitment

Decruitment

Selection Competent

Employees

Orientation

PerformanceManagement

Training

Compensationand

Benefits

CareerDevelopment

Adapted, competent employees

with current skills and knowledge

High performingemployees over

the long term




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Microsoft Interview Questions

Tell me about your most intellectuallychallenging and difficult problem. Why was itdifficult? How did you work through it? Howdid it work out?

Tell me about one of the most high potentialpeople you have had the opportunity to workwith. What did you do to support that personsdevelopment?

Tell me about a time that you had to disciplinean employee. What was your approach to theconversation? What was your strategy? Whatwas the outcome?


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Orientation


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Orientation

Introduction of a new employee to his or

her job, the organization, and the culture

May be formal or informal Example of intense orientationTrilogys

Trilogy University


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Work Unit Orientation

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


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Organization Orientation

Informs the new employee about the

organizations objectives, history,

philosophy, procedures, and rules.


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Employee Training


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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


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Employee Training Methods

Traditional Training Methods On-the-job

Job rotation

Mentoring and coaching Experiential exercises

Workbooks and manuals

Technology-based Training Methods

CD-ROM, DVD, videotape Videoconference

E-learning


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Employee Performance

Management


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Performance Management System

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.


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Performance Appraisal Methods

Method Advantage Disadvantage

Written

essays

Simple to use Dependent upon the

evaluators writing skills

Graphic

rating scales

Quantitative; less time

consuming

No depth about job

behaviorsBARS Focus on specific and

measurable job behaviors

Time consuming; difficult

to develop

Multi-person

comparisons

Compares employees Unwieldy with large

numbers of employees

MBO Results-oriented Time consuming

360-degree

appraisals

Thorough Time consuming


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Compensation and Benefits


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Factors that Influence

Compensation and Benefits

Employee tenure

and performance

Kind of job

performed

Management

philosophy

Unionization

Industry

Company size

Geographical

location

Company profitability


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Skill-based Pay

A pay system that rewards employees

for the job skills they can demonstrate.


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Current Issues in Human

Resource Management


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Managing Downsizing

Open and honest communication

Inform people being let go as soon as

possible

Inform survivors about the companys new

goals, impact on their jobs, and future plans

Severance pay and benefits

Job search assistance

Support for survivors


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Managing Workforce Diversity

Recruitment

Widen recruitment net to include non-traditional

sources such as womens job networks, over-50

clubs, and ethnic newspapers. Selection

Make sure selection process does not discriminate.

Make sure applicants are comfortable with the

organizations culture.

Orientation and Training

Mentoring programs; required diversity training

chap12 human resource

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