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Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
1
Chapter 11Managing
Human Resource Systems
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
3
The Human Resource Management Process
Recruiting
Selection
Attracting QualifiedEmployees
Determining HumanResource Needs Human Resource
Planning
Compensation
Employee Separation
Keeping QualifiedEmployees
Developing QualifiedEmployees
Training
Performance Appraisal
Adapted From Exhibit 11.1
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
5
Human Resource Planning
Supply and Demandof
Human Resources
Supply and Demandof
Human Resources
Human ResourceInformation
Systems
Human ResourceInformation
Systems
11
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
6
Forecasting Demand and Supply
•Internal forecasts
•External forecasts
•Internal forecasts
•External forecasts
•Direct managerial input
•Best guess
•Statistical / historicalratios
•Direct managerial input
•Best guess
•Statistical / historicalratios
Work ForceForecasting
ForecastingMethods
1.11.1
Projections about factors within the organization that affect the supply and demand for human
resources
Projections about factors outside the organization that affect the supply and demand for human
resources
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
8
Internal Forecast Factors
New positions New equipment
and technology Eliminated
positions Terminations Retirements Resignations Turnover
Transfers Deaths Promotions Organization’s
mission Productivity of
current employees Skills/education of
current employees
1.11.1
Adapted from Exhibit 11.2
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
9
External Forecast Factors
Demographics of labor supply
Geographic population shifts
Manufacturing-to service-to information-based economy shift
Economic conditions
Unemployment rate Labor unions Availability of
applicants Technological
advances Competitors Growth of businesses
Adapted from Exhibit 11.2
1.11.1
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
10
Forecast Methods
1.11.1
DirectManagerial
Input
DirectManagerial
Input
BestGuess
BestGuess
Statistical/Historical Ratios
Statistical/Historical Ratios
Based on projections of cash flows,expenses, or financial measures
Based on projections of cash flows,expenses, or financial measures
Based on managers’ assessment of current head count, plus a guess onrelevant internal/external factors
Based on managers’ assessment of current head count, plus a guess onrelevant internal/external factors
Based on statistical methods, such asmultiple regression, in combinationwith historical data
Based on statistical methods, such asmultiple regression, in combinationwith historical data
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
11
Human Resource Information Systems
Computerized employee information systems Uses
• transaction processing• employee self-service• decision support
1.21.2
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12
Human Resource Information Systems
HRISHRISWork HistoryWork History
PerformanceAppraisal
PerformanceAppraisal
Personal DataPersonal Data
EducationalData
EducationalData
CompanyEmployment
History
CompanyEmployment
History
Promotion DataPromotion Data
Adapted from Exhibit 11.3
1.21.2
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
13
Employment Legislation
FederalEmployment
Laws
Adverse Impactand
EmploymentDiscrimination
SexualHarassment
Laws
22
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
14
Federal Employment Laws
Equal Pay Act of 1963Equal Pay Act of 1963
Civil Rights Act of 1964Civil Rights Act of 1964
Age Discrimination inEmployment Act of 1967
Age Discrimination inEmployment Act of 1967
Pregnancy DiscriminationAct of 1978
Pregnancy DiscriminationAct of 1978
prohibits unequal pay for males and females doing similar work
prohibits unequal pay for males and females doing similar work
prohibits discrimination on basis ofrace, color, religion, gender, origin
prohibits discrimination on basis ofrace, color, religion, gender, origin
prohibits discrimination against persons age 40 and over
prohibits discrimination against persons age 40 and over
prohibits discrimination in employmentagainst pregnant women
prohibits discrimination in employmentagainst pregnant women
2.12.1
Adapted from Exhibit 11.4
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
15
Federal Employment Laws (cont.)
2.12.1
Americans with Disabilities Act of 1990
Americans with Disabilities Act of 1990
Civil Rights Act of 1991Civil Rights Act of 1991
Family & Medical LeaveAct of 1993
Family & Medical LeaveAct of 1993
prohibits discrimination on the basis ofphysical or mental disabilities
prohibits discrimination on the basis ofphysical or mental disabilities
strengthened the Civil Rights Act of 1964strengthened the Civil Rights Act of 1964
permits workers to take up to 12 weeksof unpaid leave for pregnancy, etc.
permits workers to take up to 12 weeksof unpaid leave for pregnancy, etc.
Adapted from Exhibit 11.4Uniformed Services Employment & Reemployment Rights Act
Uniformed Services Employment & Reemployment Rights Act
prohibits discrimination against those serving in the Armed Forces
prohibits discrimination against those serving in the Armed Forces
Adapted from Exhibit 11.4
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
16
Adverse Impact and Employment Discrimination
Four-FifthsFour-FifthsRuleRule
Four-FifthsFour-FifthsRuleRule
AdverseAdverseImpactImpact
AdverseAdverseImpactImpact
DisparateDisparateTreatmentTreatment
DisparateDisparateTreatmentTreatment
Intentional discrimination that results in equally qualified people being treated differently
Unintentional discrimination that works to the disadvantage of member of protected groups
Comparison of selection rates of a protected to a nonprotected group, to determine if adverse impact has occurred2.22.2
The EEOC has investigatory, enforcement and informational responsibilities over these areas of discrimination
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
17
Sexual Harassment
HostileWork
Environment
HostileWork
Environment
QuidPro Quo
QuidPro Quo
unwelcome and demeaning sexuallyrelated behavior creates an intimidating and offensive work environment
unwelcome and demeaning sexuallyrelated behavior creates an intimidating and offensive work environment
employee outcomes depend on whether an individual submits tosexual harassment
employee outcomes depend on whether an individual submits tosexual harassment
2.32.3
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18
Common Managerial Mistakes in Sexual Harassment Laws
That the victim and harasser must be of the opposite sex
That harassment can only occur between coworkers or supervisors and subordinates
That only victims can file complaints
Assuming:
2.32.3
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19
Company Responsibilities
Respond immediately to make sure sexual harassment laws are followed
Write a clear, understandable sexual harassment policy
Establish clear reporting procedures
Be in compliance with federal, state, and local sexual harassment laws
2.32.3
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21
Recruiting
Job Analysisand
Recruiting
Job Analysisand
Recruiting
InternalRecruiting
InternalRecruiting
ExternalRecruiting
ExternalRecruiting
33
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
22
Job Analysis and Recruiting
work activities
tools and equipment used to do the job
context in which the job is performed
personnel requirements for performing the job
work activities
tools and equipment used to do the job
context in which the job is performed
personnel requirements for performing the job
Information Collected by a Job Analysis
3.13.1
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23
Job Analysis and Recruiting
Adapted From Exhibit 11.6
3.13.1
Job DescriptionJob DescriptionJob DescriptionJob Description Job Job SpecificationSpecification
Job Job SpecificationSpecification
HR SubsystemsHR SubsystemsHR SubsystemsHR Subsystems
RecruitingRecruitingRecruitingRecruiting SelectionSelectionSelectionSelection TrainingTrainingTrainingTraining PerformancePerformanceAppraisalAppraisal
PerformancePerformanceAppraisalAppraisal SeparationSeparationSeparationSeparation
Job AnalysisJob AnalysisJob AnalysisJob Analysis
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
24
Job Analysis and Recruiting
JobDescription
JobDescription
written description of the basic tasks, duties, and responsibilities requiredof an employee holding a particular job
written description of the basic tasks, duties, and responsibilities requiredof an employee holding a particular job
JobSpecification
JobSpecification
a written summary of the qualificationsneeded to successfully perform a job
a written summary of the qualificationsneeded to successfully perform a job
3.13.1
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25
Internal Recruiting
A pool of applicants who already work for the company
“Promotion from within” Improves employee morale and
motivation Reduces employer time and cost Job posting is the procedure for
internal advertising Career path is a planned sequence
of jobs
3.23.2
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26
Methods for External Recruiting
AdvertisingEmployee referralsWalk-insOutside organizationsEmployment servicesSpecial events Internet job sites
3.33.3
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27
Selection
SelectionTests
SelectionTests InterviewsInterviews
Application Formsand Résumés
Application Formsand Résumés
References andBackground Checks
References andBackground Checks
44
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28
Topics Employers Should Avoid
1. Children1. Children
2. Age2. Age
3. Disabilities3. Disabilities
4. Physical Characteristics 4. Physical Characteristics
5. Name5. Name
6. Citizenship6. Citizenship
7. Lawsuits7. Lawsuits
8. Arrest records 8. Arrest records
9. Smoking9. Smoking
10. AIDS/HIV10. AIDS/HIV
Adapted from Exhibit 11.7
4.14.1
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29
Doing the Right Thing
Don’t Embellish Your Résumé
Embellishing your résumé is wrong.
The information is legally binding—and misrepresenting information is breaking the law.
If what you put on your résumé feelswrong, don’t do it.
Don’t embellish. Tell the truth on your résumé.
Don’t Embellish Your Résumé
Embellishing your résumé is wrong.
The information is legally binding—and misrepresenting information is breaking the law.
If what you put on your résumé feelswrong, don’t do it.
Don’t embellish. Tell the truth on your résumé.
4.14.1
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
30
References and Background Checks
References or background checks are not always provided by previous employers
Making background checks more effective dig deeper for more information get permission in writing document all checks consider hiring private investigators
4.24.2
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31
Selection Tests
WorkWorkSampleSample
BiographicalBiographicalDataData
PersonalityPersonality
AssessmentAssessmentCentersCenters
CognitiveCognitiveAbilityAbility
SpecificSpecificAbilityAbility
SelectionSelectionTestsTests
4.34.3
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
32
Doing the Right Thing
Don’t Use Psychics, Lie Detectors, or Handwriting Analysis to Make HR Decisions
Companies may use these methods, but they don’t work
There is no scientific evidence that handwriting analysis works
Lie detectors are not accurate
Polygraphs are not allowed
Stay away from fads and use reliable procedures
Don’t Use Psychics, Lie Detectors, or Handwriting Analysis to Make HR Decisions
Companies may use these methods, but they don’t work
There is no scientific evidence that handwriting analysis works
Lie detectors are not accurate
Polygraphs are not allowed
Stay away from fads and use reliable procedures
4.34.3
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
33
Interviews
Unstructured Interviews free-flow of questions
Structured Interviews interviewer uses standard set of prepared
questions
Semi-structured Interviews some structure combined with
interviewer judgement4.44.4
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34
Questions in Structured Interviews
Situational QuestionsSituational Questions
Behavioral QuestionsBehavioral Questions
Background QuestionsBackground Questions
Job-Knowledge QuestionsJob-Knowledge Questions
4.44.4
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35
Guidelines for Conducting Effective Structured Interviews
Planning the InterviewPlanning the Interview
Identify and define the KSAO needed for job
Develop key behavioral questions for each KSAO
For each KSAO , develop a list of things to look for in applicant’s responses
KSAO: Knowledge, skills, abilities, and other characteristics 4.44.4
Adapted from Exhibit 11.10
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
36
Guidelines for Conducting Effective Structured Interviews
Conducting the InterviewConducting the Interview
Create a relaxed interview atmosphere Review the applicant’s information Allocate adequate time Put the applicant at ease Tell the applicant what to expect Obtain job-related information (refer to
KSAO) Describe the job and organization
4.44.4Adapted from Exhibit 11.10
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
37
Guidelines for Conducting Effective Structured Interviews
After the InterviewAfter the Interview
Review your notes immediately
Evaluate the applicant on each KSAO
Determine each applicant’s probability of success and make a hiring decision
4.44.4Adapted from Exhibit 11.10
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved 41
Biz Flix: Bowfinger
Take Two Video
Click
1. Does Bobbie Bowfinger have a set of valid selection criteria for filling the role of a Kit Ramsey lookalike? Does Bowfinger apply the criteria uniformly to each applicant?
2. Is there a good person-job fit of Jiff Ramsey in the screen role of Kit Ramsey?
3. Do you predict that Jiff Ramsey will be successful as a Kit Ramsey substitute?
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
43
Training
Training Needs
Training Needs
TrainingMethods
TrainingMethods
TrainingEvaluation
TrainingEvaluation
55
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44
Determining Training Needs
ConductingNeeds
Assessments
ConductingNeeds
Assessments
IdentifyPerformanceDeficiencies
IdentifyPerformanceDeficiencies
Test EmployeeSkills and
Knowledge
Test EmployeeSkills and
Knowledge
SurveyEmployers
and Managers
SurveyEmployers
and Managers
Listen toCustomer
Complaints
Listen toCustomer
Complaints
5.15.1
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
45
Needs Assessment
Step 1Step 1
Step 2Step 2
Step 3Step 3
Job AnalysisJob Analysis
Test Employee SkillsTest Employee Skills
Compare Employee Skillsto Required Skills
Compare Employee Skillsto Required Skills
Adapted From Exhibit 11.11
5.15.1
Do I actually need to do training?
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
47
Training Methods
Adapted From Exhibit 11.12
Impart Informationand Knowledge
Impart Informationand Knowledge
Develop Analyticaland Problem-SolvingSkills
Develop Analyticaland Problem-SolvingSkills
Practice, Learn, orChange Job Behaviors
Practice, Learn, orChange Job Behaviors
All of the above
All of the above
• films and videos• lecture• planned readings
• films and videos• lecture• planned readings
• case studies• coaching and mentoring• group discussions
• case studies• coaching and mentoring• group discussions
• on-the-job training• role-playing• simulations and games• vestibule training
• on-the-job training• role-playing• simulations and games• vestibule training
• Computer-based learning• Computer-based learning
5.25.2
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48
Evaluating Training
ReactionsReactions
LearningLearning
BehaviorBehavior
ResultsResults
how satisfied trainees were with the program
how satisfied trainees were with the program
how much employees improvedtheir knowledge or skills
how much employees improvedtheir knowledge or skills
how much employees actually changedtheir on-the-job behavior
how much employees actually changedtheir on-the-job behavior
how much training improvedjob performance
how much training improvedjob performance
5.35.3
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49
Computer-Based Training
Chapter 11Copyright ©2009 by Cengage Learning Inc. All rights reserved
50
Performance Appraisal
MeasuringJob
Performance
MeasuringJob
Performance
SharingPerformance
Feedback
SharingPerformance
Feedback
66
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51
Measuring Job Performance: Common Rating Errors
Central tendency all workers are rated as being “average”
Halo error all workers are rated as performing at
the same level in all parts of their jobs
Leniency error all workers are rated as performing at a
high level
6.16.1
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52
Measuring Job Performance
Improving Job Performance Measurements Improving Job Performance Measurements
Improve Performance Appraisal Measures
Improve Performance Appraisal Measures
TrainPerformance Raters
TrainPerformance Raters
6.16.1
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53
Improving Performance Appraisal Measures
Objective performance measures quantifiable outcomes (output, scrap, waste,
sales, customer complaints, or rejection rates)
Subjective performance measures Someone’s judgment regarding the worker’s
performance.
6.16.1
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54
Subjective Performance Appraisal Scales
6.16.1Exhibit 11.13
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55
Rater Training
Teach raters how to avoid errorsImprove rating accuracyVideo training and role playing often used
6.16.1
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56
Sharing Performance Feedback
Managers often fail to effectively give employees performance feedback
360-degree feedback boss, subordinates, peers, and the employee best for employee development
6.26.2
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58
Performance Feedback
1. Overall progress
2. Problems encountered in meeting job requirements
3. Opportunities to improve performance
4. Long-range plans and opportunities
5. General discussion of possible plans andgoals for the coming year
1. Overall progress
2. Problems encountered in meeting job requirements
3. Opportunities to improve performance
4. Long-range plans and opportunities
5. General discussion of possible plans andgoals for the coming year
What to Discuss in Performance Appraisal Feedback Sessions
6.26.2Adapted From Exhibit 11.14
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60
Compensation
CompensationDecisions
CompensationDecisions
EmploymentBenefits
EmploymentBenefits
77
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61
Compensation Decisions
• Job evaluation
• Piecework
• Commission
• Profit sharing
• Employee stock ownership plans
• Stock options
• Hierarchical
• Compressed
PayPayLevelLevel
PayPayVariabilityVariability
PayPayStructureStructure
• Cafeteria plans
• Flexible plans
• Payroll deductions
Adapted from Exhibit 11.15
EmploymentEmploymentBenefitsBenefits
7.17.1
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62
Pay-Level DecisionsJob evaluation is used to determine the worth of jobs
pay the “going rate”
Should workers be paid at, below, or above current market wage? attracts a larger, more qualified pool of applicants increases the rate of job acceptance decreases the time it takes to fill positions increases the time that employees stay
7.17.1
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63
Pay-Variability Decisions
PieceworkCommissionProfit sharingEmployee stock ownership plans (ESOPs)Stock options
7.17.1
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64
Pay-Structure Decisions
Hierarchical pay structures big differences from one pay level to
another work best for independent work
Compressed pay structures fewer pay levels with smaller differences
in pay between pay levels work best for interdependent work
7.17.1
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65
Employment Benefits
Compensation other than direct wagesEmployee benefits are legally mandated:
Social Security worker’s compensation unemployment insurance
Cafeteria benefit plans employees can select from optional benefits
Payroll deductions7.27.2
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66
Employee Separations
TerminationsTerminations DownsizingDownsizing
TurnoverTurnoverRetirementsRetirements
88
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67
Terminating Employees
Often mismanagedMinimize problems in firing employees
firing should not be the first option firing should be for a good reason
• “employment at will”• wrongful discharge
firing should be done in private
8.18.1
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68
Downsizing1. Provide clear reasons for the layoffs.
2. Get information to avoid laying off employees with critical skills.
3. Training managers in how to tell employees.
4. Give employees the bad news early in the day.
5. Provide outplacement services and counseling.
6. Communicate with survivors.
8.28.2Adapted From Exhibit 11.16
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69
Retirement
Offer financial benefits to encourage employees to retire
Are attractive to many employees
Are difficult to predict which or how many employees will use the program
May cause the company to lose valuable employees
Early Retirement Incentive Programs…
8.38.3
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70
Employee Turnover
Loss of employees who voluntarily choose to leave the company
Functional turnover (encouraged) the loss of poor-performing employees
Dysfunctional turnover (discouraged) the loss of high performing employees
8.48.4