Human Resource Management 12 (ppt 28页).ppt

PowerPointPresentationbyCharlieCookCopyright2005PrenticeHall,Inc.Allrightsreserved.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,122,LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.,WhyHumanResourcesIsImportant:TheHRMProcessExplainhowanorganizationshumanresourcescanbeasignificantsourceofcompetitiveadvantage.Listeightactivitiesnecessaryforstaffingtheorganizationandsustaininghighemployeeperformance.HumanResourcePlanning;Recruitment/Decruitment;Selection;Orientation;TrainingContrastjobanalysis,jobdescription,andjobspecification.Discussthemajorsourcesofpotentialjobcandidates.Describethedifferentselectiondevicesandwhichworkbestfordifferentjobs.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,123,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,HumanResourcePlanning;Recruitment/Decruitment;Selection;Orientation;Training(contd)Tellwhatarealisticjobpreviewisanwhyitsimportant.Explainwhyorientationissoimportant.Describethedifferenttypesoftrainingandhowthattrainingcanbeprovided.EmployeePerformanceManagement;Compensation/Benefits;CareerDevelopmentDescribethedifferentperformanceappraisalmethods.Discussthefactorsthatinfluenceemployeecompensationandbenefits.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,124,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,EmployeePerformanceManagement;Compensation/Benefits;CareerDevelopment(contd)Describeskill-basedpaysystems.Describecareerdevelopmentfortodaysemployees.CurrentIssuesinHumanResourceManagementExplainhowmanagerscanmanagedownsizing.Discusshowmanagerscanmanageworkforcediversity.Tellwhatsexualharassmentisandwhatmanagersneedtoknowaboutit.Describehoworganizationsaredealingwithwork-lifebalances.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,125,TheImportanceofHumanResourceManagement(HRM),NecessarypartoftheorganizingfunctionofmanagementSelecting,training,andevaluatingtheworkforceAsanimportantstrategictoolHRMhelpsestablishanorganizationssustainablecompetitiveadvantageAddsvaluetothefirmHighperformanceworkpracticesleadtobothhighindividualandhighorganizationalperformance,Copyright2005PrenticeHall,Inc.Allrightsreserved.,126,TheHRMProcess,FunctionsoftheHRMProcessEnsuringthatcompetentemployeesareidentifiedandselected.Providingemployeeswithup-to-dateknowledgeandskillstodotheirjobs.Ensuringthattheorganizationretainscompetentandhigh-performingemployeeswhoarecapableofhighperformance.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,127,EnvironmentalFactorsAffectingHRM,LaborUnionAnorganizationthatrepresentsworkersandseekstoprotecttheirintereststhroughcollectivebargaining.CollectiveBargainingAgreementAcontractualagreementbetweenafirmandaunionelectedtorepresentabargainingunitofemployeesofthefirminbargainingfor:Wage,hours,andworkingconditions.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,128,EnvironmentalFactorsAffectingHRM(contd),AffirmativeActionTherequirementthatorganizationstakeproactivestepstoensurethefullparticipationofprotectedgroupsinitsworkforce.LawsandRegulationsLimitmanagerialdiscretioninhiring,promoting,anddischargingemployees.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,129,ManagingHumanResources,HumanResource(HR)PlanningTheprocessbywhichmanagersensurethattheyhavetherightnumberandkindsofpeopleintherightplaces,andattherighttimes,whoarecapableofeffectivelyandefficientlyperformingtheirtasks.Helpsavoidsuddentalentshortagesandsurpluses.StepsinHRplanning:AssessingcurrenthumanresourcesAssessingfutureneedsforhumanresourcesDevelopingaprogramtomeetthosefutureneeds,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1210,CurrentAssessment,HumanResourceInventoryAreviewofthecurrentmake-upoftheorganizationscurrentresourcestatusJobAnalysisAnassessmentthatdefinesajobandthebehaviorsnecessarytoperformthejobKnowledge,skills,andabilities(KSAs)Requiresconductinginterviews,engagingindirectobservation,andcollectingtheself-reportsofemployeesandtheirmanagers.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1211,CurrentAssessment(contd),JobDescriptionAwrittenstatementofwhatthejobholderdoes,howitisdone,andwhyitisdone.JobSpecificationAwrittenstatementoftheminimumqualificationsthatapersonmustpossesstoperformagivenjobsuccessfully.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1212,MeetingFutureHumanResourceNeeds,SupplyofEmployees,DemandforEmployees,FactorsAffectingStaffingStrategicGoalsForecastdemandforproductsandservicesAvailabilityofknowledge,skills,andabilities,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1213,RecruitmentandDecruitment,RecruitmentTheprocessoflocating,identifying,andattractingcapableapplicantstoanorganization.DecruitmentTheprocessofreducingasurplusofemployeesintheworkforceofanorganization.E-recruitingRecruitingemployeesthroughtheInternetOrganizationalwebsitesOnlinerecruiters,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1214,Selection,SelectionProcessTheprocessofscreeningjobapplicantstoensurethatthemostappropriatecandidatesarehired.SelectionAnexerciseinpredictingwhichapplicants,ifhired,willbe(orwillnotbe)successfulinperformingwellonthecriteriatheorganizationusestoevaluateperformance.Selectionerrors:RejecterrorsforpotentiallysuccessfulapplicantsAccepterrorsforultimatelypoorperformers,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1215,ValidityandReliability,Validity(ofPrediction)Aprovenrelationshipbetweentheselectiondeviceusedandsomerelevantcriterionforsuccessfulperformanceinanorganization.Hightestsscoresequatetohighjobperformance;lowscorestopoorperformance.Reliability(ofPrediction)Thedegreeofconsistencywithwhichaselectiondevicemeasuresthesamething.Individualtestscoresobtainedwithaselectiondeviceareconsistentovermultipletestinginstances.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1216,TypesofSelectionDevices,ApplicationFormsWrittenTestsPerformanceSimulationsInterviewsBackgroundInvestigationsPhysicalexaminations,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1217,WrittenTests,TypesofTestsIntelligence:howsmartareyou?Aptitude:canyoulearntodoit?Attitude:howdoyoufeelaboutit?Ability:canyoudoit?Interest:doyouwanttodoit?LegalChallengestoTestsLackofjob-relatednessoftesttojobrequirementsDiscriminationinequalemploymentopportunityagainstmembersofprotectedclasses,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1218,PerformanceSimulationTests,Testinganapplicantsabilitytoperformactualjobbehaviors,userequiredskills,anddemonstratespecificknowledgeofthejob.WorksamplingRequiringapplicantstoactuallyperformataskorsetoftasksthatarecentraltosuccessfuljobperformance.AssessmentcentersDedicatedfacilitiesinwhichjobcandidatesundergoaseriesofperformancesimulationteststoevaluatetheirmanagerialpotential.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1219,OtherSelectionApproaches,SituationalInterviewsInterviewsinwhichcandidatesareevaluatedonhowwelltheyhandleroleplayinmockscenarios.BackgroundInvestigationsVerificationofapplicationdataReferencechecks:Lackvaliditybecauseself-selectionofreferencesensuresonlypositiveoutcomes.PhysicalExaminationsUsefulforphysicalrequirementsandforinsurancepurposesrelatedtopre-existingconditions.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1220,OtherSelectionApproaches(contd),RealisticJobPreview(RJP)Theprocessofrelatingtoanapplicantboththepositiveandthenegativeaspectsofthejob.Encouragesmismatchedapplicantstowithdraw.Alignssuccessfulapplicantsexpectationswithactualjobconditions;reducingturnover.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1221,Orientation,Transitioninganewemployeeintotheorganization.Work-unitorientationFamiliarizesnewemployeewithwork-unitgoalsClarifieshowhisorherjobcontributestounitgoalsIntroducesheorshetohisorhercoworkersOrganizationorientationInformsnewemployeeabouttheorganizationsobjectives,history,philosophy,procedures,andrules.Includesatouroftheentirefacility,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1222,EmployeePerformanceManagement,PerformanceManagementSystemAprocessestablishingperformancestandardsandappraisingemployeeperformanceinordertoarriveatobjectiveHRdecisionsandtoprovidedocumentationinsupportofthosedecisions.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1223,PerformanceAppraisalMethods,WrittenEssaysCriticalIncidentsGraphicratingscalesBehaviorallyanchoredratingscales(BARS)MultipersoncomparisonsManagementByObjectives(MBO)360DegreeFeedback,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1224,CompensationandBenefits,BenefitsofaFair,Effective,andAppropriateCompensationSystemHelpsattractandretainhigh-performanceemployeesImpactsonthestrategicperformanceofthefirmTypesofCompensationBasewageorsalaryWageandsalaryadd-onsIncentivepaymentsSkill-basedpay,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1225,CareerDevelopment,CareerDefinedThesequenceofpositionsheldbyapersonduringhisorherlifetime.CareerDevelopmentProvidesforinformation,assessment,andtrainingHelpsattractandretainhighlytalentedpeopleBoundarylessCareerAcareerinwhichindividuals,notorganizations,definecareerprogressionandorganizationalloyalty,Copyright2005PrenticeHall,Inc.Allrightsreserved.,1226,ContemporaryHRMIssue