copyright ©2009 pearson education, inc. publishing as prentice hall 13-1 5

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 13-1

5


ObjectivesObjectivesObjectivesObjectives1.An overall understanding of how appropriate human resources can be provided for the organization

2.An appreciation for the relationship among recruitment efforts, an open position, sources of human resources, and the law

3.Insights into the selection process

4.An understanding of how the training process operates

5.A concept of what performance appraisals are .


Defining Appropriate Human ResourcesDefining Appropriate Human ResourcesDefining Appropriate Human ResourcesDefining Appropriate Human ResourcesAppropriate Human Resources:

Individuals within the organization who make a valuable contribution to management system goal attainment

Productivity - result→ Contribution

Inappropriate Human Resources: organization members who do not make a valuable contribution. (ineffective)


Defining Appropriate Human ResourcesDefining Appropriate Human ResourcesDefining Appropriate Human ResourcesDefining Appropriate Human ResourcesProductivity is determined by how human resources interact

and combine to use all other management system resources.

Some factors that determine how appropriate the individual is for the organization:BackgroundAgeJob-related experienceLevel of formal education


Steps in Providing Human ResourcesSteps in Providing Human ResourcesSteps in Providing Human ResourcesSteps in Providing Human ResourcesSteps in Providing Appropriate Human Resources:1.Recruitment2.Selection3.Training4.Performance Appraisal


Steps in Providing Human ResourcesSteps in Providing Human ResourcesSteps in Providing Human ResourcesSteps in Providing Human Resources


Step 1: RecruitmentStep 1: RecruitmentStep 1: RecruitmentStep 1: RecruitmentRecruitment:

The initial attraction and screening of the supply of prospective (potential-future) human resources available to fill a position

Purpose: to narrow the large number of potential employees to a small group from which an employee will be hired

To be effective:

A.Knowing the jobB.Knowing sources of human resourcesA. Knowing the Law


Step 1: RecruitmentStep 1: RecruitmentStep 1: RecruitmentStep 1: RecruitmentA. Knowing the Job:

A thorough understanding of the position to be filled

Job Analysis: a commonly used technique to understand the position to be filled, by using information gathering. It aimed at:

Job description: the activities a job entailsJob specification: the characteristics of the individual who

should be hired for the job

Information gathering of What the workers do,How, & Why


Step 1: RecruitmentStep 1: RecruitmentStep 1: RecruitmentStep 1: Recruitment


Step 1: RecruitmentStep 1: RecruitmentStep 1: RecruitmentStep 1: RecruitmentB. Knowing Sources of Human Resources:The supply continually changing. Sometimes it’s much harder to find than other times.

2 Ways:

1.Sources inside the organization

2.Sources Outside the Organization


Step 1: RecruitmentStep 1: RecruitmentStep 1: RecruitmentStep 1: RecruitmentB. Knowing Sources of Human Resources (cont.):

1.Sources inside the organization

The pool of employees within the organizationAdvantages:Building employee moraleEncouraging employees to work harder (why?)Enticing (attracting) employees to stay with the organization (why?)

Human resource inventory: Consists of information about the characteristics of organization membersFocus: past performance & future potentialObjective: to keep management up to date about the possibilities for filling a position from within.



Organizations keep 3 types of records for a useful human resource inventory (from Walter S. Wikstrom article):

1.Management Inventory Card2.Position replacement Form3.Management manpower replacement chartFocused on managerial positions (can be modified for nonmanagerial)Many org.s use computerized records (more efficient & effective)Wikstrom’s human resource inventory system can serve as the foundation for succession planning in organizations (succession= coming after)

Succession Planning: is the process of outlining who will follow whom in various organizational positions (Advantages?)


Step 1: RecruitmentStep 1: RecruitmentStep 1: RecruitmentStep 1: Recruitment1. Management Inventory Card: contains an org history of a manager

and an indication of how he might be used in the future (people-centered)


Step 1: RecruitmentStep 1: RecruitmentStep 1: RecruitmentStep 1: Recruitment2. Position replacement Form: focuses on position-centered

information


Step 1: RecruitmentStep 1: RecruitmentStep 1: RecruitmentStep 1: Recruitment3. Management Manpower Replacement Chart: a composite view

of individuals that the management considers significant for human resource planning.



2.Sources outside the organization1. Competitors (What are the advantages?)2. Employment agencies (help people & org – can be public or private)3. Readers of certain publications (most wideley used)4. Educational institutions (e.g. schools)

Used when a position cannot be filled by someone currently employed by the organization


Step 1: RecruitmentStep 1: RecruitmentStep 1: RecruitmentStep 1: RecruitmentC. Knowing the LawLegislation has a major impact on modern organizational recruitment practicesManagers need to be aware of the laws that govern recruitment efforts(the book has some examples)

Affirmative Action (What is an Affirmative Action Program?)How?1.How many minority & disadvantaged are employed2.How many should be employed3.Compare step 1 vs. 2Modern management writers recommend that managers follow the guidelines of affirmative action not only because they are (1) mandate by law, but also because of (2) the characteristics of today’s labor supply.Diverse workforce → Diverse Organizations & work values


Step 2: SelectionStep 2: SelectionStep 2: SelectionStep 2: SelectionSelection: Choosing an individual to hire from all those who have

been recruited

It is dependent on the first step (dependent onrecruitment)

It is represented as a series of stages through which job applicants must pass. Each stage filters the applicants until only one employee is hired.

Tools used for selection:TestingAssessment centers


Step 2: SelectionStep 2: SelectionStep 2: SelectionStep 2: Selection


Step 2: SelectionStep 2: SelectionStep 2: SelectionStep 2: Selection[1] Testing: is examining human resources for qualities relevant to performing available jobs.Four Categories:1.Aptitude tests: measure the potential of an individual to perform a task.…2.Achievement tests: measure the level of skill or knowledge an individual possesses in a certain area. …3.Vocational interest tests: measure an individual’s interest in performing various kinds of jobs. …4.Personality tests: describe an individual’s personality dimensions in such areas as emotional maturity, subjectivity, honesty, & objectivity. …Testing Guidelines:1.Valid & reliable (How?)2.Should not be the sole (the only) determinant (Why?)3.Nondiscriminatory (How?)4.Should know it increases employee anxiety & worry


Step 2: SelectionStep 2: SelectionStep 2: SelectionStep 2: Selection[2] Assessment Centers: a program (not a place) in which participants engage in a number of individual and group exercises constructed to simulate important activities at the organizational levels to which they aspireThese exercises can include such activities as:

Participating in leadership discussionsGiving oral presentationsLeading a group in solving some assigned problem

The observer then evaluate their ability and potential in e.g. oral communication

Conflict resolutionLeadershipPersuasionProblem-solving

Assessment Center is used not only in selection, but also in training & development


Step 3: TrainingStep 3: TrainingStep 3: TrainingStep 3: TrainingTraining: is the process of developing qualities in human

resources that will enable them to be more productive and thus contribute more to organizational goal attainment

Purpose: increase employees productivity by influencing (changing) their behavior

Training’s Four-Steps Process:

1. Determining training needs

2. Designing the training program

3. Administering the training program

4. Evaluating the training program


Step 3: TrainingStep 3: TrainingStep 3: TrainingStep 3: Training


Step 3: TrainingStep 3: TrainingStep 3: TrainingStep 3: Training[1] Determining Training Needs

Training needs: the information or skill areas of an individual or group that require further development to increase the productivity

Training is a continuing activity. Even not new employees, and who already have some initial orientation and skills training, need continued training to improve their skills.

Methods to determine needed skills:Evaluate the production processGet direct feedback from employees (why?)Forecast (predict-look into) the future


Step 3: TrainingStep 3: TrainingStep 3: TrainingStep 3: Training[2] Designing the Training ProgramAssembling various types of facts & activities that will meet the established training needs


Step 3: TrainingStep 3: TrainingStep 3: TrainingStep 3: Training[3] Administrating the Training ProgramActually training the individuals selected to participate in the program

Techniques for Transmitting Information:1.Lectures2.Programed Learning

1.Lectures: a one-way communication situation in which the instructor orally presents information to a group of listeners

Most widely used technique.The instructor does most of the talking. Trainees listen and take notesAdvantages: maximum amount of info within a given time periodDisadvantages: (1)one-way, passive listeners, little or no opportunity to

clarify meanings, (2) little or no practice, reinforcement, knowledge of results, or overlearning (3) limitations on lecturer’s actual content


Step 3: TrainingStep 3: TrainingStep 3: TrainingStep 3: Training2. Programmed Learning: a technique for instructing without the

presence or intervention of human instructorSmall parts of information require related responses are presented to

trainees. Then they check their answers.Types of responses: multiple-choices, true-false, or fill in the blanksTechnology → new forms of programmed learningAdvantages: (1) computerized, (2) learn at their own pace, (3) know

immediately if right or wrong, (4) participate activelyDisadvantages: no one is present to answer a confused learner’s

question

Techniques for Developing Skills:1. On-the-Job Training2. Classroom


Step 3: TrainingStep 3: TrainingStep 3: TrainingStep 3: Training1. On-the-Job Training: techniques for developing skills on the job. A

blend of job-related knowledge & experience. Include:1. Coaching: direct critiquing of how well an individual is performing a job2. Position rotation: moving an individual from job to job to enable the person

to gain an understanding of the organization as a whole3. Special project committees: a vehicles for assigning a particular task to an

individual to furnish him or her with experience in a designated area2. Classroom: a blend of job-related knowledge and experience.

Techniques for technical & interpersonal skills Include:1. Management games: small group of trainees make and then evaluate

various management decisions2. Role-playing format: acting out and then reflecting on some people-

orientated problem that must be solved in the organizationAdvantages: (1) encourage discussion & interaction, (2) climate to learn

new behavior (3) clarifies information, (4) eliciting job-related knowledge & experience


Step 3: TrainingStep 3: TrainingStep 3: TrainingStep 3: Training[4] Evaluating the Training ProgramEvaluate its effectivenessBecause a training programs is an investment [cost include (1)materials, (2)trainer time, (3)production loss], a reasonable return is essential (is important)

Why management should evaluate the training program?To determine whether it meets the needs for which it was designed

Some questions to help determine training program effectiveness:1. Has the excessive reject of products declined?2. Are deadlines being met more regularly? 3. Are labor costs per unit produced decreasing?

If yes → successfulIf no → need significant modification


Step 4: Performance Appraisal Step 4: Performance Appraisal Step 4: Performance Appraisal Step 4: Performance Appraisal Performance Appraisal ( = Performance evaluation =

Performance Review): is the process of reviewing individuals’ past productive activity, to evaluate the contribution they have made toward attaining management system objectives.

It is a continuity activity, that focuses on both existing and new members.

Main purpose: to give feedback to organization members about how they can become more productive and useful to the organization in its quest for quality.


Step 4: Performance Appraisal Step 4: Performance Appraisal Step 4: Performance Appraisal Step 4: Performance Appraisal


Step 4: Performance Appraisal Step 4: Performance Appraisal Step 4: Performance Appraisal Step 4: Performance Appraisal Why Use Performance Appraisal? (3 reasons)1.Systematic judgement to support salary increases, promotions, demotions, transfers, or termination2.Telling subordinates how they are doing and of suggesting needed changes in behavior, attitudes, skills, or job knowledge. They let subordinates know where they stand with the boss3.A useful basis for the coaching and counseling

Handling Performance Appraisals (4 Guidelines)If not handled well → ↓benefits1.Stress performance in the position and the success in attaining organizational objectives (performance & objective are inseparable)2.Emphasize how well the individual is doing the job not the evaluator’s impression (objective not subjective analysis)3.Be acceptable to both evaluator & employee (agree on the benefits for org & worker)4.Provide a base for improving individual’s productivity in the org


Step 4: Performance Appraisal Step 4: Performance Appraisal Step 4: Performance Appraisal Step 4: Performance Appraisal Potential Weaknesses of Performance Appraisals(5 weaknesses to avoid)1.Focuses employees on short-term rewards 2.Viewed as a reward-punishment situation3.Emphasizes completing paperwork rather than critiquing individual performance4.Process viewed as unfair or biased5.Negative reactions to unfavorable comments

To avoid:Look at it as an opportunity to increase the worth of the employee through constructive feedbackNot as a mean of rewarding or punishmentThrough positive or negative commentsPaperwork should be viewed only as an aid in providing this feedback not as an end itselfMake feedback tactical & objective as possible to minimize negative reaction

copyright ©2009 pearson education, inc. publishing as prentice hall 13-1 5

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