Managing Human Resources - KOCWelearning.kocw.net/KOCW/document/2016/chungang/huryeon/4.pdf · 2017-01-23 · Determining Future Employment Needs Demand for human resources (employees)

© 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.


Learning Outcomes (cont.)

• Describe strategies for retaining competent, high-performing employees.

• Discuss contemporary issues in managing human resources.



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


The Legal Environment


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


Differences in HRM Laws


• 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.


7.2 Discuss tasks

associated with

identifying and

selecting competent

employees.

Identifying and Selecting Employees


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


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.


Recruiting Applicants


Selecting Job Applicants


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.


Selection Devices: Tests


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


Closing the Deal


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.


7.3 Explain how

employees are

provided with the

needed skills and

knowledge.

Orientation


• 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


Employee Training Methods



7.4 Describe strategies

for retaining

competent, high-

performing

employees.

Retaining Competent Employees


Issues with Performance Evaluation Systems

Systems may be outdated due to:

• Downsizing

• Project teams

When An Employee’s Performance is Not Up to Par


Compensating Employees



7.5 Discuss

contemporary

issues in managing

human resources.

Managing Downsizing


Workforce Diversity


• 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.


Workforce Spirituality


Controlling HR Costs

Health Care

Pensions



Documents

Managing Human Resources - KOCWelearning.kocw.net/KOCW/document/2016/chungang/huryeon/4.pdf · 2017-01-23 · Determining Future Employment Needs Demand for human resources (employees)