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ninth editionninth edition
STEPHEN P. ROBBINSSTEPHEN P. ROBBINS
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama
MARY COULTERMARY COULTER
prince dudhatraprince dudhatra--97249499489724949948
Human ResourceHuman Resource
ManagementManagement
ChapterChapter
1212
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L E A R N I N G O U T L I N EL E A R N I N G O U T L I N EFollow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.
Why Human Resources Is Important:Why Human Resources Is Important:
The HRM ProcessThe HRM Process
Explain how an organizations human resources can be aExplain how an organizations human resources can be a
significant source of competitive advantage.significant source of competitive advantage. List eight activities necessary for staffing the organizationList eight activities necessary for staffing the organization
and sustaining high employee performance.and sustaining high employee performance.
Discuss the environmental factors that most directly affectDiscuss the environmental factors that most directly affect
the HRM process.the HRM process.
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L E A R N I N G O U T L I N E (contd)L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.
Human Resource Planning; Recruitment/Human Resource Planning; Recruitment/
Decruitment; Selection; Orientation; TrainingDecruitment; Selection; Orientation; Training
Contrast job analysis, job description, and jobContrast job analysis, job description, and job
specification.specification.
Discuss the major sources of potential job candidates.Discuss the major sources of potential job candidates.
Describe the different selection devices and which workDescribe the different selection devices and which work
best for different jobs.best for different jobs.
Tell what a realistic job preview is and why its important.Tell what a realistic job preview is and why its important.
Explain why orientation is so important.Explain why orientation is so important.
Describe the different types of training and how thatDescribe the different types of training and how that
training can be provided.training can be provided.
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L E A R N I N G O U T L I N E (contd)L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.
Employee Performance Management;Employee Performance Management;
Compensation/Benefits; Career DevelopmentCompensation/Benefits; Career Development
Describe the different performance appraisal methods.Describe the different performance appraisal methods.
Discuss the factors that influence employeeDiscuss the factors that influence employeecompensation and benefits.compensation and benefits.
Describe skillDescribe skill--based and variable pay systems.based and variable pay systems.
Describe career development for todays employees.Describe career development for todays employees.
Current Issues in Human Resource ManagementCurrent Issues in Human Resource Management
Explain how managers can manage downsizing.Explain how managers can manage downsizing.
Discuss how managers can manage workforce diversity.Discuss how managers can manage workforce diversity.
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L E A R N I N G O U T L I N E (contd)L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.
Current Issues in Human Resource ManagementCurrent Issues in Human Resource Management
(contd)(contd)
Explain what sexual harassment is and what managersExplain what sexual harassment is and what managers
need to know about it.need to know about it.
Describe how organizations are dealing with workDescribe how organizations are dealing with work--lifelife
balances.balances.
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The Importance of Human ResourceThe Importance of Human Resource
Management (HRM)Management (HRM)
As a necessary part of the organizing function ofAs a necessary part of the organizing function of
managementmanagement
Selecting, training, and evaluating the work forceSelecting, training, and evaluating the work force
As an important strategic toolAs an important strategic tool
HRM helps establish an organizations sustainableHRM helps establish an organizations sustainable
competitive advantage.competitive advantage.
Adds value to the firmAdds value to the firm
High performance work practices lead to both highHigh performance work practices lead to both high
individual and high organizational performance.individual and high organizational performance.
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Exhibit 12Exhibit 1211 Examples of HighExamples of High--Performance Work PracticesPerformance Work Practices
SelfSelf--managed teamsmanaged teams Decentralized decision makingDecentralized decision making
Training programs to develop knowledge, skills,Training programs to develop knowledge, skills,
and abilitiesand abilities
Flexible job assignmentsFlexible job assignments
Open communicationOpen communication
PerformancePerformance--based compensationbased compensation
Staffing based on personStaffing based on personjob and personjob and personorganization fitorganization fit
Source: Based on W. R. Evans and W. D. Davis, High-Performance WorkSystems and Organizational Performance: The Mediating Role of InternalSocial Structure, Journal of Management, October 2005, p. 760.
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The HRM ProcessThe HRM Process
Functions of the HRM ProcessFunctions of the HRM ProcessEnsuring that competent employees are identified andEnsuring that competent employees are identified and
selected.selected.
Providing employees with upProviding employees with up--toto--date knowledge anddate knowledge and
skills to do their jobs.skills to do their jobs.Ensuring that the organization retains competent andEnsuring that the organization retains competent and
highhigh--performing employees who are capable of highperforming employees who are capable of high
performance.performance.
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Exhibit 12Exhibit 1222 Human Resource Management ProcessHuman Resource Management Process
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Environmental Factors Affecting HRMEnvironmental Factors Affecting HRM
Employee Labor UnionsEmployee Labor UnionsOrganizations that represent workers and seek toOrganizations that represent workers and seek to
protect their interests through collective bargaining.protect their interests through collective bargaining.
Collective bargaining agreementCollective bargaining agreement
A contractual agreement between a firm and a unionA contractual agreement between a firm and a union
elected to represent a bargaining unit of employees of theelected to represent a bargaining unit of employees of the
firm in bargaining for wage, hours, and working conditions.firm in bargaining for wage, hours, and working conditions.
Governmental Laws and RegulationsGovernmental Laws and Regulations
Limit managerial discretion in hiring, promoting, andLimit managerial discretion in hiring, promoting, and
discharging employees.discharging employees. Affirmative Action: the requirement that organizations takeAffirmative Action: the requirement that organizations take
proactive steps to ensure the full participation of protectedproactive steps to ensure the full participation of protected
groups in its workforce.groups in its workforce.
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Exhibit 12Exhibit 1233 Major U.S. Federal Laws and Regulations Related to HRMMajor U.S. Federal Laws and Regulations Related to HRM
19631963 Equal Pay ActEqual Pay Act19641964 Civil Rights Act, Title VII (amended in 1972)Civil Rights Act, Title VII (amended in 1972)
19671967 Age Discrimination in Employment ActAge Discrimination in Employment Act
19731973 Vocational Rehabilitation ActVocational Rehabilitation Act
19741974 Privacy ActPrivacy Act
19781978 Mandatory Retirement ActMandatory Retirement Act
19861986 Immigration Reform and Control ActImmigration Reform and Control Act
19881988 Worker Adjustment and Retraining Notification ActWorker Adjustment and Retraining Notification Act
19901990 Americans with Disabilities ActAmericans with Disabilities Act
19911991 Civil Rights Act of1991Civil Rights Act of1991
19931993 Family and Medical Leave Act of1993Family and Medical Leave Act of1993
19961996 Health Insurance Portability and Accountability Act of1996Health Insurance Portability and Accountability Act of1996
20032003 Fair and Accurate Credit Transactions ActFair and Accurate Credit Transactions Act
20042004 FairPay Overtime InitiativeFairPay Overtime Initiative
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Managing Human ResourcesManaging Human Resources
Human Resource (HR) PlanningHuman Resource (HR) PlanningThe process by which managers ensure that theyThe process by which managers ensure that they
have the right number and kinds of people in the righthave the right number and kinds of people in the right
places, and at the right times, who are capable ofplaces, and at the right times, who are capable of
effectively and efficiently performing their tasks.effectively and efficiently performing their tasks.Helps avoid sudden talent shortages and surpluses.Helps avoid sudden talent shortages and surpluses.
Steps in HR planning:Steps in HR planning:
Assessing current human resourcesAssessing current human resources
Assessing future needs for human resourcesAssessing future needs for human resources
Developing a program to meet those future needsDeveloping a program to meet those future needs
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Current AssessmentCurrent Assessment
Human Resource InventoryHuman Resource InventoryA review of the current makeA review of the current make--up of the organizationsup of the organizations
current resource statuscurrent resource status
Job AnalysisJob Analysis
An assessment that defines a job and the behaviorsAn assessment that defines a job and the behaviors
necessary to perform the jobnecessary to perform the job
Knowledge, skills, and abilities (KSAs)Knowledge, skills, and abilities (KSAs)
Requires conducting interviews, engaging in directRequires conducting interviews, engaging in direct
observation, and collecting the selfobservation, and collecting the self--reports of employees andreports of employees andtheir managers.their managers.
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Current Assessment (contd)Current Assessment (contd)
Job DescriptionJob DescriptionA written statement of what the job holder does, howA written statement of what the job holder does, how
it is done, and why it is done.it is done, and why it is done.
Job SpecificationJob Specification
A written statement of the minimum qualifications thatA written statement of the minimum qualifications thata person must possess to perform a given joba person must possess to perform a given job
successfully.successfully.
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Meeting Future Human Resource NeedsMeeting Future Human Resource Needs
Supply of Employees Demand for Employees
Factors Affecting Staffing
Strategic Goals
Forecast demand for products and services
Availability of knowledge, skills, and abilities
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Recruitment and DecruitmentRecruitment and Decruitment
RecruitmentRecruitmentThe process of locating, identifying, and attractingThe process of locating, identifying, and attracting
capable applicants to an organizationcapable applicants to an organization
DecruitmentDecruitment
The process of reducing a surplus of employees inThe process of reducing a surplus of employees inthe workforce of an organizationthe workforce of an organization
EE--recruitingrecruiting
Recruitment of employees through the InternetRecruitment of employees through the Internet
Organizational web sitesOrganizational web sites Online recruitersOnline recruiters
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Exhibit 12Exhibit 1244 Major Sources of Potential Job CandidatesMajor Sources of Potential Job Candidates
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Exhibit 12Exhibit 1255 Decruitment OptionsDecruitment Options
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SelectionSelection
Selection ProcessSelection ProcessThe process of screening job applicants to ensureThe process of screening job applicants to ensure
that the most appropriate candidates are hired.that the most appropriate candidates are hired.
What is Selection?What is Selection?
An exercise in predicting which applicants, if hired,An exercise in predicting which applicants, if hired,will be (or will not be) successful in performing well onwill be (or will not be) successful in performing well on
the criteria the organization uses to evaluatethe criteria the organization uses to evaluate
performance.performance.
Selection errors:
Selection errors: Reject errors for potentially successful applicantsReject errors for potentially successful applicants
Accept errors for ultimately poor performersAccept errors for ultimately poor performers
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Exhibit 12Exhibit 1266 Selection Decision OutcomesSelection Decision Outcomes
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Validity and ReliabilityValidity and Reliability
Validity (of Prediction)Validity (of Prediction)A proven relationship between the selection deviceA proven relationship between the selection device
used and some relevant criterion for successfulused and some relevant criterion for successful
performance in an organization.performance in an organization.
High tests scores equate to high job performance; low scoresHigh tests scores equate to high job performance; low scores
to poor performance.to poor performance.
Reliability (of Prediction)Reliability (of Prediction)
The degree of consistency with which a selectionThe degree of consistency with which a selection
device measures the same thing.device measures the same thing.
Individual test scores obtained with a selection device areIndividual test scores obtained with a selection device are
consistent over multiple testing instances.consistent over multiple testing instances.
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Exhibit 12Exhibit 1277 Selection DevicesSelection Devices
Application FormsApplication Forms Written TestsWritten Tests
Performance SimulationsPerformance Simulations
InterviewsInterviews Background InvestigationsBackground Investigations
Physical examinationsPhysical examinations
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Written TestsWritten Tests
Types of TestsTypes of Tests Intelligence: how smart are you?Intelligence: how smart are you?
Aptitude: can you learn to do it?Aptitude: can you learn to do it?
Attitude: how do you feel about it?Attitude: how do you feel about it?
Ability: can you do it now?Ability: can you do it now? Interest: do you want to do it?Interest: do you want to do it?
Legal Challenges to TestsLegal Challenges to Tests
Lack of jobLack of job--relatedness of test items or interviewrelatedness of test items or interview
questions to job requirementsquestions to job requirements
Discrimination in equal employment opportunityDiscrimination in equal employment opportunity
against members of protected classesagainst members of protected classes
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Performance Simulation TestsPerformance Simulation Tests
Testing an applicants ability to perform actualTesting an applicants ability to perform actualjob behaviors, use required skills, andjob behaviors, use required skills, and
demonstrate specific knowledge of the job.demonstrate specific knowledge of the job.
Work samplingWork sampling
Requiring applicants to actually perform a task or set of tasksRequiring applicants to actually perform a task or set of tasksthat are central to successful job performance.that are central to successful job performance.
Assessment centersAssessment centers
Dedicated facilities in which job candidates undergo a seriesDedicated facilities in which job candidates undergo a series
of performance simulation tests to evaluate their managerialof performance simulation tests to evaluate their managerial
potential.potential.
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Other Selection ApproachesOther Selection Approaches
InterviewsInterviewsAlthough used almost universally, managers need toAlthough used almost universally, managers need to
approach interviews carefully.approach interviews carefully.
Background InvestigationsBackground Investigations
Verification of application dataVerification of application dataReference checks:Reference checks:
Lack validity because selfLack validity because self--selection of references ensuresselection of references ensures
only positive outcomes.only positive outcomes.
Physical ExaminationsPhysical ExaminationsUseful for physical requirements and for insuranceUseful for physical requirements and for insurance
purposes related to prepurposes related to pre--existing conditions.existing conditions.
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Exhibit 12Exhibit 1288 Suggestions for InterviewingSuggestions for Interviewing
1.1. Structure aStructure a fixed set of questionsfixed set of questions for all applicants.for all applicants.
2.2. HaveHave detailed informationdetailed information about the jobabout the job for which applicantsfor which applicants
are interviewing.are interviewing.
3.3. Minimize any prior knowledgeMinimize any prior knowledge of applicants background,of applicants background,
experience, interests, test scores, or other characteristics.experience, interests, test scores, or other characteristics.
4.4. Ask behavioral questionsAsk behavioral questions that require applicants to givethat require applicants to give
detailed accounts of actual job behaviors.detailed accounts of actual job behaviors.
5.5. Use aUse a standardized evaluation formstandardized evaluation form..
6.6. Take notesTake notes during the interview.during the interview.
7.7. Avoid short interviewsAvoid short interviews that encourage premature decisionthat encourage premature decision
making.making.
Source: Based on D.A. DeCenzo and S.P. Robbins, Human
Resource Management, 7th ed. (New York Wiley: 2002, p. 200)
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Exhibit 12Exhibit 1299 Examples of Cant Ask and Can Ask Interview QuestionsExamples of Cant Ask and Can Ask Interview Questions
for Managers*for Managers*
Cant AskCant Ask
Whats your birth date?Whats your birth date?
or How old are you?or How old are you?
Whats your maritalWhats your marital
status? or Do you planstatus? or Do you planto have a family?to have a family?
Whats your nativeWhats your native
language?language?
Have you ever beenHave you ever been
arrested?arrested?
Can AskCan Ask
Are you over 18?Are you over 18?
Would you relocate?Would you relocate?
Are you authorized toAre you authorized towork in the Unitedwork in the United
States?States?
Have you ever beenHave you ever been
convicted of [fill in theconvicted of [fill in the
blank]?blank]?The crime mustThe crime must
be reasonably related tobe reasonably related to
the performance of thethe performance of the
job.job.* Note: Managers should be aware that there are numerous
other can and cant ask questions. Be sure to always
check with your HR department for specific guidance.
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Exhibit 12Exhibit 121010 Quality of Selection Devices as PredictorsQuality of Selection Devices as Predictors
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Other Selection Approaches (contd)Other Selection Approaches (contd)
Realistic Job Preview (RJP)Realistic Job Preview (RJP)The process of relating to an applicant both theThe process of relating to an applicant both the
positive and the negative aspects of the job.positive and the negative aspects of the job.
Encourages mismatched applicants to withdraw.Encourages mismatched applicants to withdraw.
Aligns successful applicants expectations with actual jobAligns successful applicants expectations with actual job
conditions; reducing turnover.conditions; reducing turnover.
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OrientationOrientation
Transitioning a new employee into theTransitioning a new employee into theorganization.organization.
WorkWork--unit orientationunit orientation
Familiarizes new employee with workFamiliarizes new employee with work--unit goalsunit goals
Clarifies how his or her job contributes to unit goalsClarifies how his or her job contributes to unit goals
Introduces he or she to his or her coworkersIntroduces he or she to his or her coworkers
Organization orientationOrganization orientation
Informs new employee about the organizations objectives,Informs new employee about the organizations objectives,
history, philosophy, procedures, and rules.history, philosophy, procedures, and rules.
Includes a tour of the entire facilityIncludes a tour of the entire facility
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Exhibit 12Exhibit 121111 Types of TrainingTypes of Training
TypeType IncludesIncludes
GeneralGeneral Communication skills, computer systems application andCommunication skills, computer systems application and
programming, customer service, executive development,programming, customer service, executive development,
management skills and development, personal growth,management skills and development, personal growth,
sales, supervisory skills, and technological skills andsales, supervisory skills, and technological skills and
knowledgeknowledge
SpecificSpecific Basic life/work skills, creativity, customer education,Basic life/work skills, creativity, customer education,
diversity/cultural awareness, remedial writing, managingdiversity/cultural awareness, remedial writing, managing
change, leadership, product knowledge, publicchange, leadership, product knowledge, public
speaking/presentation skills, safety, ethics, sexualspeaking/presentation skills, safety, ethics, sexual
harassment, team building, wellness, and othersharassment, team building, wellness, and others
Source: Based on 2005 Industry ReportTypes of Training, Training, December 2005, p. 22.
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Exhibit 12Exhibit 121212 Employee Training MethodsEmployee Training Methods
TraditionalTraditionalTraining MethodsTraining Methods
OnOn--thethe--jobjob
Job rotationJob rotation
Mentoring and coachingMentoring and coaching
Experiential exercisesExperiential exercises
Workbooks/manualsWorkbooks/manuals
Classroom lecturesClassroom lectures
TechnologyTechnology--BasedBasedTraining MethodsTraining Methods
CDCD--ROM/DVD/videotapes/ROM/DVD/videotapes/
audiotapesaudiotapes
Videoconferencing/Videoconferencing/teleconferencing/teleconferencing/
satellite TVsatellite TV
EE--learninglearning
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Employee Performance ManagementEmployee Performance Management
Performance ManagementS
ystemPerformance ManagementS
ystemA process of establishing performance standards andA process of establishing performance standards and
appraising employee performance in order to arrive atappraising employee performance in order to arrive at
objective HR decisions and to provide documentationobjective HR decisions and to provide documentation
in support of those decisions.in support of those decisions.
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Exhibit 12Exhibit 1213 Advantages and Disadvantages of Performance Appraisal Methods13 Advantages and Disadvantages of Performance Appraisal Methods
MethodMethod AdvantageAdvantage DisadvantageDisadvantageWrittenWritten
essaysessays
Simple to useSimple to use More a measure of evaluators writingMore a measure of evaluators writing
ability than of employees actualability than of employees actual
performanceperformance
CriticalCritical
incidentsincidents
Rich examples; behaviorallyRich examples; behaviorally
basedbased
TimeTime--consuming; lack quantificationconsuming; lack quantification
GraphicGraphicrating scalesrating scales
Provide quantitative data;Provide quantitative data;less timeless time--consuming thanconsuming than
othersothers
Do not provide depth of job behaviorDo not provide depth of job behaviorassessedassessed
BARSBARS Focus on specific andFocus on specific and
measurable job behaviorsmeasurable job behaviors
TimeTime--consuming; difficult to developconsuming; difficult to develop
MultipersonMultiperson
comparisonscomparisons
Compares employees withCompares employees with
one anotherone another
Unwieldy with large number ofUnwieldy with large number of
employees; legal concernsemployees; legal concerns
MBOMBO Focuses on end goals;Focuses on end goals;
results orientedresults oriented
TimeTime--consumingconsuming
360360--degreedegree
appraisalsappraisals
ThoroughThorough TimeTime--consumingconsuming
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Compensation and BenefitsCompensation and Benefits
B
enefits of a Fair, Effective, and AppropriateB
enefits of a Fair, Effective, and AppropriateCompensation SystemCompensation System
Helps attract and retain highHelps attract and retain high--performance employeesperformance employees
Impacts on the strategic performance of the firmImpacts on the strategic performance of the firm
Types of CompensationTypes of Compensation
Base wage or salaryBase wage or salary
Wage and salary addWage and salary add--onsons
Incentive paymentsIncentive payments
SkillSkill--based paybased pay
Variable payVariable pay
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Exhibit 12Exhibit 121414 Factors That Influence Compensation and BenefitsFactors That Influence Compensation and Benefits
Sources: Based on R.I. Henderson, Compensation Management, 6th ed. (UpperSaddle River, NJ: Prentice Hall, 1994),
pp. 324; and A. Murray, Mom, Apple Pie, and Small Business, Wall Street Journal, August 15, 1994, p. A1
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Career DevelopmentCareer Development
Career DefinedCareer DefinedThe sequence of positions held by a person duringThe sequence of positions held by a person during
his or her lifetime.his or her lifetime.
The Way It WasThe Way It Was
Career DevelopmentCareer Development
Provided for information, assessment, and trainingProvided for information, assessment, and training
Helped attract and retain highly talented peopleHelped attract and retain highly talented people
NowNow
IndividualsIndividualsnot the organizationnot the organizationare responsible forare responsible for
designing, guiding, and developing their own careers.designing, guiding, and developing their own careers.
Boundaryless CareerBoundaryless Career
A career in which individuals, not organizations, define careerA career in which individuals, not organizations, define career
progression and organizational loyaltyprogression and organizational loyalty
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Exhibit 12Exhibit 121515 What College Graduates Want From JobsWhat College Graduates Want From Jobs
Top Factors for U.S.Top Factors for U.S.StudentsStudents
WorkWorklife balancelife balance
Annual base salaryAnnual base salary
Job stability and securityJob stability and security
Recognition for a job doneRecognition for a job done
wellwell
Increasingly challengingIncreasingly challenging
taskstasks
Rotational programsRotational programs
Top Factors for U.K.Top Factors for U.K.StudentsStudents
International careerInternational career
opportunitiesopportunities
Flexible working hoursFlexible working hours
Variety of assignmentsVariety of assignments
Paid overtimePaid overtime
Sources: Based on S. Shellenbarger, Avoiding the Next Enron: Todays Crop ofSoon-to-Be Grads Seeks Job Security,
Wall Street Journal Online, February 16, 2006; MBAs Eye Financial Services and Management Consulting,
HRMarketer.com, June 7, 2005; and J. Boone, Students Set Tighter Terms for Work, FinancialTimes.com, May 21, 2005.
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Exhibit 12Exhibit 121616
Some SuggestionsSome Suggestions
for a Successfulfor a Successful
Management CareerManagement Career
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Current Issues in HRMCurrent Issues in HRM
Managing DownsizingManaging DownsizingThe planned elimination of jobs in an organizationThe planned elimination of jobs in an organization
Provide open and honest communication.Provide open and honest communication.
Provide assistance to employees being downsized.Provide assistance to employees being downsized.
Reassure and counseling to surviving employees.Reassure and counseling to surviving employees.
Managing Work Force DiversityManaging Work Force Diversity
Widen the recruitment net for diversityWiden the recruitment net for diversity
Ensure selection without discriminationEnsure selection without discrimination
Provide orientation and training that is effectiveProvide orientation and training that is effective
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Current Issues in HRM (contd)Current Issues in HRM (contd)
S
exual HarassmentS
exual HarassmentAn unwanted activity of a sexual nature that affectsAn unwanted activity of a sexual nature that affects
an individuals employment.an individuals employment.
Unwanted sexual advances, requests for sexual favors, andUnwanted sexual advances, requests for sexual favors, and
other verbal or physical conduct of a sexual nature whenother verbal or physical conduct of a sexual nature when
submission or rejection of this conduct explicitly or implicitlysubmission or rejection of this conduct explicitly or implicitlyaffects an individuals employment.affects an individuals employment.
An offensive or hostile environmentAn offensive or hostile environment
An environment in which a person is affected by elements ofAn environment in which a person is affected by elements of
a sexual nature.a sexual nature.
Workplace RomancesWorkplace Romances
Potential liability for harassmentPotential liability for harassment
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Current Issues in HRM (contd)Current Issues in HRM (contd)
WorkWork--LifeB
alanceLifeB
alanceEmployees have personal lives that they dont leaveEmployees have personal lives that they dont leave
behind when they come to work.behind when they come to work.
Organizations have become more attuned to theirOrganizations have become more attuned to their
employees by offeringemployees by offering familyfamily--friendly benefitsfriendly benefits::
OnOn--site child caresite child care
Summer day campsSummer day camps
FlextimeFlextime
Job sharingJob sharing
Leave for personal mattersLeave for personal matters Flexible job hoursFlexible job hours
8/7/2019 Human Resource Management-Prince Dudhatra-9724949948
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prince dudhatra-9724949948
Current Issues in HRM (contd)Current Issues in HRM (contd)
Controlling HR CostsControlling HR CostsEmployee healthEmployee health--carecare
Encouraging healthy lifestylesEncouraging healthy lifestyles
Financial incentivesFinancial incentives
Wellness programsWellness programs
Charging employees with poor health habits more forCharging employees with poor health habits more for
benefitsbenefits
Employee pension plansEmployee pension plans
Reducing pension benefitsReducing pension benefits
No longer providing pension plansNo longer providing pension plans
8/7/2019 Human Resource Management-Prince Dudhatra-9724949948
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prince dudhatra-9724949948
Terms to KnowTerms to Know
highhigh--performance workperformance work
practicespractices
human resourcehuman resource
management processmanagement process
labor unionlabor union
affirmative actionaffirmative action
human resource planninghuman resource planning
job analysisjob analysis
job descriptionjob description
job specificationjob specification
recruitmentrecruitment
decruitmentdecruitment
selectionselection
validityvalidity
reliabilityreliability
work samplingwork sampling
assessment centersassessment centers realistic job preview (RJP)realistic job preview (RJP)
orientationorientation
performanceperformance
management systemmanagement system written essaywritten essay
critical incidentscritical incidents
graphic rating scalesgraphic rating scales
8/7/2019 Human Resource Management-Prince Dudhatra-9724949948
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prince dudhatra-9724949948
Terms to Know (contd)Terms to Know (contd)
behaviorally anchoredbehaviorally anchored
rating scales (BARS)rating scales (BARS)
multiperson comparisonsmultiperson comparisons
360 degree feedback360 degree feedback
skillskill--based paybased pay
variable payvariable pay
careercareer
downsizingdownsizing
sexual harassmentsexual harassment familyfamily--friendly benefitsfriendly benefits
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