powerpoint presentation by charlie cook human resources management: staffing chapter 8 copyright ©...

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook

Human Resources Human Resources Management: StaffingManagement: StaffingHuman Resources Human Resources Management: StaffingManagement: Staffing

Chapter 8Chapter 8Chapter 8Chapter 8

Copyright Copyright © © 2003 South-Western/Thomson Learning. All rights reserved.2003 South-Western/Thomson Learning. All rights reserved.

Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–2

Learning OutcomesLearning Outcomes


Learning Outcomes (cont’d)Learning Outcomes (cont’d)


The Human Resources Management ProcessThe Human Resources Management Process

Exhibit 8–1


The Legal EnvironmentThe Legal Environment

• Equal Opportunity Employment (1972)–Civil Rights Act of 1964 amended–Executive Orders–Prohibits employment discrimination on the basis

of sex, religion, race or color, or national origin.–Applies to private and public organizations that

employ 15 or more persons.–Protected classes of minorities:

• Hispanics, Asians, African-Americans, Native Americans, and Alaskan natives.

• Disabled individuals and persons over 40


Preemployment InquiresPreemployment Inquires

• To avoid asking discriminatory questions:–All questions asked applicants must be job-

related.–Any general question you ask should be asked of

all candidates.

• Bona Fide Occupational Qualification–A characteristic that an individual must posses

that is directly related to performing the essential functions of the job or is a business necessity.

• Casting only females for the leading actress’s part in a play.


Human Resources PlanningHuman Resources Planning

• Strategic Human Resources Planning–The process of staffing the organization with the

number of people and skills needed to meet its objectives.

• Job Analysis–The process of determining what a job entails and

the qualifications need to fill the position.–Job description: identifies the tasks and

responsibilities of a position–Job specification: identifies the qualifications of

the individual needed to staff the position


Attracting Employees: Recruiting SourcesAttracting Employees: Recruiting Sources

Exhibit 8–4


The Selection ProcessThe Selection Process

1. Application form.1. Application form.

2. Screening interviews.

2. Screening interviews.

3. Testing.3. Testing.

4. Background and reference checks.

4. Background and reference checks.

5. Interviewing.5. Interviewing.

6. Hiring.6. Hiring.


Types of Interviews and QuestionsTypes of Interviews and Questions

Exhibit –5

InterviewsInterviews

StructuredStructuredUnstructuredUnstructured

SemistructuredSemistructured


Interview Preparation StepsInterview Preparation Steps

Model 8–1

1. Review the job description and specifications.

1. Review the job description and specifications.

2. Plan your realistic job interview.

2. Plan your realistic job interview.

3. Plan the type of interview.3. Plan the type of interview.

4. Develop questions for all candidates.

4. Develop questions for all candidates.

5. Develop a form.5. Develop a form.

6. Develop questions for each candidate.

6. Develop questions for each candidate.


Interviewing StepsInterviewing Steps

Model 8–2

1. Open the interview.1. Open the interview.

2. Give your realistic job preview.

2. Give your realistic job preview.

3. Ask your question.3. Ask your question.

4. Introduce top candidates to coworkers.

4. Introduce top candidates to coworkers.

5. Close the interview.5. Close the interview.


Selecting the CandidateSelecting the Candidate

• Problems to Avoid–Rushing–“Like me” syndrome–Halo and horn effect–Premature selection


Developing EmployeesDeveloping Employees

• Orientation–The process of introducing employees to the

organization and their jobs.

• Orientation Programs:

Exhibit 8–6



• Training–The process of acquiring the skills necessary to

do the job.

• Development–Ongoing education to improve skills for present

and future jobs.



• Off-the-Job Training–Vestibule training develops skills in a simulated

setting.

• On-the-Job Training–Training done at the work site with the resources

the employee uses to perform the job.


Job Instructional Training StepsJob Instructional Training Steps

Model 8–3

1. Preparation of the trainee.1. Preparation of the trainee.

2. Presentation of the task.2. Presentation of the task.

3. Performance of the task by the trainee.

3. Performance of the task by the trainee.

4. Follow-up.4. Follow-up.


The Performance Appraisal ProcessThe Performance Appraisal Process

Exhibit 8–8


Performance Appraisal Measurement MethodsPerformance Appraisal Measurement Methods

Exhibit 8–9


The Evaluative Performance AppraisalThe Evaluative Performance Appraisal

Model 8–4a

1. Make an appointment.1. Make an appointment.

2. Have employee perform a self-assessment.

2. Have employee perform a self-assessment.

3. Assess performance.3. Assess performance.

4. Identify strengths and areas for improvement.

4. Identify strengths and areas for improvement.

5. Predict employee reactions and plan how to handle them.

5. Predict employee reactions and plan how to handle them.

Preparation for Preparation for the PA Stepsthe PA Steps


The Evaluative Performance Appraisal (cont’d)The Evaluative Performance Appraisal (cont’d)


2. Go over the PA form.2. Go over the PA form.

3. Agree on strengths and areas for improvement.

3. Agree on strengths and areas for improvement.


Conducting the Conducting the PA StepsPA Steps

Model 8–4b


The Evaluative Performance Appraisal (cont’d)The Evaluative Performance Appraisal (cont’d)

1. Make an appointment.1. Make an appointment.

2. Have the employee develop objectives and plans for improving performance.

2. Have the employee develop objectives and plans for improving performance.

3. Develop objectives and plans for improving employee performance.

3. Develop objectives and plans for improving employee performance.

Model 8–5a

Preparation for Preparation for the PA Stepsthe PA Steps


The Developmental Performance AppraisalThe Developmental Performance Appraisal

Model 8–5b


2. Agree on objectives.2. Agree on objectives.

3. Develop plans for meeting the objectives.

3. Develop plans for meeting the objectives.

4. Make a follow-up appointment.4. Make a follow-up appointment.


Conducting the Conducting the PA StepsPA Steps


Retaining EmployeesRetaining Employees

• Compensation–The total cost of pay and benefits to employees–Pay systems

• Wages: paid on an hourly basis.

• Salary: based on time period regardless of hours.

• Incentives: paid for performance as piece rates for production, commissions on sales, merit raises, bonuses for exceeding goals, and profit sharing.


Retaining EmployeesRetaining Employees

• Compensation–Pay determination

• Externally market valuing the job on a pay level decision.

• Job evaluation is used internally to establish the relative worth of each job to other jobs in the organization.

–Benefits• Legally required benefits (e.g., Social security)

• Optional benefits (e.g., life insurance)


Labor RelationsLabor Relations

• Labor Relations–The interactions between management and

unionized employees.

• Collective Bargaining–The negotiation process resulting in a contract

that covers compensation, hours, and working conditions and other issues both sides agree to.

• National Labor Relations Act (Wagner Act)–Oversees the labor relations process through the

National Labor Relations Board.


The Union-Organizing Process

The Union-Organizing Process

Exhibit 8–10

powerpoint presentation by charlie cook human resources management: staffing chapter 8 copyright ©...

Documents

southwesternthomson

position slide

learning outcomes contd

job description

job related

civil rights act

job analysis

realistic job interview