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© Pearson Education Limited 2015 7-1
Chapter7Managing Human Resources
Learning Outcomes
• Describe the key components of the human resource management process and the important influences on that process.
• Discuss the tasks associated with identifying and selecting competent employees.
• Explain how employees are provided with needed skills and knowledge.
© Pearson Education Limited 2015 7-2
Learning Outcomes (cont.)
• Describe strategies for retaining competent, high-performing employees.
• Discuss contemporary issues in managing human resources.
© Pearson Education Limited 2015 7-3
© Pearson Education Limited 2015 7-4
7.1Describe the key
components of the
human resource
management process
and the important
influences on that
process.
Human Resource Management
7-5© Pearson Education Limited 2015
The quality of an organization is to a large degree determined by the
quality of the people it employs. Staffing and HRM decisions and
actions are critical to ensuring that the organization hires and keeps
the right people. Getting that done is what human resource
management (HRM) is all about.
HRM Process and Influences
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The Legal Environment
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Affirmative Action: Trying to balance the
“shoulds and should nots”
Programs that ensure that decisions and practices enhance the employment, upgrading, and
retention of members of protected groups such as minorities and females .
To reduce employment discrimination and unfair employment practices
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Differences in HRM Laws
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• Canada-parallel to U.S. (except in Quebec)
• Mexico
• Australia
• Germany(work council, board representative)
Please refer your text book for more details on this.
© Pearson Education Limited 2015 7-10
7.2 Discuss tasks
associated with
identifying and
selecting competent
employees.
Identifying and Selecting Employees
7-11© Pearson Education Limited 2015
Every organization needs competent, talented people to do whatever work is necessary for doing what the organization is in business to do, so the first phase of the HRM process involves three tasks:
HRM Process:
1. employment planning
2. recruitment and downsizing
3. selection
Conducting Employee Assessments
© Pearson Education Limited 2015 7-12
Human resource inventory - generally lists the name, education, training, prior employment, languages spoken, capabilities, and specialized skills of each employee in the organization.
A Job analysis, a process in which workflows are analyzed and the skills
and behaviors necessary to perform jobs are identified.
A job description is a written statement that describes what a job holder
does, how it’s done, and why it’s done. It typically includes job content, job
environment, and conditions of employment.
Determining Future Employment Needs
Demand for human resources (employees) is a result of demand for the organization’s products or services.
If job openings exist, they can begin recruitment—that is, the process of locating, identifying, and attracting capable applicants. In contrast, if employment planning indicates a surplus, managers may want to reduce the labor supply and initiate downsizing or restructuring activities.
© Pearson Education Limited 2015 7-13
Recruiting Applicants
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Selecting Job Applicants
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Reliability and Validity
Reliability:
The degree to which a selection device measures the same thing consistently.
Validity:
The proven relationship between a selection device and some relevant criterion.
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Selection Devices: Tests
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An enduring criticism of written tests is that intelligence and other tested
characteristics may not necessarily be good indicators of an applicant’s job
performance.
performance-simulation tests, which are made up of actual job behaviors.
The best-known performance-simulation tests are work sampling (a
miniature replica of the job) and assessment centers (which simulate real
problems one may face on the job). The former is suited to persons applying
for routine jobs; the latter to managerial personnel.
See your Korean text book p.199
Effective Interviewing
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Closing the Deal
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To increase job satisfaction among employees and reduce turnover,
managers should consider a realistic job preview (RJP), which includes
both positive and negative information about the job and the company. For
managers, realistic job previews offer a major insight into the HRM process:
It’s just as important to retain good people as it is to hire them in the first
place.
© Pearson Education Limited 2015 7-21
7.3 Explain how
employees are
provided with the
needed skills and
knowledge.
Orientation
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• Job orientation
• Work unit orientation
• Organization orientation
An orientation process introduces new hires to the organization.
The major goals are to:
• Reduce the initial anxiety all new employees feel as they begin
a new job
• Familiarize new employees with the job, the work unit, and the
organization as a whole, and
• Facilitate the outsider–insider transition.
Providing Skills and Knowledge
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Employee Training Methods
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7.4 Describe strategies
for retaining
competent, high-
performing
employees.
Retaining Competent Employees
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Issues with Performance Evaluation Systems
Systems may be outdated due to:
• Downsizing
• Project teams
When An Employee’s Performance is Not Up to Par
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Compensating Employees
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7.5 Discuss
contemporary
issues in managing
human resources.
Managing Downsizing
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Workforce Diversity
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• Nontraditional recruitment sources
• Non-discriminatory selection
• Accommodation of diverse needs
• Diversity consciousness workshops
• Mentoring programs
Sexual Harassment
Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual’s employment, performance, or work environment.
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Workforce Spirituality
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Controlling HR Costs
Health Care
Pensions
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7-35© Pearson Education Limited 2015
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