ch 12
Post on 20-Oct-2014
590 views
DESCRIPTION
TRANSCRIPT
Human Resource Management
Cha
pter
12
2
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
The Strategic Role of Human Resource Management
Human Resource management has shed its old personnel image and gained recognition as a vital player in corporate strategy
HRM departments not only support the organization’s strategic objective but actively pursue an ongoing, integrated plan for furthering the organization’s performance
●Higher employee productivity●Stronger financial results●Achieve organization’s strategic goals●Key players on management team
Manager’s Challenge: UPS Buffalo, New York
3
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Human Resource Management
All managersare resource
managers
Employees areviewed as
assets
Matching process,integrating theorganization’sgoals withemployees’ needs
How a company manages its workforce may be single more important factor in sustained competitive success
4
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Current Strategic Issues
Becoming more competitive globally
Improving quality, productivity, & customer service
Managing mergers & acquisitions
Applying new information technology for e-business
Determine a company’s need for skills and employees
Experiential Exercise: Do You Want to be an HR Manager?
5
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Human Resource Management Goals
Develop an Effective Workforce
TrainingDevelopmentAppraisal
Maintain an Effective Workforce
Wage and salaryBenefitsLabor relationsTerminations
HRM planningJob analysisForecastingRecruitingSelecting
Attract an Effective Workforce
Company StrategyHRM EnvironmentLegislationTrends in societyInternational eventsChanging technology
6
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Environmental Influences on HRM
Competitive Strategy
– Building Human Capital
– Information Technology
Federal Legislation
7
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Three Ways HR Is Changing
Development of global HR strategies
IHRM
Focus on building human capital
The using of information technology
1
2
3
8
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Human Capital - IHRM
Human Capital = economic value of the knowledge, experience, skills, and capabilities of employees
IHRM = addresses the complexity that results from recruiting, selecting, developing, and maintaining a diverse workforce on a global scale
9
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Information Technology
Human resource information technology = an integrated computer system designed to provide data and information used in HR planning and decision making
Traditional HR to e-HR significantly affected every area of human resource management
Some organizations are close to a paperless HRM system – saves time, money, frees staff
10
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Federal Legislation
Discrimination = hiring or promoting of applicants based on criteria that are not job relevant
Affirmative action = policy requiring employers to take positive steps to guarantee equal employment opportunities for people within protected groups
11
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Major Federal Laws - HRM
Equal Opportunity/Discrimination Laws
Compensation/Benefits Laws
Health/Safety Laws
Exhibit 12.3
12
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
The Changing Social ContractNew Contract Old Contract
Employee
Employer
Employability, personal responsibility Partner in business improvement Learning
Job security A cog in the machine Knowing
Continuous learning, lateral careermovement, incentive compensationCreative development opportunitiesChallenging assignmentsInformation and resources
Traditional compensation package
Standard training program Routine jobs Limited information
SOURCE: Based on Louisa Wah, “The New Workplace Paradox “ Management Review, January 1998,7; and Douglas T. Hall and Jonathan B. Moss, “The New Protean Career Contract: Helping Organizations and Employees Adapt,” Organizational Dynamics, winter 1998, 22-37.
13
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
HR Issues in the New Workplace
Teams and Projects
Temporary Employees
Technology
Work-Life Balance
Downsizing
14
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
HR Issues in the New Workplace
Teams and Projects – major trend in today’s workplace With emphasis on projects, distinctions between job
categories and descriptions are collapsing Many of today’s workers straddle functional &
departmental boundaries; handle multiple tasks/responsibilities
Virtual team = made up of members who – are geographically or organizationally dispersed,
– rarely meet face to face, and
– do their work using advance information technologies.
Teams and Projects
15
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
HR Issues in the New Workplace
In opening years of the 21st century, largest employer in U.S. was a temporary employment agency, Manpower, Inc.
Temporary Employees do everything from data entry to interim CEO
Contingent workers = people who work for an organization, but not on a permanent or full-time basis, including temporary placements, contracted professionals, or leased employees
Temporary Employees
16
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
HR Issues in the New Workplace
Telecommuting and virtual teams are related trends
Telecommuting = using computers and telecommunications equipment to perform work from home or another remote location
Work anywhere - wireless Internet devices, laptops, cell phones, fax machines
Extreme telecommuting = people live nd work in countries far away from the organization’s physical location
Technology
17
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
HR Issues in the New Workplace
Telecommuting is one way organizations help employees lead more balanced lives
Flexible scheduling important in today’s workplace – 27% of workforce/flexible hours
Broad Work-Life Balance initiatives – critical retention strategy – on-site gym & childcare, paid leaves & sabbaticals
Work-Life Balance
Many European companies ahead of U.S. companies
18
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
HR Issues in the New Workplace
Downsizing = intentional, planned reduction in the size of a company’s workforce
Managers can smooth the downsizing process
– Regularly communicating with employees
– Providing them with as much information as possible
– Providing assistance to workers who will lose their jobs
– Using training and development for remaining employees
Downsizing
19
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
HR Issues in the New Workplace
HR issues present many challenges for organizations and HR managers as they work toward the three primary HR goals
● Attracting● Developing● Maintaining an effective workforce
20
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Matching Model
An employee selection approach in which the organization
and the applicant attempt to match each other’s needs,
interests, and values
Attracting an Effective Workforce
21
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Attracting an Effective Workforce
Choose RecruitingSourcesWant adsHeadhuntersInternet
Choose RecruitingSourcesWant adsHeadhuntersInternet
HR PlanningRetirementsGrowthResignations
Select theCandidateApplicationInterviewTests
Welcome NewEmployee
Employee ContributionsAbilityEducationCreativityCommitmentExpertise
Company InducementsPay and benefitsMeaningful workAdvancementTrainingChallenge
Matching Model
Match with
Company NeedsStrategic goalsCurrent & future competenciesMarket changesEmployee turnoverCorporate culture
Employee NeedsStage of careerPersonal valuesPromotion aspirationsOutside interestsFamily concerns
Match with
22
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Human Resource Planning
Forecasting of human resource needs and the projected matching of individuals with expected vacancies
● ? = New technologies emerging
● ? = Volume of business likely next 5-10 years
● ? = Turnover rate, how much is avoidable, if any
23
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Recruiting
Recruiting = activities or practices that define the desired characteristics of applicants for specific jobs
● Internal – promote-from-within policies used by many to fill high-level positions
● External = recruiting newcomers from outside has advantage of multiple sources
● E-cruiting = use of Internet - fastest-growing approach to recruiting
24
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Basic Building Blocks of HR Management
Job Analysis
Job Description
Job Specification
25
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Selecting
Selection = process of determining the skills, abilities, and other attributes a person needs to perform a particular job
Validity = relationship between an applicant’s score on a selection device and his or her future job performance
26
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Selecting
Application form - device used for collecting information about an applicant’s education, previous job experience, and other background characteristics
Research = biographical information inventories can validly predict future job success
27
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Interviewing An Applicant
Know what you want
Prepare a road map
Use open-ended questions
Do not ask irrelevant questions
Do not rush interview
Do not rely on your memory
28
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Reasons For Not Asking About Home Ownership
● Might adversely affect applicants chances at the job
● Minorities and women may be less likely to own a home
● Home ownership is probably unrelated to job performance
29
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Interview as Predictor of Success
Interview is not generally a valid predictor of job performance – has high face validity as a selection tool
Panel interviews – candidate meets with several interviewers who take turns asking questions – increases interview validity
Computer-based interviews - complement traditional interviewing information
30
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Inappropriate or Illegal Questions
Race-related questions Age Religion Gender National origin Marital/family status
Employment Applications and Interviews
31
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Testing and Assessment
Employment Test = written or computer-based test designed to measure a particular attribute such as intelligence or aptitude
Assessment Center = technique for selecting individuals with high managerial potential based on their performances on a series of simulated managerial tasks
32
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Developing an Effective Workforce
Training and development = planned effort to facilitate employees’ learning of job-related skills and behaviors $100 billion/year On-the-job training = an experienced employee
“adopts” a new employee to teach him or her how to perform job duties
Cross training
Mentoring
Following selection, next goal of HRM is to develop employees
33
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Performance Appraisal
Process of observing and evaluating an employee’s performance, recording the assessment, and providing feedback to the employee
Steps● Observing and assessing performance● Recording the assessment● Providing feedback to employee
34
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Making Performance Appraisals A Positive Force
1. The accurate assessment of performance through the development and application of assessment systems such as a rating scale
2. Training managers to effectively use the performance appraisal interview to provide feedback that reinforces good performance and motivate employee development
35
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Assessing Performance Accurately
360° Feedback Process
Performance Evaluation Errors– Stereotyping– Halo effect– BARS – Behaviorally-anchored rating scale
36
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Behaviorally Anchored Rating Scale
1 2 3 4 5
Have no plan or schedule of work and no concept of realistic due dates
Have a sound plan but neglect to keep trace of target dates or to report schedule slippages or other problems as they occur
Usually satisfy time constraints, with time and cost overruns coming up infrequently
Develop a comprehensive schedule, observe target dates, and update the status of operations relative to plans, making schedule modifications as quickly as necessary
Make a list of due dates and revise them but are frequently surprised by unforeseen events
Job: Production Line Supervisor - Work Dimension: Work Scheduling
Sources: Based on J.P. Campbell, M.D. Dunnette, R.D. Arvey, and L.V. Hellervik, “The Development and Evaluation of behaviorally Based Rating Scales,”Journal of Applied Psychology 57 (1973), 25-22; and Francine Alexander, ‘performance Appraisals,” Small Business Reports (March 2989), 20-29.
37
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Maintaining an Effective Workforce
Compensation
– Wage and Salary Systems
– Compensation Equity
– Pay for Performance
Benefits
Termination
Ethical Dilemma: A Conflict of Responsibilities
38
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Termination
Employees who are poor performers can be dismissed Employers can use exit interviews in a positive manner
Value of termination for maintaining an effective workforce is two fold