copyright © 2004 prentice hall. all rights reserved.9–1 human resources (hr) management the...

Copyright © 2004 Prentice Hall. All rights reserved. 9–1

Human Resources (HR) Management

• Human Resources (HR) Management The management function devoted to:

Recruiting– Getting the right people to apply

Selecting– Having proper, legal tests to select the right people

Training/Development– Making sure the entire workforce is proficient

Retaining– Career development, Satisfaction, Work environment

Evaluating– Ensuring that performance is monitored and attrition is functional

• Strategic Human Resource Management The linking of the human resource function with the company’s

strategies to accomplish that strategy. Paramount in today’s environment

– The employee is the majority of any SCA


The Basic HR Process

FIGURE 9–1


Job Descriptions And Recruiting Employees• Staffing

Filling a firm’s open positions (with the right people) Through the use of:

– Job Analysis– Job Descriptions– Management Input

Six Steps Job analysis Personnel planning Recruiting Interviewing Testing and selection Training and development.


Job Analysis

• Job Analysis The procedure used to determine (PJ Fit)

The duties and responsibilities of particular jobs The people (in terms of skills and experience) who should be

hired for them. The working environment

• Job Specification The human qualifications in terms of:

Traits, skills, and experiences required to accomplish a job.

• Job Description A document that identifies a particular job

Providing (at a minimum)– A brief job summary

– A list of specific responsibilities and duties of the job.


Steps in the Recruitment andSelection (staffing) Process

FIGURE 9–2


FIGURE 9–4

Job Analysis Questionnaire for Developing Job Descriptions

Source: www.hrnext.com (accessed in July 28,2001)

A form used by managers to determine the duties and functions of a job through a series of questions that employees answer.

* Just one of many assessment tools used to get at job information


Checklist 9.1Job Analysis Questions What is the job being performed?

Not the person doing the job…

What are the major duties of your position? What exactly do you do? In the position, not based on the individual…

What are the education, experience, skill, and certification and licensing requirements? For the position, not the person…

In what activities do you participate now? Day to day operations

What are the job’s responsibilities and duties?


Checklist 9.1 (cont’d)Job Analysis Questions What are the environmental and working

conditions involved? Important because they effect the compensation of the

job

What are the job’s physical/emotional/mental demands? Again, an issue of work environment…

What are the health and safety conditions?

Does the job expose you to any hazards or unusual working conditions?

What are the basic accountabilities or performance standards that typify your work?


Personnel Planning• Personnel Planning

The process of determining the organization’s future personnel needs, as well as the methods to be used to fill those needs. Succession planning Development Ladders Promotional Ladders

– Both internal and external to the organization

• Personnel charts / Position Replacement CardA card prepared for each position in a company to

show possible replacement candidates and their qualifications. Internal approaches to recruitment


Employee Recruiting

• RecruitingAttracting a pool of viable job applicants.

A immensely understated definitionWhat does it take to recruit properly?

Where to recruit? What media to use… What labor pools to address Screening potential bad hires out Information dissemination

– RJP Retaining those employees


Sources of Recruits• Current employees

What are the pros / cons? What tools do you use?

• Advertising Source is key…Why?

• The Internet Again Pros and Cons

• Employment agencies Public Private

• Contingent workers 60% of temp work is non-

clerical How does this fit?

• College recruiting Niche applicant pool Specific traits

• Executive recruiters Reserved for high level

positions

• Employee referrals One of the best sources

for new hires (Why?)

• Walk-ins People are actively

seeking…

• Recruiting for a diverse workforce 20% of the workforce Keep EEOC happy


FIGURE A9–1

Job Posting Form

Source: Source: Bureau of National Affairs, Inc., Recruiting and Selection Procedures (Washington, DC, 1988), p.35.

A job posting publicizes an open job to employees (often by literally posting it on bulletin boards and intranets) and listing its attributes, like qualifications, supervisor, working schedule, and pay rate.


Employment Applications• What is there primary purpose?

To collect job relevant information Skills, Prerequisites, Experience, Past history

To collect demographic information Find out what kind of people you are attracting? From where?

As a Screening tool To ensure that applicants are informed about basic

requirements of the job– So, that they may self-select out in necessary.

As a discriminating tool To the extent that it reflects the identity and base image

of the firm


FIGURE 0–7

Employment Application

A form that requests information such as education, work history, and hobbies from a job candidate as a means of quickly collecting verifiable historical data.

Again,

So much more than what is stated in the book


Testing for Employee Selection• First of all…

What is a Selection Test?

• Uses of Tests Job Relatedness

Reliability (repeatability of test results) Validity (measures what it purports to measure)

• Types of Tests Intelligence

(g) the highest predictor of performance (g) broken down

– Distributive– Procedural– Interpersonal

Mechanical comprehension More along the lines of specific job knowledge Technical knowledge


Testing for Employee Selection (Cont.)Personality and interests

Why would we measure this?– Because of the correlations with job performance– Especially across certain job types

Ability/achievement (current capabilities/knowledge) Again Breaking down ability (g) into

– Technical– Contextual

Aptitude (performance potential) One’s ability to excel and new skill sets

– Ability to learnManagement assessment center

Multiple, compounded work sample testing


Conducting Effective Interviews• Plan the interview

Make sure that you address what was missed in other assessment tools

• Structure the interview Ensure that the procedure is the same for every applicant

• Establish rapport Remember, you are portraying the image of the organization

• Ask effective questions Yes/no answers may not suffice; open/closed questions

• Delay your decision Don’t allow impulse and snap judgments to create errors

• Close the interview Ensure that you have answered all the applicant’s question As well as, formally ended the assessment (test) part


Structured Interviews

• Panel InterviewsWhy use panels?

Reduce biases and errors Get multiple point of view

Multiple interviewers Test-retest logic (consistency)

• Situational InterviewsMake sure the is job relatedness and validity

• Procedure orientedOrdering of questionsReaction to responses


Guidelines for Interviewees

• Prepare Know the employer

• Make a good first impression Even trained interviewers are influenced by first

impressions

• Uncover the interviewer’s needsEngage the interviewer / Gauge what they want

• Think before answeringPause, Think, Speak. (Actually Listen)

• Watch your nonverbal behaviorRemember, only a fraction of our communication is

verbal. Thank about all the other messages your sending


Other Selection Techniques• Computerized Testing

Increasingly popular Why?

• Background Investigations and Reference ChecksNothing speaks to future behavior like past behavior

• Honesty TestingOvert and hidden

Possibility of faking

• Health ExamsOverall HealthAble to perform job functions


Orienting Employees

• OrientationThe process of providing new employees with basic

information about the employer: Company policies Working hours Parking arrangements

Not even close, What else? Socialization of new hires Screening tool New employee channel Homogenizing the workforce


Training Employees

• Training ProgramThe process of providing new employees with

information they need to do their jobs satisfactorily. Reactive

• Training Program StepsNeeds analysis Instructional designValidation ImplementationEvaluation and follow-up


Checklist 9.4How to Conduct an On-the-Job (OJT) Training Program

Prepare the learner. Create interest

Gauge the learners position/efficacy

Present the operations. Once their motivated

Present the material

Do a tryout. To ensure “effectiveness”

Follow-up. To ensure “transfer”


Employee Appraisal

• Performance AppraisalA manager’s objective evaluation of the jobFeedback on an employee’s work performance.

Cardinal rule– Never mix administrative and developmental feedback

• Typical Performance Appraisal MethodA graphic rating scale that lists several job

characteristics– Made easier through the use of job description

Provides a rating scale From outstanding to unsatisfactory along with short

definitions of each rating.


Employee Appraisal Methods

• Critical Incidents MethodCompiling brief examples of good/bad performance,

and using them to support appraisal and development needs.

• Forced Distribution MethodPlacing predetermined percentages of ratees into

performance categories.

• 360-degree FeedbackCollecting performance information on an employee

from subordinates, supervisors, peers, and internal and external customers.


FIGURE 9–13

Performance Appraisal Form

Source: Gary Dessler, Human Resource Management, 9th ed. (Upper Saddle River, NJ: Prentice-Hall, 2000), p.90.


Checklist 9.5How to Conduct the Appraisal Interview

Prepare for the interview.

Be direct and specific.

Don’t get personal.

Encourage the person to talk.

Don’t tiptoe around.


Forms of Employee Compensation

• Fixed SalaryCompensation based on an agreed rate for a period

of time.

• Hourly WageCompensation based on a set hourly pay rate for

work performed.

• Financial IncentiveAny financial reward that is contingent on a worker’s

performance, such as commissions or piecework.


Employee Benefits

• Unemployment InsuranceLegally mandated insurance that is paid by state

agencies to workers who are terminated through no fault of their own; the funds come from a tax on the employer’s payroll.

• Workers’ CompensationA legally mandated benefit that pays income and

medical benefits to work-related accident victims or their dependents, regardless of fault.


Discipline and Grievances (cont’d)

• Discipline without PunishmentA multistage disciplinary technique that uses oral

reminders of the violated rule; then written reminders; followed by a paid one-day leave; and finally, if the behavior is not corrected, dismissal.

• GrievanceA complaint that an employee

lodges against an employer, usually one regarding wages, hours, or some condition of employment, such as unfair supervisory behavior.


Checklist 9.6Guidelines for Disciplining an Employee

Make sure the evidence supports the charge.

Protect the employee’s due process rights.

Warn the employee of the disciplinary consequences.

The rule allegedly violated should be “reasonably related” to the efficient and safe operation of the work environment.

Fairly and adequately investigate the matter.

Be sure there is substantial evidence of misconduct.


Checklist 9.6 (cont’d)Guidelines for Disciplining an Employee

Apply rules, orders, or penalties even-handedly.

Make sure the penalty is reasonably related to the misconduct and to the employee’s past work history.

Maintain the employee’s right to counsel.

Don’t rob your subordinate of his or her dignity.

Remember that the burden of proof is on you.

Get the facts. Don’t base your decision on hearsay or “general impression.”

Don’t act while angry.


Affirmative Action

• Affirmative ActionA legislated requirement that employers make an

extra effort to hire and promote those in a protected (women or minority) group.


Labor–Management Relations

• Norris–LaGuardia Act Guarantees each employee the right to bargain with employers

for union benefits.

• Wagner Act Outlaws unfair labor practices such as employers interfering

with, restraining, or coercing employees who are exercising their legally sanctioned rights of organizing themselves into a union.

• The Taft–Hartley Act Prohibits unfair labor practices by unions against employers (like

refusing to bargain with the employer).

• The Landrum-Griffin Act Protects union members from unfair practices perpetrated

against them by their unions.

copyright © 2004 prentice hall. all rights reserved.9–1 human resources (hr) management the...

Documents

open job

job information slide

prentice hall

job analysis questionnaire

job descriptions source

figure a91 job

brief job summary

contd job analysis questions