human resources mgt lecture

8/9/2019 Human Resources Mgt Lecture

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HumanResource

Management

HumanResource

Management


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Human Resource EnvironmentHuman Resource Environment

Competitive Influences

Organizations compete with each other for available

employees.

Labour shortage gives employees more power over whatjobs they will take & under what conditions.

To retain employees, employers need to satisfy them bymeans of work achievement ,recognition , responsibility &growth.

While higher turn over is associated with low jobsatisfaction.


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Technological,Economic &

Social Influences

Automation may result in trimming

work force.Impact of the economy & rising

health care costs.

Work force diversity-more womenin the work force.


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Legal & Regulatory Influences

There should be no

discrimination on the basis ofrace, colour, language ,

nationality.

Equal opportunity Employer.

Min. wage implementation.

Safety & Health


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Labor Relation Influences

Employees believe that labour unions

can improve compensation ,w orking

conditions , job security & chances for

promotion.

Negotiation is a better mean of

addressing concerns of both

employers & employees.


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Human Resource Management

Process

Human Resource Management

Process (1) Human Resource Planning (2) Staffing

(3) Training & Development

(4) Compensation Management (5) Employee Evaluation

(6) Employee Movement & Replacement


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Human Resource PlanningHuman Resource Planning

Forecasting Human Resource Needs.

Personnel changes: New positions are created when

employees take new positions , retire , leave

voluntarily or are fired Organizational changes: Automation may reduce the

need of some skills & increase the need for other skills.

Demand & Supply analysis forecasts no. of jobsrequired to meet orgnaizational goals(demand) no. of

available employees.


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Job AnalysisJob AnalysisJob analysis:

Job description: determines the tasks, duties andresponsibilities of the job, position in hierarchy.

Job specification:

Knowledge & required skills & experience

A job analysis should be done for each job in the

organization.

Job analysis can be done by:

Observe current workers.

Questionnaires filled out by worker and managers.

Current trends are toward flexible jobs where duties are

not easily defined in advance.


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StaffingStaffingRecruitment External recruiting: managers look outside the firm for

people who have not worked at the firm before.

Managers advertise in newspapers, hold open houses,recruit at universities, and on the Internet.

External recruitment is difficult since many new jobshave specific skill needs.

InternalRecruiting:positions filled within the firm.

Internal recruiting has several benefits:

Workers know the firms culture, may not have newideas.

Managers know the candidates.

Internal advancement can motivate employees.


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Selection ToolsSelection Tools

Background

Information

Interviews References

Paper tests

Physical

Ability tests

Performance tests

SelectionSelection


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Selection ProcessSelection Process

After a pool of applicants are identified, qualificationsrelated to the job requirements are determined:

BackgroundInformation: includes education, prior

employment, college major, etc.Interview: almost all firms use one of two types:

Structured interview: managers ask each person the same

job-related questions.

Unstructured interview: held like a normal conversation.

Usually structured interviews preferred; bias is possible.

Physical Ability Test: measure strength & endurance.

Good for physically demanding jobs.


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Selection ProcessSelection Processu Paper & Pencil Tests: Either an ability and personality

test.

Ability test: assess if applicant has right skills for the job.

Personality test: seek traits relevant to job performance.

Be sure test is a good predictor of job performance.

u Performance Tests: measure job performance.

Typing speed test is one example.

Assessment Center: candidates assessed on job-related

activities over a period of a few days.

u References: outside people provide candid

information about candidate.

Can be hard to get accurate information.


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Training & DevelopmentTraining & Development

Training: teach organizational members how to perform

current jobs.

Help workers acquire skills to perform effectively.

Development:build workers skills to enable them to

take on new duties.

Training used more often at lower levels of firm,development is common with managers.

A Needs Assessment should be taken first to determinewho needs which program and what topics should bestressed.


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Types ofTrainingTypes ofTraining

TrainingTraining DevelopmentDevelopment

ApprenticeApprentice--

shipsships

OnOn--thethe--jobjob

TrainingTraining

ClassroomClassroom

InstructionInstruction

OnOn--thethe--jobjob

TrainingTraining

ClassroomClassroom

InstructionInstruction

FormalFormal

EducationEducation

VariedVaried

workwork

experiencesexperiences

NeedsNeeds

AssessmentAssessment


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Types ofTrainingTypes ofTraining

Classroom Instruction: workers acquire skills inclassroom.

Includes use of videos, role-playing, simulations. On-the-Job Training: learning occurs in the work

setting as worker does the job.

Training given by co-workers and can be done

continuously.

Apprenticeships: worker contracts with a masterworker to learn a skill.


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Types of DevelopmentTypes of Development

Varied Work Experiences: Top managers must buildexpertise in many areas.

Workers identified as possible top managers given many

different tasks.

Formal Education: tuition reimbursement is commonfor managers taking classes for MBA or similar.

Long-distance learning can also be used to reduce travel.

Whatever training and development effortsused, results must be transferred to theworkplace.


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Performance Appraisal & FeedbackPerformance Appraisal & Feedback Trait Appraisals: evaluate on traits (skills, abilities)

related to the job.

Problem: Even though a worker has the trait, they maynot use it in the job and it is hard to give feedback.

Results appraisals: whata worker accomplishes. Sales reps are usually evaluated on what they sell.

Objective appraisals:based on facts (sales figures)

Subjective appraisals:based on a managersperceptions of traits, behavior, or results.

Many rating scales used to overcome subjectiveproblems.


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Who Appraises Performance?Who Appraises Performance?

SupervisorsSupervisors

PeersPeers Customers &Customers &ClientsClients

SubordinatesSubordinatesSelfSelf

Sources ofSources of

performanceperformance

appraisalsappraisals


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Who Appraises Performance?Who Appraises Performance? Self: self appraisals can supplement manager view.

Peer appraisal: coworker provides appraisal; common inteam settings.

360Degree:provides appraisal from a variety of people

able to evaluate a manager:

Peers, customers, superiors, self.

Need to be alert to bias from some evaluators.

Effective feedback: appraisals must provide feedback:

Formal appraisals: conducted at set times of the year Provides valuable, but infrequent feedback.

Informal appraisals: manager provides frequentfeedback informally.


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Effective Feedback:Effective Feedback:

1. Be specific and focus on correctable behavior.Provide a suggested improvement.

2. Focus on problem-solving and improvement, not

criticism.

3. Express confidence in workers ability toimprove.

4. Use formal and informal feedback.

5. Treat subordinates with respect and praiseachievements.

6. Set a timetable for agreed changes.


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Pay and BenefitsPay and Benefits

Pay level: how the firms pay incentives compare toother firms in the industry.

Managers can decide to offer low or high relative

wages.

Pay Structure: clusters jobs into categories based on

importance, skills, and other issues.

Benefits: Some are required (social security, workerscomp).

Others (health insurance, day care, and others) are

provided at the employers option.

Cafeteria-style plan: employee can choose the best mix

of benefits for them. Can be hard to manage.


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Employee Movement &

ReplacementPromotion

Demotion

Voluntary severance

Termination

human resources mgt lecture

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