Chapter 11 (Lecture Outline Presentation) Human Resource Management

Chapter 11(Lecture Outline Presentation)

Human Resource Management

Copyright © Houghton Mifflin Company. All rights reserved. Lecture Outline Presentation, 11–2

Chapter Objectives

1. Explain what human resource management involves.

2. Define the term human capital and identify at least four of Pfeffer’s people-centered practices.

3. Identify and briefly explain the seven steps in the PROCEED model of employee selection.

4. Distinguish among equal employment opportunity, affirmative action, and managing diversity.

5. Explain how managers can be more effective interviewers.

6. Discuss how performance appraisals can be made legally defensible.


Chapter Objectives (cont’d)

7. Compare and contrast the ingredients of good training programs for both skill and factual learning.

8. Specify the essential components of an organization’s policies for dealing with sexual harassment, and alcohol and drug abuse.


Human Resource Strategy: A People-Centered Approach

• Human Resource Management (HRM)• The proactive acquisition, retention, and development

of human resources necessary for organizational success.

• HRM has moved from a support staff function (personnel) to a more strategic role in organizations.

• Human Capital• All present and future workforce participants who

need to develop to their full potential as valuable assets to organizations.


• People-Centered Organizations Enjoy a Competitive Advantage• People-centered practices

• Protection of job security.

• Rigorous hiring process.

• Employee empowerment.

• Compensation linked to performance.

• Comprehensive training.

• Reduction of status differences.

• Sharing of key information.

Human Resource Strategy: A People-Centered Approach (cont’d)


• Recruitment and Selection• “Getting the right people on the bus.”

• Recruiting for diversity

• Goal is to generate a pool of qualified applicants through many different sources that are demographically representative of the population at large.

• Networking appears to be the most successful job-hunting method.



• The Selection Process: An Overview• Steps in the PROCEED model

• Prepare

• Review

• Organize

• Conduct

• Evaluate

• Exchange

• Decide



• Job analysis• The process of identifying basic task and skill

requirements for a specific job by studying superior performers.

• Job description• A concise document that outlines the role

expectations and skill requirements for a specific job.



• Equal Employment Opportunity (EEO)• EEO and Title VII of the Civil Rights Act of 1964

• In virtually all aspects of employment, it is unlawful to discriminate on the basis of race, color, sex, religion, age, national origin, disability, or veteran status.

• Affirmative Action

• A plan for actively seeking out, employing, and developing the talents of those groups traditionally discriminated against in employment.



• From Affirmative Action to Managing Diversity• The objective is to develop an appreciation of

interpersonal differences and to create a dominant heterogeneous culture.

• Accommodating The Needs of People with Disabilities• Americans with Disabilities Act of 1990 (ADA)

• Requires employers to make reasonable accommodations to the needs of present and future employees with physical and mental disabilities.



• ADA Policy Guidelines for Employers• Audit the workplace to eliminate barriers and bias.

• Train all managers in ADA compliance and all employees to be sensitive to others with disabilities.

• Do not hire anyone who cannot safely perform the basic duties of a particular job with reasonable accommodation.



Recruitment and Selection

• Employment Selection Tests• Any procedures used in the employment decision

process such as

• Pencil-and-paper tests

• Unscored application forms

• Informal and formal interviews

• Performance tests

• Physical, education, or experience requirements

• Tests must be unbiased, statistically valid, and reliable predictors of job success.


Recruitment and Selection (cont’d)

• Effective Interviewing• Interviews are the most common selection tool.

• Shortcomings of unstructured interviews

• Highly susceptible to distortion and bias.

• Highly susceptible to legal attack.

• Legally indefensible if contested.

• Apparent but no real validity.

• Not totally job-related and possibly invasive of privacy.

• Highly inconsistent in application as selection tool.

• Subject to interviewer bias (e.g., cultural bias).

• No feedback about selection errors.


• Effective Interviewing (cont’d)• Structured interviews: a set of job-related questions with

standardized answers.

• Question types used in structured Interviews

• Situational

• Job knowledge

• Job sample simulation

• Worker requirements

• Behavioral Interviewing• Asking detailed questions about specific behavior in past job-

related situations.

Recruitment and Selection (cont’d)


Performance Appraisal

• Performance Appraisal• Evaluating individual job performance as basis for

making objective personnel decisions.

• Making Performance Appraisals Legally Defensible• Use job analysis to develop the appraisal system.

• Check that the appraisal system is behavior-oriented, not trait-oriented.

• Have evaluators follow specific written instructions when conducting appraisals.

• Have evaluators review results with the ratees.


Performance Appraisal (cont’d)

• Alternative Performance Appraisal Techniques• Goal setting (MBO)

• Written essays

• Critical incidents

• Graphic rating scales

• Behaviorally anchored rating scales (BARS)

• Weighted checklists

• Rankings and comparisons

• Multirater appraisals

• 360-degree review


Training

• Training Facts• 56.8 billion dollars were spent on employee training in

2001, although most of it was spent on well-educated managers and professionals.

• Remedial education and basic skills training for nonmanagement personnel is both a business necessity and a good investment for employers.

• The bulk of training is low-tech, not computer-based and e-learning over the Internet.


Training (cont’d)

• The Ingredients of a Good Training Program• Maximize similarity between the training and the job.

• Provide as much experience as possible.

• Provide a variety of examples.

• Label or identify important task features.

• Make sure general principles are understood.

• Reward trained behaviors and ideas.

• Design training content for obvious applicability.

• Use questions to guide trainee’s attention.


Training (cont’d)

• Skill Versus Factual Learning• Effective skill learning ingredients

1. Goal setting

2. Modeling

3. Practice

4. Feedback

• Effective factual learning sequence

1. Goal setting

2. Meaningful presentation of materials

3. Practice

4. Feedback


Contemporary Human Resource Challenges and Problems

• Discouraging Sexual Harassment• Sexual harassment: unwanted attention that creates

an offensive or intimidating work environment.

• Unwanted physical contact

• Gestures, displays, joking, and language

• It is the manager’s job to be aware of and to correct cases of harassment. Ignorance of such activity is not a valid legal defense.


Contemporary Human Resource Challenges and Problems (cont’d)

• Discouraging Sexual Harassment (cont’d)• What can the victim do?

• Live with it

• Fight back

• Complain to higher-ups

• Find another job

• Sue their employer


• Discouraging Sexual Harassment (cont’d)• What can the organization do?

• Garner top-management commitment to eliminate sexual harassment.

• Issue a clear sexual harassment policy statement.

• Provide appropriate awareness training.

• Establish a grievance procedure for reporting incidents of harassment.



• Controlling Drug and Alcohol Abuse• Alcoholism: a disease in which alcohol disrupts one’s

normal life.

• Drug abuse costs employers $100 billion each year.

• The Legal Side of Workplace Substance Abuse• Drug addicts and alcoholics are covered by

Vocational Rehabilitation Act of 1973.

• Employers with federal contracts exceeding $25,000 must comply with the Federal Drug-Free Workplace Act of 1988.



• Referral and Rehabilitation• How to assist an abusing employee

• Don’t accuse the employee; offer help after the employee self-admits the problem.

• Don’t “play doctor.”

• Refer the employee to an employee assistance program (EAP) or community resources for rehabilitation.


Documents

Chapter 11 (Lecture Outline Presentation) Human Resource Management