Basic HRM & Strategy

8/3/2019 Basic HRM & Strategy

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Copyright Houghton Mifflin Company. All rights reserved. Lecture Outline and Line Art Presentation, 111

Course: HRM390

Basic Concepts of Human

Resource Management andStrategy


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Chapter Objectives

1. Explain what human resource management involves.

2. Define the term human capitaland identify at leastfour of Pfeffers people-centered practices.

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

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

5. Explain how managers can be more effectiveinterviewers.

6. Discuss how performance appraisals can be madelegally defensible.


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Chapter Objectives (contd)

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

8. Specify the essential components of an organizationspolicies for dealing with sexual harassment, and

alcohol and drug abuse.


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Human Resource Strategy: A People-

Centered Approach

Human Resource Management (HRM)

The proactive acquisition, retention, and developmentof human resources necessary for organizationalsuccess.

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

Human Capital

All present and future workforce participants whoneed to develop to their full potential as valuableassets to organizations.


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Figure 11.1A General Model

for HumanResourceManagement


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Recruitment and Selection

Getting the right people on the bus.

Recruiting for diversity

Goal is to generate a pool of qualified applicantsthrough many different sources that aredemographically representative of the populationat large.

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


Centered Approach (contd)


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The Selection Process: An Overview

Steps in the PROCEED model

Prepare

Review Organize

Conduct

Evaluate

Exchange

Decide




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Job analysis

The process of identifying basic task and skillrequirements for a specific job by studying superiorperformers.

Job description

A concise document that outlines the roleexpectations and skill requirements for a specific job.




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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 veteranstatus.

Affirmative Action

A plan for actively seeking out, employing, anddeveloping the talents of those groups traditionallydiscriminated against in employment.




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Recruitment and Selection

Employment Selection Tests

Any procedures used in the employment decisionprocess 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, andreliable predictors of job success.


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Effective Interviewing (contd)

Structured interviews: a set of job-related questions withstandardized 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 (contd)


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Performance Appraisal

Performance Appraisal

Evaluating individual job performance as basis formaking objective personnel decisions.

Making Performance Appraisals LegallyDefensible Use job analysis to develop the appraisal system.

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

Have evaluators follow specific written instructionswhen conducting appraisals.

Have evaluators review results with the ratees.


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Performance Appraisal (contd)

Alternative Performance Appraisal Techniques

Goal setting (MBO)

Written essays

Critical incidents Graphic rating scales

Behaviorally anchored rating scales (BARS)

Rankings and comparisons

360-degree review


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Training Methods & Types

Methods:

On the Job Training

Off the Job Training

Types:

Basic Training

Advanced Training


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Contemporary Human Resource

Challenges and Problems

Discouraging Sexual Harassment

Sexual harassment: unwanted attention that createsan offensive or intimidating work environment.

Unwanted physical contact

Gestures, displays, joking, and language

It is the managers job to be aware of and to correctcases of harassment. Ignorance of such activity is not

a valid legal defense.


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Controlling Drug and Alcohol Abuse

Alcoholism: a disease in which alcohol disrupts onesnormal life.

Drug abuse costs employers $100 billion each year.

The Legal Side ofWorkplace Substance Abuse

Drug addicts and alcoholics are covered byVocational Rehabilitation Act of 1973.

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


Challenges and Problems (contd)


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Referral and Rehabilitation

How to assist an abusing employee

Dont accuse the employee; offer help after the

employee self-admits the problem. Dont play doctor.

Refer the employee to an employee assistanceprogram (EAP) or community resources for

rehabilitation.


Challenges and Problems (contd)


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Strategy

An integrated externally-oriented perception of how toachieve the organizations mission.

Strategic Planning The process of determining how to pursue the

organizations long-term goals with resourcesexpected to be available.

Strategic Management = Strategic Planning +

Implementation + Control (contd)


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Thinking Strategically

Synergy The concept that the whole is greater than the sum of

the parts.

Types of synergy

Market synergy: extending products to new markets.

Cost synergy: savings from combinations of common-base operations, resources, and facilities.

Technological synergy: the transfer and application of

technologies to new markets. Management synergy: complementary skills that

make for more effective overall management.

Basic HRM & Strategy

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