View
219
Download
1
Tags:
Embed Size (px)
Citation preview
Human Resource Human Resource ManagementManagement
Activities necessary for staffing the organization and sustaining high employee performance.
HR FunctionsHR Functions Staffing
HR Planning Recruitment Selection
Performance Management Orientation and Training Appraisal Compensation
HR PlanningHR Planning
Process by which management ensures it has the right personnel to complete the organization’s tasks.
Why? How?
Steps in HR PlanningSteps in HR Planning1. Collect Information
Job analysis Description Human resource inventory
2. Forecast HR demand Business Demand Productivity ratios Adjust for changes
3. Forecast HR supply4. Reconcile demand and supply
Productivity AnalysisProductivity Analysis
Productivity Ratio
Business Output
# of employees
Instructor 9000 200 Assistant 9000 100 Associate 9000 80 Full 9000 40
Productivity Analysis: Productivity Analysis: Adjusted for Productivity Adjusted for Productivity
ChangeChange Productivity
Ratio Business Output
# of employees
Instructor 60 9000 Assistant 120 9000 Associate 150 9000 Full 300 9000
Simple Turnover Simple Turnover AnalysisAnalysis
Current Retention Rate Projected Supply
Instructor 200 .70 Assistant 100 .75 Associate 80 .80 Full 40 .90
Legal Environment of Legal Environment of Human Resource Human Resource ManagementManagement
Labor Relations Wagner Act (1935)--NLRB
Compensation & Benefits Fair Labor Standards Act (1938) federal minimum wage, hours, child labor
Health and Safety OSHA (1970)
Equal Employment Opportunity
Title VII CRA (1991)Title VII CRA (1991)
Prohibits discrimination in any employment-related decision on the basis of race, color, religion, sex, or national origin.
Equal Employment Equal Employment OpportunityOpportunity
Sexual harassment consists of unwanted sexual attention
that creates an adverse work environment
Quid pro quo – tangible economic injury Hostile environment – offensive work
environment
Types of DiscriminationTypes of Discrimination
Disparate Treatment Individuals are treated differently
because of their membership in a protected class.
Disparate Impact Equal application of an employment
standard has an unequal effect. 4/5th rule
Four-Fifths RuleFour-Fifths Rule
A practice has adverse impact if the hiring rate of a protected class is less than four-fifths of the hiring rate of the group with the highest rate.
To determine To determine compliance:compliance:
Calculate majority group hiring rate# majority hired/# majority applied
Calculate minority group hiring rate#minority hired/#minority applied
Divide step 2 by step 1 If < .80, then Disparate Impact
Recruiting MethodsRecruiting Methods Referrals from current employees Former employees Customers Internet/e-recruitment Advertisement
Newspaper/Television Trade or professional publications Billboards
Employment Agencies Executive Recruiting Firms College Recruiting
RecruitmentRecruitment
Realistic job preview gives a candidate a picture of both
the positive and negative features of the job and the organization before he is hired
People tend to quit less frequently and be more satisfied
Selection Selection
Selection process Initial screening of job applicants
Background information, application forms, résumés, reference checks
Evaluation of remaining candidates Interviews Employment Tests
Selection: ValiditySelection: Validity Primary method of demonstrating job-
relatedness Represented by the correlation
coefficient Strength of the relationship between scores
on the predictor and job performance Symbolized as "r"; e.g., r=.30 Higher numbers indicate stronger
relationship
Selection Tool ValiditiesSelection Tool ValiditiesPREDICTOR
Amount of EducationJob TryoutBiographical InventoryReferencesCognitive Ability Tests (IQ)GPAInterview
SelectionSelection
Unstructured interview no fixed set of questions and no
systematic scoring procedure
SelectionSelection
Structured interview involves asking each applicant the
same questions and comparing their responses to a standardized set of answers
Situational – focuses on hypothetical situations
Behavioral – explore what applicants have actually done in the past
Orientation, Training, & Orientation, Training, & DevelopmentDevelopment
Orientation helping the newcomer fit smoothly
into the job and the organization designed to give employees the
information they need to be successful
Training & DevelopmentTraining & Development
Training: Teaching operational or technical employees how to do the job for which they were hired.
Development: Teaching employees the KSAs needed to do their job in the future.
Example: E-Learning Example: E-Learning
Millions of people are taking short-term, practical courses related to their careers
Advantages no transportation is needed You can follow a flexible schedule You can work at your own pace
Drawbacks?
Why do Organizations Why do Organizations Conduct Performance Conduct Performance Appraisals?Appraisals?
Appraisal Tools--***CHECK Appraisal Tools--***CHECK TEXT DESCRIPTION***TEXT DESCRIPTION***
Subjective appraisal of Employees traits Employee behaviors BARS
Objective appraisal-(MBO) based on results harder to challenge legally
Forced ranking (Curve)
Common Rater ProblemsCommon Rater Problems
Stereotyping Central Tendency Halo Effect First Impression Similar to Me Dissimilar to Me Contrast Effect
PERFORMANCE PERFORMANCE MANAGEMENTMANAGEMENT
Goal Setting
CoachingAnd feedback
Rate andEvaluate
FormalFeedbackSession
Managing Promotions, Managing Promotions, Transfers, Disciplining, & Transfers, Disciplining, & DismissalsDismissals
Promotion moving upward
Transfer moving sideways
Disciplining & Demotion moving downward
Dismissal moving out of the organization