6 Chapter Managing Human Resources Copyright ©2011 Pearson Education

6Chapter

Managing Human Resources

Copyright ©2011 Pearson Education

6-2

Learning Objectives

• Describe the key components of the HRM process and what influences it

• Discuss the tasks associated with identifying and selecting competent employees

• Explain how employees are provided with needed skills and knowledge

• Describe strategies for retaining competent, high-performing employees

• Discuss contemporary issues in managing human resources


6-3

What Is the Human ResourceManagement Process?• Human Resource Management (HRM)– The management function concerned with

getting, training, motivating, and keeping competent employees


6-4Copyright ©2011 Pearson Education

6-5

What Is the Legal Environment of HRM?• Since the mid-1960s, the federal government

in the United States has greatly expanded its influence over HRM by enacting a number of laws and regulations including:

• Affirmative Action Programs– Programs that ensure that decisions and practices

enhance the employment, upgrading, and retention of members of protected groups



6-7

Are HRM Laws the Same Globally?

HRM laws aren’t the same globally. For example, German laws provide for worker representation in management decisions through

• Work Councils– Groups of nominated or elected employees who

must be consulted when management makes decisions involving personnel

• Board Representatives– Employees who sit on a company’s board of

directors and represent the interest of employeesCopyright ©2011 Pearson Education

6-8

What Is Employment Planning?• Employment Planning– The process by which managers ensure they have

the right numbers and kinds of people in the right places at the right timewho are capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives.

• Human Resource Inventory– A report listing important information about

employees such as name, education, training, skills, languages spoken, and so forth


6-9

What Is Job Analysis?• Job Analysis– An assessment that defines jobs and the behaviors

necessary to perform them

• Job Description– A written statement that describes a job (what a jobholder does, how it is done, and why)

• Job Specification– A written statement of the minimum qualifications that a

person must possess to perform a given job successfullyIt identifies the knowledge, skills, and attitudes needed to do

the job effectively.


6-10

HOW DO ORGANIZATIONS RECRUIT EMPLOYEES?• Recruitment– Locating, identifying,

and attracting capable applicants




6-13

How Do Managers Select Job Applicants?• Selection Process– Screening job applicants to ensure that the most

appropriate candidates are hired

• 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



6-15

Pre-Employment Testing

One criticism of written tests is that they may measure characteristics which are not related to job performance. As a result, performance-simulation tests are gaining popularity

• Performance-Simulation Tests– Selection devices based on actual job behaviors


6-16

Closing the Deal

Providing only details of positive aspects of a job may lead to satisfaction problems later.

• Realistic Job Preview (RJP)– A preview of a job that provides both positive and

negative information about the job and the company


6-17

How Are New Hires Introduced to the Organization?• Orientation– Introducing a new employee to the job and the

organization

• Employee Training– A learning experience that seeks a relatively

permanent change in employees by improving their ability to perform on the job




6-20

What Is a Performance Management System?• Performance Management System– A system that establishes performance standards

that are used to evaluate employee performance

• 360-degree appraisal– An appraisal device that seeks feedback from a

variety of sources for the person being rated



6-22

What Happens If an Employee’s Performance Is Not Up to Par?• Discipline– Actions taken by a manager to enforce an

organization’s standards and regulations

• Employee Counseling– A process designed to help employees overcome

performance-related problems


6-23

How Are Employees Compensated?• Compensation Administration– The process of determining a cost-effective pay

structure that will attract and retain employees, provide an incentive for them to work hard, and ensure that pay levels will be perceived as fair

• Skill-based Pay– A pay system that rewards employees for the job

skills they demonstrate


6-24

Compensation (cont.)

• Variable Pay– A pay system in which an individual’s

compensation is contingent on performance

• Employee Benefits– Nonfinancial rewards designed to enrich

employees’ lives



6-26

How Can Managers Manage Downsizing?• Downsizing– The planned elimination of jobs in an organization

• Layoff-Survivor Sickness– A set of attitudes, perceptions, and behaviors of

employees who survive layoffs



6-28

What Is Sexual Harassment?

• Sexual Harassment– Any unwanted action or activity of a sexual nature

that explicitly or implicitly affects an individual’s employment, performance, or work environment


6-29

What Is Workplace Spirituality?

• Workplace Spirituality– A spiritual culture where organizational values

promote a sense of purpose through meaningful work that takes place in the context of community




Career Module

Managing Your Career

6-32

Building Your Career

• Career– The sequence of work positions held by a person

during his or her lifetime

• Boundaryless Career– When an individual takes personal responsibility

for his or her own career


6-33

How Can I Have a Successful Career?• Assess Your Personal Strengths and Weaknesses– Where do your natural talents lie?

• Identify Market Opportunities– Where are tomorrow’s job opportunities?

• Take Responsibility for Managing Your Own Career• Develop Your Interpersonal Skills– Interpersonal skills, especially the ability to communicate,

top the list of almost every employer’s “must have” skills


6-34

Career Success (cont.)

• Practice Makes Perfect– If you want to excel in any field, you should expect

to have to put in a lot of deliberate practice

• Stay Up-to-Date– To keep your career on track, you need to make

learning a lifetime commitment

• Network– Create and maintaining beneficial relationships

with others in order to accomplish your goals


6-35


• Stay Visible– You increase your mobility and value in the

marketplace by keeping visible

• Seek a Mentor– Employees with mentors are likely to have

enhanced mobility and increased knowledge of the organization

• Leverage Your Competitive Advantage– Develop skills that will give you a competitive

advantage in the marketplaceCopyright ©2011 Pearson Education

6-36


• Don’t Shun Risks• It’s OK to Change Jobs– To keep your skills fresh, your income increasing,

and your job tasks interesting, it will be increasingly likely that you’ll need to change employers

• Opportunities, Preparation, and Luck = Success



Documents

6 Chapter Managing Human Resources Copyright ©2011 Pearson Education