Chap 12 human resource management management by robbins & coulter 9 e

ninth editionninth edition

STEPHEN P. ROBBINSSTEPHEN P. ROBBINS

© 2007 Prentice Hall, Inc. © 2007 Prentice Hall, Inc. All rights reserved.All rights reserved.

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

MARY COULTERMARY COULTER

Human Resource Human Resource ManagementManagement

ChapterChapter

1212

© 2007 Prentice Hall, Inc. All rights reserved. 12–2

L E A R N I N G O U T L I N E L E A R N I N G O U T L I N E Follow 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 organization’s human resources can be a Explain how an organization’s human resources can be a significant source of competitive advantage.significant source of competitive advantage.

• List eight activities necessary for staffing the organization List eight activities necessary for staffing the organization and sustaining high employee performance.and sustaining high employee performance.

• Discuss the environmental factors that most directly affect Discuss the environmental factors that most directly affect the HRM process.the HRM process.


L E A R N I N G O U T L I N E (cont’d) L E A R N I N G O U T L I N E (cont’d) 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 job Contrast 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 work Describe the different selection devices and which work best for different jobs.best for different jobs.

• Tell what a realistic job preview is and why it’s important.Tell what a realistic job preview is and why it’s important.

• Explain why orientation is so important.Explain why orientation is so important.

• Describe the different types of training and how that Describe the different types of training and how that training can be provided.training can be provided.



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 employee Discuss the factors that influence employee compensation and benefits.compensation and benefits.

• Describe skill-based and variable pay systems.Describe skill-based and variable pay systems.

• Describe career development for today’s employees.Describe career development for today’s 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.



Current Issues in Human Resource Management Current Issues in Human Resource Management (cont’d)(cont’d)

• Explain what sexual harassment is and what managers Explain what sexual harassment is and what managers need to know about it.need to know about it.

• Describe how organizations are dealing with work-life Describe how organizations are dealing with work-life balances.balances.


The Importance of Human Resource The Importance of Human Resource Management (HRM)Management (HRM)

• As a necessary part of the organizing function of As 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 organization’s sustainable HRM helps establish an organization’s sustainable

competitive advantage.competitive advantage.

• Adds value to the firmAdds value to the firm High performance work practices lead to both high High performance work practices lead to both high

individual and high organizational performance.individual and high organizational performance.


Exhibit 12–1Exhibit 12–1 Examples of High-Performance Work PracticesExamples of High-Performance Work Practices

• Self-managed teamsSelf-managed 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• Performance-based compensationPerformance-based compensation• Staffing based on person–job and person–Staffing based on person–job and person–

organization fitorganization fit

Source: Based on W. R. Evans and W. D. Davis, “High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure,” Journal of Management, October 2005, p. 760.


The HRM ProcessThe HRM Process

• Functions of the HRM ProcessFunctions of the HRM Process Ensuring that competent employees are identified and Ensuring that competent employees are identified and

selected.selected. Providing employees with up-to-date knowledge and Providing employees with up-to-date knowledge and

skills to do their jobs.skills to do their jobs. Ensuring that the organization retains competent and Ensuring that the organization retains competent and

high-performing employees who are capable of high high-performing employees who are capable of high performance.performance.


Exhibit 12–2Exhibit 12–2 Human Resource Management ProcessHuman Resource Management Process


Environmental Factors Affecting HRMEnvironmental Factors Affecting HRM

• Employee Labor UnionsEmployee Labor Unions Organizations that represent workers and seek to Organizations 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 union A contractual agreement between a firm and a union elected to represent a bargaining unit of employees of the elected 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, and Limit managerial discretion in hiring, promoting, and

discharging employees.discharging employees. Affirmative Action: the requirement that organizations take Affirmative Action: the requirement that organizations take

proactive steps to ensure the full participation of protected proactive steps to ensure the full participation of protected groups in its workforce.groups in its workforce.


Exhibit 12–3Exhibit 12–3 Major U.S. Federal Laws and Regulations Related to HRMMajor U.S. Federal Laws and Regulations Related to HRM

19631963 Equal Pay ActEqual Pay Act

19641964 Civil Rights Act, Title VII (amended in 1972) Civil Rights Act, Title VII (amended in 1972)

19671967 Age Discrimination in Employment Act Age Discrimination in Employment Act

19731973 Vocational Rehabilitation Act Vocational Rehabilitation Act

19741974 Privacy ActPrivacy Act

19781978 Mandatory Retirement ActMandatory Retirement Act

1986 1986 Immigration Reform and Control ActImmigration Reform and Control Act

1988 1988 Worker Adjustment and Retraining Notification Act Worker Adjustment and Retraining Notification Act

1990 1990 Americans with Disabilities ActAmericans with Disabilities Act

1991 1991 Civil Rights Act of 1991 Civil Rights Act of 1991

1993 1993 Family and Medical Leave Act of 1993Family and Medical Leave Act of 1993

1996 1996 Health Insurance Portability and Accountability Act of 1996Health Insurance Portability and Accountability Act of 1996

20032003 Fair and Accurate Credit Transactions ActFair and Accurate Credit Transactions Act

20042004 FairPay Overtime InitiativeFairPay Overtime Initiative


Managing Human ResourcesManaging Human Resources

• Human Resource (HR) PlanningHuman Resource (HR) Planning The process by which managers ensure that they The process by which managers ensure that they

have the right number and kinds of people in the right have the right number and kinds of people in the right places, and at the right times, who are capable of places, 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


Current AssessmentCurrent Assessment

• Human Resource InventoryHuman Resource Inventory A review of the current make-up of the organization’s A review of the current make-up of the organization’s

current resource statuscurrent resource status

Job AnalysisJob Analysis An assessment that defines a job and the behaviors An 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 direct Requires conducting interviews, engaging in direct observation, and collecting the self-reports of employees and observation, and collecting the self-reports of employees and their managers.their managers.


Current Assessment (cont’d)Current Assessment (cont’d)

• Job DescriptionJob Description A written statement of what the job holder does, how A 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 that A written statement of the minimum qualifications that

a person must possess to perform a given job a person must possess to perform a given job successfully.successfully.


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


Recruitment and DecruitmentRecruitment and Decruitment

• RecruitmentRecruitment The process of locating, identifying, and attracting The process of locating, identifying, and attracting

capable applicants to an organizationcapable applicants to an organization

• DecruitmentDecruitment The process of reducing a surplus of employees in The process of reducing a surplus of employees in

the workforce of an organizationthe workforce of an organization

• E-recruitingE-recruiting Recruitment of employees through the InternetRecruitment of employees through the Internet

Organizational web sitesOrganizational web sites Online recruitersOnline recruiters


Exhibit 12–4Exhibit 12–4 Major Sources of Potential Job CandidatesMajor Sources of Potential Job Candidates


Exhibit 12–5Exhibit 12–5 Decruitment OptionsDecruitment Options


SelectionSelection

• Selection ProcessSelection Process The process of screening job applicants to ensure The 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 on will be (or will not be) successful in performing well on the criteria the organization uses to evaluate the 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


Exhibit 12–6Exhibit 12–6 Selection Decision OutcomesSelection Decision Outcomes


Validity and ReliabilityValidity and Reliability

• Validity (of Prediction)Validity (of Prediction) A proven relationship between the selection device A proven relationship between the selection device

used and some relevant criterion for successful used and some relevant criterion for successful performance in an organization.performance in an organization. High tests scores equate to high job performance; low scores High 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 selection The 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 are Individual test scores obtained with a selection device are

consistent over multiple testing instances.consistent over multiple testing instances.


Exhibit 12–7Exhibit 12–7 Selection DevicesSelection Devices

• Application FormsApplication Forms• Written TestsWritten Tests• Performance SimulationsPerformance Simulations• InterviewsInterviews• Background InvestigationsBackground Investigations• Physical examinationsPhysical examinations


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 job-relatedness of test items or interview Lack of job-relatedness of test items or interview

questions to job requirementsquestions to job requirements Discrimination in equal employment opportunity Discrimination in equal employment opportunity

against members of protected classesagainst members of protected classes


Performance Simulation TestsPerformance Simulation Tests

• Testing an applicant’s ability to perform actual Testing an applicant’s ability to perform actual job behaviors, use required skills, and job 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 tasks Requiring applicants to actually perform a task or set of tasks that are central to successful job performance.that are central to successful job performance.

Assessment centersAssessment centers Dedicated facilities in which job candidates undergo a series Dedicated facilities in which job candidates undergo a series

of performance simulation tests to evaluate their managerial of performance simulation tests to evaluate their managerial potential.potential.


Other Selection ApproachesOther Selection Approaches

• InterviewsInterviews Although used almost universally, managers need to Although used almost universally, managers need to

approach interviews carefully.approach interviews carefully.

• Background InvestigationsBackground Investigations Verification of application dataVerification of application data Reference checks:Reference checks:

Lack validity because self-selection of references ensures Lack validity because self-selection of references ensures only positive outcomes.only positive outcomes.

• Physical ExaminationsPhysical Examinations Useful for physical requirements and for insurance Useful for physical requirements and for insurance

purposes related to pre-existing conditions.purposes related to pre-existing conditions.


Exhibit 12–8Exhibit 12–8 Suggestions for InterviewingSuggestions for Interviewing

1.1. Structure a Structure a fixed set of questionsfixed set of questions for all applicants. for all applicants.

2.2. Have Have detailed informationdetailed information about the jobabout the job for which applicants for 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 give that require applicants to give detailed accounts of actual job behaviors.detailed accounts of actual job behaviors.

5.5. Use a Use 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 decision that 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)


Exhibit 12–9Exhibit 12–9 Examples of “Can’t Ask and Can Ask” Interview Questions Examples of “Can’t Ask and Can Ask” Interview Questions for Managers*for Managers*

Can’t AskCan’t Ask

• What’s your birth date? What’s your birth date? or How old are you?or How old are you?

• What’s your marital What’s your marital status? or Do you plan to status? or Do you plan to have a family?have a family?

• What’s your native What’s your native language?language?

• Have you ever been Have 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 to Are you authorized to work in the United work in the United States?States?

• Have you ever been Have you ever been convicted of [fill in the convicted of [fill in the blank]?—The crime must blank]?—The crime must be reasonably related to be reasonably related to the performance of the the performance of the job.job.

* Note: Managers should be aware that there are numerous other “can and can’t ask” questions. Be sure to always check with your HR department for specific guidance.


Exhibit 12–10Exhibit 12–10 Quality of Selection Devices as PredictorsQuality of Selection Devices as Predictors


Other Selection Approaches (cont’d)Other Selection Approaches (cont’d)

• Realistic Job Preview (RJP)Realistic Job Preview (RJP) The process of relating to an applicant both the The 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 job Aligns successful applicants’ expectations with actual job

conditions; reducing turnover.conditions; reducing turnover.


OrientationOrientation

• Transitioning a new employee into the Transitioning a new employee into the organization.organization. Work-unit orientationWork-unit orientation

Familiarizes new employee with work-unit goalsFamiliarizes new employee with work-unit 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 organization’s objectives, Informs new employee about the organization’s objectives,

history, philosophy, procedures, and rules.history, philosophy, procedures, and rules.

Includes a tour of the entire facilityIncludes a tour of the entire facility


Exhibit 12–11Exhibit 12–11 Types of TrainingTypes of Training

TypeType IncludesIncludes

GeneralGeneral Communication skills, computer systems application Communication skills, computer systems application and programming, customer service, executive and programming, customer service, executive development, management skills and development, development, management skills and development, personal growth, sales, supervisory skills, and personal growth, sales, supervisory skills, and technological skills and knowledgetechnological skills and knowledge

SpecificSpecific Basic life/work skills, creativity, customer education, Basic life/work skills, creativity, customer education, diversity/cultural awareness, remedial writing, managing diversity/cultural awareness, remedial writing, managing change, leadership, product knowledge, public change, leadership, product knowledge, public speaking/presentation skills, safety, ethics, sexual speaking/presentation skills, safety, ethics, sexual harassment, team building, wellness, and others harassment, team building, wellness, and others

Source: Based on “2005 Industry Report—Types of Training,” Training, December 2005, p. 22.


Exhibit 12–12Exhibit 12–12 Employee Training MethodsEmployee Training Methods

• Traditional Traditional Training MethodsTraining Methods

On-the-jobOn-the-job

Job rotationJob rotation

Mentoring and coachingMentoring and coaching

Experiential exercisesExperiential exercises

Workbooks/manualsWorkbooks/manuals

Classroom lectures Classroom lectures

• Technology-Based Technology-Based Training MethodsTraining Methods

CD-ROM/DVD/videotapes/ CD-ROM/DVD/videotapes/ audiotapesaudiotapes

Videoconferencing/ Videoconferencing/ teleconferencing/teleconferencing/satellite TVsatellite TV

E-learningE-learning


Employee Performance ManagementEmployee Performance Management

• Performance Management SystemPerformance Management System A process of establishing performance standards and A process of establishing performance standards and

appraising employee performance in order to arrive at appraising employee performance in order to arrive at objective HR decisions and to provide documentation objective HR decisions and to provide documentation in support of those decisions.in support of those decisions.


Exhibit 12–13 Advantages and Disadvantages of Performance Appraisal MethodsExhibit 12–13 Advantages and Disadvantages of Performance Appraisal Methods

MethodMethod AdvantageAdvantage DisadvantageDisadvantage

Written Written essaysessays

Simple to useSimple to use More a measure of evaluator’s writing More a measure of evaluator’s writing ability than of employee’s actual ability than of employee’s actual performanceperformance

Critical Critical incidentsincidents

Rich examples; behaviorally Rich examples; behaviorally basedbased

Time-consuming; lack quantificationTime-consuming; lack quantification

Graphic Graphic rating scalesrating scales

Provide quantitative data; Provide quantitative data; less time-consuming than less time-consuming than othersothers

Do not provide depth of job behavior Do not provide depth of job behavior assessedassessed

BARSBARS Focus on specific and Focus on specific and measurable job behaviorsmeasurable job behaviors

Time-consuming; difficult to developTime-consuming; difficult to develop

Multiperson Multiperson comparisonscomparisons

Compares employees with Compares employees with one anotherone another

Unwieldy with large number of Unwieldy with large number of employees; legal concernsemployees; legal concerns

MBOMBO Focuses on end goals; Focuses on end goals; results orientedresults oriented

Time-consumingTime-consuming

360-degree 360-degree appraisalsappraisals

ThoroughThorough Time-consumingTime-consuming


Compensation and BenefitsCompensation and Benefits

• Benefits of a Fair, Effective, and Appropriate Benefits of a Fair, Effective, and Appropriate Compensation SystemCompensation System Helps attract and retain high-performance employeesHelps attract and retain high-performance 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 add-onsWage and salary add-ons

Incentive paymentsIncentive payments

Skill-based paySkill-based pay

Variable payVariable pay


Exhibit 12–14Exhibit 12–14 Factors That Influence Compensation and BenefitsFactors That Influence Compensation and Benefits

Sources: Based on R.I. Henderson, Compensation Management, 6th ed. (Upper Saddle River, NJ: Prentice Hall, 1994), pp. 3–24; and A. Murray, “Mom, Apple Pie, and Small Business,” Wall Street Journal, August 15, 1994, p. A1


Career DevelopmentCareer Development

• Career DefinedCareer Defined The sequence of positions held by a person during The 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– Individuals—not the organization—are responsible for Individuals—not the organization—are 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 career A career in which individuals, not organizations, define career

progression and organizational loyaltyprogression and organizational loyalty


Exhibit 12–15Exhibit 12–15 What College Graduates Want From JobsWhat College Graduates Want From Jobs

Top Factors for U.S. Top Factors for U.S. StudentsStudents

Work–life balance Work–life balance Annual base salaryAnnual base salary Job stability and securityJob stability and security Recognition for a job done Recognition for a job done

wellwell Increasingly challenging Increasingly challenging

taskstasks Rotational programsRotational programs

Top Factors for U.K. Top Factors for U.K. StudentsStudents

International career International career opportunitiesopportunities

Flexible working hoursFlexible working hours Variety of assignmentsVariety of assignments Paid overtimePaid overtime

Sources: Based on S. Shellenbarger, “Avoiding the Next Enron: Today’s Crop of Soon-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.


Exhibit 12–16Exhibit 12–16Some Suggestions Some Suggestions for a Successful for a Successful Management CareerManagement Career


Current Issues in HRMCurrent Issues in HRM

• Managing DownsizingManaging Downsizing The 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


Current Issues in HRM (cont’d)Current Issues in HRM (cont’d)

• Sexual HarassmentSexual Harassment An unwanted activity of a sexual nature that affects An unwanted activity of a sexual nature that affects

an individual’s employment.an individual’s employment. Unwanted sexual advances, requests for sexual favors, and Unwanted sexual advances, requests for sexual favors, and

other verbal or physical conduct of a sexual nature when other verbal or physical conduct of a sexual nature when submission or rejection of this conduct explicitly or implicitly submission or rejection of this conduct explicitly or implicitly affects an individual’s employment.affects an individual’s employment.

An offensive or hostile environmentAn offensive or hostile environment An environment in which a person is affected by elements of An 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



• Work-Life BalanceWork-Life Balance Employees have personal lives that they don’t leave Employees have personal lives that they don’t leave

behind when they come to work.behind when they come to work. Organizations have become more attuned to their Organizations have become more attuned to their

employees by offering employees by offering family-friendly benefitsfamily-friendly benefits:: On-site child careOn-site child care Summer day campsSummer day camps FlextimeFlextime Job sharingJob sharing Leave for personal mattersLeave for personal matters Flexible job hoursFlexible job hours



• Controlling HR CostsControlling HR Costs Employee health-careEmployee health-care

Encouraging healthy lifestylesEncouraging healthy lifestyles– Financial incentivesFinancial incentives– Wellness programsWellness programs– Charging employees with poor health habits more for Charging 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


Terms to KnowTerms to Know

• high-performance work high-performance work practicespractices

• human resource human 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• performance performance

management systemmanagement system• written essaywritten essay• critical incidentscritical incidents• graphic rating scalesgraphic rating scales


Terms to Know (cont’d)Terms to Know (cont’d)

• behaviorally anchored behaviorally anchored rating scales (BARS)rating scales (BARS)

• multiperson comparisonsmultiperson comparisons• 360 degree feedback360 degree feedback• skill-based pay skill-based pay • variable payvariable pay• careercareer• downsizingdownsizing• sexual harassmentsexual harassment• family-friendly benefitsfamily-friendly benefits

Chap 12 human resource management management by robbins & coulter 9 e

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