Human Resource Management Ch12

7/23/2019 Human Resource Management Ch12

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PowerPoint Presentation

to Accompany Chapter 12 of

ManagementCanadian Edition

Schermerhorn Wright

Prepared by: Michael K. McCuddyAdapted by: Lynda Anstett & Lorie Guest

Published by: John Wiley & Sons Canada, Ltd.


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Management - Chapter 12 2

Planning Ahead Chapter 12 Study Questions

Why do people mae the difference!

What is strategic human resource management!

"ow do organi#ations attract a $uality worforce!

"ow do organi#ations de%elop a $uality

worforce!

"ow do organi#ations maintain a $uality

worforce!


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Management - Chapter 12 &

Study Question 1' Why do people mae

the difference!

"uman capital is essential to any

organi#ation(s long-term performance

success)*rgani#ations perform +etter when they

treat their employees +etter)

"uman resources are ey to organi#ational

success or failure)


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Management - Chapter 12 ,

Study Question 1' Why do people mae

the difference!

uilding high performance wor en%ironments depends onha%ing people with the following $ualities'. Wor ethic

. Am+ition and energy

. /nowledge

. Creati%ity

. Moti%ation

. Sincerity

. *utloo

. Collegiality and colla+orati%eness. Curiosity

. 0udgment and maturity

. ntegrity


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Management - Chapter 12

Study Question 2' What is strategic human

resource management!

Ma3or human resource management responsi+ilities'

. Attracting a $uality worforce

4 "uman resource planning5 recruitment5 and selection

. 6e%eloping a $uality worforce

4 7mployee orientation5 training and de%elopment5 and

performance appraisal)

. Maintaining a $uality worforce

4 Career de%elopment5 wor-life +alance5 compensation and+enefits5 employee retention and turno%er5 and la+or-management

relations)


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6iscrimination in employment

. *ccurs when someone is denied a 3o+ or 3o+

assignment for reasons that are not 3o+ rele%ant)

7mployment e$uity

. An effort to gi%e preference in employment to

A+originals5 women5 %isi+le minorities5 and people

with physical9mental disa+ility)

. ona fide occupational re$uirements are employment

criteria 3ustified +y the capacity to perform a 3o+


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Management - Chapter 12 :



Current legal issues in "; management

. Se


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Management - Chapter 12 ?



Additional legal issues in "; management

. Compara+le worth holds that persons performing 3o+s

of similar importance should +e paid at compara+le

le%els

. Part-time worers and independence contractors

. Worplace pri%acy is the right of indi%iduals to pri%acy

on the 3o+


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Management - Chapter 12 @

Study Question &' "ow do organi#ations

attract a $uality worforce!

"uman resource planning analy#es an

organi#ation(s "; needs and how to +est fill them)

Steps in the "; planning process'. Step 1 re%iew organi#ational mission5 o+3ecti%es5and strategies)

. Step 2 re%iew "; o+3ecti%es and strategies)

. Step & assess current "; needs). Step , forecast "; needs)

. Step de%elop and implement "; plans)


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Bigure 12)2Steps in strategic human resourceplanning)


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=he foundation of human resource planning is 3o+

analysis)

. =he orderly study of 3o+ facts to determine 3ust what is

done5 when5 where5 how5 why5 and +y whom in e


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;ecruitment

.Acti%ities designed to attract a $ualified pool of

3o+ applicants to an organi#ation).Steps in the recruitment process'

4 Ad%ertisement of a 3o+ %acancy)

4 Preliminary contact with potential 3o+ candidates)4 nitial screening to create a pool of $ualified

applicants)


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Management - Chapter 12 1&



;ecruitment methods'

. 7


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Management - Chapter 12 1,



Selection. Choosing from a pool of applicants the person or

persons who offer the greatest performance potential)

Selection Steps. Completion of a formal application form)

. nter%iewing)

. =esting)

. ;eference checs)

. Physical e


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Bigure 12)&Steps in the selection

process' the case of a re3ected 3o+ applicant)


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Step 1application forms

.6eclares indi%idual to +e a 3o+ candidate)

.6ocuments applicant(s personal history and

$ualifications)

.Personal rsums may +e included)

.Applicants lacing appropriate credentials are

re3ected at this step)


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Management - Chapter 12 1:



Step 2inter%iews

.7


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Management - Chapter 12 1?



Step & employment tests

.Dsed to further screen applicants +y gathering

additional 3o+-rele%ant information).Common types of employment tests'

4 ntelligence

4 Aptitude

4 Personality

4 nterests


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Management - Chapter 12 1@



Criteria for selection de%ices'

.;elia+ility

4 =he selection de%ice is consistent in measurement)

.Ealidity

4 =here is a demonstra+le relationship +etween a

person(s score or rating on a selection de%ice and

his9her e%entual 3o+ performance)


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eha%iorally-oriented employment tests'

.Assessment center

4 7%aluates a person(s performance in simulated wor

situations)

.Wor sampling

4 7%aluates a person(s performance on actual 3o+

tass)


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Step , reference and +acground checs.n$uiries to pre%ious employers5 academic

ad%isors5 coworers and9or ac$uaintancesregarding applicant(s'

4 Qualifications)

4 7


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Step physical e


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Management - Chapter 12 2&



Step 8 final decision to hire or re3ect

.est selection decisions will in%ol%e e


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Management - Chapter 12 2,

Study Question ,' "ow do organi#ations

de%elop a $uality worforce!

Sociali#ation

. Process of influencing the e


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=raining

. A set of acti%ities that

pro%ides the

opportunity to ac$uireand impro%e 3o+-

related sills)

*n-the-3o+ training

. 0o+ rotation

. Coaching

. Mentoring

. Modeling

*ff-the-3o+ training

. Managementde%elopment


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Performance management systems ensure

that

.Performance standards and o+3ecti%es are set)

.Performance results are assessed regularly)

.Actions are taen to impro%e futureperformance potential)


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Management - Chapter 12 2:



Performance appraisal

.Bormally assessing someone(s wor

accomplishments and pro%iding feed+ac).Purposes of performance appraisal'

4 7%aluation lets people now where they stand

relati%e to o+3ecti%es and standards)

4 6e%elopment assists in training and continued

personal de%elopment of people)


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Management - Chapter 12 2?

Bigure 12), Sample +eha%iorally anchored rating scale forperformance appraisal)


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Management - Chapter 12 2@



Fraphic rating scales

.Dses checlists of traits or characteristics to

e%aluate performance)

.;elati%ely $uic and easy to use)

.Questiona+le relia+ility and %alidity)


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eha%iorally anchored rating scalesGA;SH.

6escri+es actual +eha%iors that e


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Management - Chapter 12 &1



Critical-incident techni$ues

./eeping a running log or in%entory of effecti%e

and ineffecti%e +eha%iors)

.6ocuments success or failure patterns)


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Multiperson comparisons

.Bormally compare one person(s performance

with that of one or more others)

.=ypes of multiperson comparisons'

4 ;an ordering

4 Paired comparisons

4 Borced distri+utions


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Management - Chapter 12 &&



Alternati%es to super%isory appraisal'

. Peer appraisal

4 *ccurs when people who wor regularly and directly with a

3o+holder are in%ol%ed in the appraisal)

. Dpward appraisal

4 *ccurs when su+ordinates reporting to the 3o+holder are

in%ol%ed in the appraisal)

. &8I feed+ac4 *ccurs when superiors5 su+ordinates5 peers5 and e%en internal

and e


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Management - Chapter 12 &,

Study Question ' "ow do organi#ations

maintain a $uality worforce!

Career de%elopment

. Career a se$uence of 3o+s that constitute what a

person does for a li%ing)

. Career path a se$uence of 3o+s held o%er time during acareer)

. Career planning matching career goals and indi%idual

capa+ilities with opportunities for their fulfillment)

. Career plateau a position from which someone isunliely to mo%e to a higher le%el of responsi+ility)

4 Progressi%e employers see ways to engage plateaued employees)


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Wor-life +alance

. "ow people +alance career demands with personal and

family needs)

. Progressi%e employers support a healthy wor-life

+alance)

. Contemporary wor-life +alance issues'

4 Single parent concerns4 6ual-career couples concerns

4 Bamily-friendliness as screening criterion used +y candidates


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Compensation and +enefits

.ase compensation

4 Salary or hourly wages.Bringe +enefits

4 Additional non-wage or non-salary forms of

compensation

.Ble


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Management - Chapter 12 &:



Compensation and +enefits Gcont)H

.Bamily-friendly +enefits

4 "elp in +alancing wor and nonwor

responsi+ilities

.7mployee assistance programs

4 "elp employees deal with trou+lesome personal

pro+lems)


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Management - Chapter 12 &?



;etention and turno%er

.;eplacement is the management of promotions5

transfers5 terminations5 layoffs5 and retirements).;eplacement decisions relate to'

4 Shifting people +etween positions within the

organi#ation)

4 ;etirement)

4 =ermination)


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Management - Chapter 12 &@



>a+or-management relations. >a+or unions deal with employers on the worers(

+ehalf)

. >a+or contracts specify the rights and o+ligations ofemployees and management regarding wages5 worhours5 wor rules5 seniority5 hiring5 grie%ances5 andother conditions of employment

. Collecti%e +argaining is the process of negotiating5administering5 and interpreting a la+our contract)


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Management - Chapter 12 ,

Bigure 12)=he traditional ad%ersarial%iew of la+or-management relations)


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Management - Chapter 12 ,1



Dnions can create

difficulties for

management +yJ

. Striing

. oycotting

. Piceting

Management can

create difficulties for

unions +yJ

. Dsing locouts

. "iring strie-+reaers

. Seeing in3unctions


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Human Resource Management Ch12

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