©prentice hall, 2001chapter 61 staffing and human resource management
TRANSCRIPT
©Prentice Hall, 2001 Chapter 6 1
Staffing and Human Staffing and Human Resource Resource
ManagementManagement
©Prentice Hall, 2001 Chapter 6 2
Learning OutcomesLearning Outcomes
• Describe the human resource management process
• Learn how government regulations affect human resource decisions
• Study job descriptions and job specifications
• Contrast recruitment and downsizing options
• Explain how validity and reliability impact selection
©Prentice Hall, 2001 Chapter 6 3
Learning OutcomesLearning Outcomes
• Review various selection devices • Identify various training methods• Review performance evaluation techniques• Review compensation administration and
factors that affect wage structures• Define sexual harassment, family-friendly
benefits, labor-management cooperation, workplace violence, and layoff-survivor sickness
©Prentice Hall, 2001 Chapter 6 4
Human Resource Management Human Resource Management ProcessProcess
HumanResourcePlanning
Recruitmentor Downsizing
Selectionof Employees
Orientation
Training andDevelopment
PerformanceAppraisals
Safety andHealth
Compensation and Benefits
Competent High-Performing Workers
©Prentice Hall, 2001 Chapter 6 5
The Legal The Legal Environment of HRMEnvironment of HRM
Affirmative ActionAffirmative Action
EmploymentEmployment TrainingTraining RetentionRetention
©Prentice Hall, 2001 Chapter 6 6
Human ResourceHuman ResourcePlanningPlanning
Human ResourceHuman ResourcePlanningPlanning
Making a FutureMaking a FutureAssessmentAssessment
Making a FutureMaking a FutureAssessmentAssessment
Making a CurrentMaking a CurrentAssessmentAssessment
Making a CurrentMaking a CurrentAssessmentAssessment
Designing a FutureDesigning a FutureProgramProgram
Designing a FutureDesigning a FutureProgramProgram
©Prentice Hall, 2001 Chapter 6 7
TraditionalTraditionalRecruitingRecruitingSourcesSources
InternalInternalSearchesSearches
EmployeeEmployeeReferralsReferrals
EmployeeEmployeeLeasingLeasing
TempTempServicesServices
EmploymentEmploymentAgenciesAgencies
AdvertisementsAdvertisements
SchoolSchoolPlacementPlacement
©Prentice Hall, 2001 Chapter 6 8
FiringFiringFiringFiring LayoffsLayoffsand Attritionand Attrition
LayoffsLayoffsand Attritionand Attrition
TransfersTransfersTransfersTransfers ReducedReducedWorkweeksWorkweeks
ReducedReducedWorkweeksWorkweeks
JobJobSharingSharing
JobJobSharingSharing
EarlyEarlyRetirementsRetirements
EarlyEarlyRetirementsRetirements
Downsizing OptionsDownsizing OptionsDownsizing OptionsDownsizing Options
©Prentice Hall, 2001 Chapter 6 9
RejectError
RejectError
CorrectDecisionCorrect
Decision
AcceptError
AcceptError
CorrectDecisionCorrect
Decision
Selection DecisionAcceptReject
Su
cce
ssf
ul
Un
su
cce
ssfu
l
Lat
er J
ob
Per
form
ance
Selection Decision Outcomes
©Prentice Hall, 2001 Chapter 6 10
SelectionSelectionDevicesDevices
SelectionSelectionDevicesDevices
PerformancePerformanceSimulationsSimulationsPerformancePerformanceSimulationsSimulations
WrittenWrittenTestsTests
WrittenWrittenTestsTests
©Prentice Hall, 2001 Chapter 6 11
The Effectiveness of The Effectiveness of InterviewsInterviews
• Prior knowledge about an applicant
• Attitude of the interviewer
• The order of the interview
• Negative information
• The first five minutes
• The content of the interview
• The validity of the interview
• Structured versus unstructured interviews
©Prentice Hall, 2001 Chapter 6 12
Well-MatchedWell-MatchedApplicantsApplicants
Well-MatchedWell-MatchedApplicantsApplicants
RealisticRealisticExpectationsExpectations
RealisticRealisticExpectationsExpectations
IncreasedIncreasedCommitmentCommitment
IncreasedIncreasedCommitmentCommitment
RealisticRealisticJob PreviewsJob Previews
RealisticRealisticJob PreviewsJob Previews
©Prentice Hall, 2001 Chapter 6 13
Employee OrientationEmployee Orientation
Smooth Insider-Outsider Transition
Improve Work Performance
Minimize Resignations
Smooth Insider-Outsider Transition
Improve Work Performance
Minimize Resignations
©Prentice Hall, 2001 Chapter 6 14
Employee TrainingEmployee Training
• Determine strategic goals
• Identify essential tasks
• Determine critical behaviors
• Assess deficiencies in skills,
knowledge, and abilities
©Prentice Hall, 2001 Chapter 6 15
TrainingTrainingMethodsMethodsTrainingTrainingMethodsMethods
JobJobRotationRotation
JobJobRotationRotation
SimulationSimulationExercisesExercisesSimulationSimulationExercisesExercises
ClassroomClassroomLecturesLectures
ClassroomClassroomLecturesLectures
UnderstudyUnderstudyAssignmentsAssignmentsUnderstudyUnderstudy
AssignmentsAssignments
VestibuleVestibuleTrainingTraining
VestibuleVestibuleTrainingTraining
Films Films and Videosand Videos
Films Films and Videosand Videos
©Prentice Hall, 2001 Chapter 6 16
MultipersonMultipersonGraphicGraphicRating ScalesRating Scales
CriticalCriticalIncidentsIncidents
WrittenWrittenEssayEssay
BARSBARS
Performance Appraisal Methods Performance Appraisal Methods
360-Degree360-DegreeAppraisalAppraisalMBOMBO
©Prentice Hall, 2001 Chapter 6 17
EmployeeEmployee
CounselingCounselingDisciplineDiscipline
ProblemsProblems
Performance Performance Problems on the JobProblems on the Job
©Prentice Hall, 2001 Chapter 6 18
Compensation Compensation AdministrationAdministration
• Knowledge, skills, abilities• Authority and responsibility• Nature of the business• The environment• Geographic location• Performance levels• Seniority• Compensation philosophy
©Prentice Hall, 2001 Chapter 6 19
DeterminingDetermining
BenefitsBenefitsDeterminingDetermining
Pay LevelsPay Levels
Administration of Administration of Employee Employee
CompensationCompensation
©Prentice Hall, 2001 Chapter 6 20
WorkforceWorkforceDiversityDiversity
Sexual Sexual HarassmentHarassment
CurrentCurrentHRM IssuesHRM Issues
©Prentice Hall, 2001 Chapter 6 21
Family-FriendlyFamily-FriendlyBenefitsBenefits
Unions andUnions andManagementManagement
CurrentCurrentHRM IssuesHRM Issues
©Prentice Hall, 2001 Chapter 6 22
WorkplaceWorkplaceViolenceViolence
Survivors ofSurvivors ofLayoffsLayoffs
CurrentCurrentHRM IssuesHRM Issues