罗宾斯管理学11版第12章英文PPT

1、 Managing Human Resources 12 Chapter - Thrones12.1 The Human Rescource Management Process12.1.1Why is HRM Important? HRM can be a significant source of competitive advantage as various studies have concluded. HRM is an important part of organizational strategies. The way organizations treat their pe

2、ople has been found to significantly impact organizational performanceExhibit 121 Hign-Performance Work Practices Self-managed teams Decentralized decision making Training programs to develop knowledge,skills,and abilities Flexible job assignments Open communication Performance-based compensation St

3、affing based on person-job and person-organization fit Extensive employee involvement Giving employees more control over decision making Increasing employee access to informationgExhibit 122Human Resource Management ProcessThe HRM Process Functions of the HRM ProcessEnsuring that competent employees

4、 are identified and selected.Providing employees with up-to-date knowledge and skills to do their jobs.Ensuring that the organization retains competent and high-performing employees who are capable of high performance.12.1.2 Environmental Factors Affecting HRM Employee Labor UnionsOrganizations that

5、 represent workers and seek to protect their interests through collective bargaining.Collective bargaining agreementA contractual agreement between a firm and a union elected to represent a bargaining unit of employees of the firm in bargaining for wage, hours, and working conditions. Governmental L

6、aws and RegulationsLimit managerial discretion in hiring, promoting, and discharging employees.Affirmative Action: the requirement that organizations take proactive steps to ensure the full participation of protected groups in its workforce.Exhibit 123 Major HRM LawsEqual Employment Opportunity and

7、Discrimination1963 Equal Pay Act 1964 Civil Rights Act, Title VII (amended in 1972)1967 Age Discrimination in Employment Act 1973 Vocational Rehabilitation Act 1990 Americans with Disabilities ActCompensation/Benefits1990 Worker Adjustment and Retraining Notification Act 1993 Family and Medical Leav

8、e Act 1996 Health Insurance Portability and Accountability Act 2009 Lilly Ledbetter Fair Pay ActHealth/Safety1970 Occupational Safety and Health Act(OSHA)1974 Privacy Act1985 Consolidated Omnibus Reconciliation Act(COBRA)12.2 Identifying and Selecting Competent Employees12.2.1Human Resource Planning

9、 Human Resource PlanningThe process by which managers ensure that they have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently performing their tasks.Helps avoid sudden talent shortages and surpluses.Steps in HR planning:A

10、ssessing current human resourcesAssessing future needs for human resourcesDeveloping a program to meet those future needs Current AssessmentHuman Resource InventoryA review of the current make-up of the organizations current resource statusJob AnalysisAn assessment that defines a job and the behavio

11、rs necessary to perform the jobKnowledge, skills, and abilities (KSAs)Requires conducting interviews, engaging in direct observation, and collecting the self-reports of employees and their managers.Job DescriptionA written statement of what the job holder does, how it is done, and why it is done.Job

12、 SpecificationA written statement of the minimum qualifications that a person must possess to perform a given job successfully. Meeting Future Human Resource NeedsSupply of EmployeesDemand for EmployeesFactors Affecting StaffingStrategic GoalsForecast demand for products and servicesAvailability of

13、knowledge, skills, and abilities12.2.2 Recruitment and Decruitment RecruitmentThe process of locating, identifying, and attracting capable applicants to an organization DecruitmentThe process of reducing a surplus of employees in the workforce of an organization E-recruitingRecruitment of employees

14、through the InternetOrganizational web sitesOnline recruitersExhibit 124 Recruiting SourcesExhibit 12-5 Decruitment Options Description Permanent involuntary termination Temporary involuntary termination;may last only a few days or extend to yearsNot filling openings created by voluntary resignation

15、s or normal retirementsMoving employees either laterally or downward;usually does not reduce costs but can reduce intraorganizational supply-demand imbalancesHaving employees work fewer hours per week,share jobs,or perform their jobs on a part-time basisProviding incentives to older and more senior

16、employees for retiring before their normal retirement dateHaving employees share one full-time position OptionFiringLayoffsAttritionTransfersReduced workweeksEarly retirementsJob sharing12.2.3 Selection Selection ProcessThe process of screening job applicants to ensure that the most appropriate cand

17、idates are hired. What is SelectionAn exercise in predicting which applicants, if hired, will be (or will not be) successful in performing well on the criteria the organization uses to evaluate performance.Selection errors:Reject errors for potentially successful applicantsAccept errors for ultimate

18、ly poor performersValidity and Reliability Validity (of Prediction)A proven relationship between the selection device used and some relevant criterion for successful performance in an organization.High tests scores equate to high job performance; low scores to poor performance. Reliability (of Predi

19、ction)The degree of consistency with which a selection device measures the same thing.Individual test scores obtained with a selection device are consistent over multiple testing instances.Written Tests Types of TestsIntelligence: how smart are you?Aptitude: can you learn to do it?Attitude: how do y

20、ou feel about it?Ability: can you do it now?Interest: do you want to do it? Legal Challenges to TestsLack of job-relatedness of test items or interview questions to job requirementsDiscrimination in equal employment opportunity against members of protected classesExhibit 126 Selection Decision Outco

21、mesExhibit 127 Selection DevicesApplication FormsWritten TestsPerformance SimulationsInterviewsBackground InvestigationsPhysical examinationsPerformance Simulation Tests Testing an applicants ability to perform actual job behaviors, use required skills, and demonstrate specific knowledge of the job.

22、Work samplingRequiring applicants to actually perform a task or set of tasks that are central to successful job performance.Assessment centersDedicated facilities in which job candidates undergo a series of performance simulation tests to evaluate their managerial potential.Other Selection Approache

23、s InterviewsAlthough used almost universally, managers need to approach interviews carefully. Background InvestigationsVerification of application dataReference checks:Lack validity because self-selection of references ensures only positive outcomes. Physical ExaminationsUseful for physical requirem

24、ents and for insurance purposes related to pre-existing conditions. Realistic Job Preview (RJP)The process of relating to an applicant both the positive and the negative aspects of the job.Encourages mismatched applicants to withdraw.Aligns successful applicants expectations with actual job conditio

25、ns; reducing turnover.12.3 Providing Employees with Needed Skills and knowledge12.3.1 OrientationTransitioning a new employee into the organization.Work-unit orientationFamiliarizes new employee with work-unit goalsClarifies how his or her job contributes to unit goalsIntroduces he or she to his or

26、her coworkersOrganization orientationInforms new employee about the organizations objectives, history, philosophy, procedures, and rules.Includes a tour of the entire facilityExhibit 128Types of TrainingTypeIncludesGeneralCommunication skills, computer systems application and programming, customer s

27、ervice, executive development, management skills and development, personal growth, sales, supervisory skills, and technological skills and knowledgeSpecificBasic life/work skills, creativity, customer education, diversity/cultural awareness, remedial writing, managing change, leadership, product kno

28、wledge, public speaking/presentation skills, safety, ethics, sexual harassment, team building, wellness, and others 12.3.2 Employee TrainingEmployee training is an important HRM activity.As a job demands change,employee skills have to chancge.Training methodsAlthough employee training can be done in

29、 traditional ways,many organizations are relying more on technology-based training methods because of their accessibility,cost,and ability to deliver information.Exhibit 129Employee Training MethodsTraditional Training MethodsOn-the-jobJob rotationMentoring and coachingExperiential exercisesWorkbook

30、s/manualsClassroom lectures Technology-Based Training MethodsCD-ROM/DVD/videotapes/ audiotapesVideoconferencing/ teleconferencing/satellite TVE-learning12.4 Retaining Competent,High-Performing Employees12.4.1 Employee PerformanceManagement Performance Management SystemA process of establishing perfo

31、rmance standards and appraising employee performance in order to arrive at objective HR decisions and to provide documentation in support of those decisions.Exhibit 1210 Performance Appraisal MethodsMethodAdvantageDisadvantageWritten essaysSimple to useMore a measure of evaluators writing ability th

32、an of employees actual performanceCritical incidentsRich examples; behaviorally basedTime-consuming; lack quantificationGraphic rating scalesProvide quantitative data; less time-consuming than othersDo not provide depth of job behavior assessedBARSFocus on specific and measurable job behaviorsTime-c

33、onsuming; difficult to developMultiperson comparisonsCompares employees with one anotherUnwieldy with large number of employees; legal concernsMBOFocuses on end goals; results orientedTime-consuming360-degree appraisalsThoroughTime-consuming12.4.2 Compensation and Benefits Benefits of a Fair, Effect

34、ive, and Appropriate Compensation SystemHelps attract and retain high-performance employeesImpacts on the strategic performance of the firm Types of CompensationBase wage or salaryWage and salary add-onsIncentive paymentsSkill-based payVariable payExhibit 1211 What Determines Pay and BenefitsThe key

35、 to Starbucks staff incentive policiesSalary and welfare systems Starbucks has implementedperfect health care policy for thetemporary, which ensures that part-timeemployees who work over 20 hours per week enjoy the same commercial insurance as full-time employees, and every employee will obtain 75%

36、medicalfees provided by Starbucks. With the development of this policy, Starbucks has been expanding its health care coverage, including every aspects such as preventive care, health consultation, teeth, eyes and psychotherapy. Starbucks attracts good employees and tries to retain them. More importa

37、ntly, good salary and welfare system has greatly enhanced workplace attitudes, which will lay a solid foundation for Starbucks long-term development. Stockoptionsystem In addition to the medical policy Salary and welfare systems, Starbucks started stock option plan, making every employee a partner o

38、f the bake shop. So the stock option plan will connect every employee with Starbucks overall performance. According to this plan, before every subscription season, employees who are continuously hired over 90 days and work over 20 hours are allowed to buy Starbucks shares by part of salary deduction

39、 or discount, and Starbucks will mail the subscription files to employees home. For each employee, the capital rationing of subscription is between 1% and 10% basic compensation. After the end of each season, Starbucks will select a relatively low open market stock price, and buy the shares at a fifteen percent discount with part of employees salary . 12.5 Contemporary lssues in Managing Human Resources12.5.1Managing Downsizing Downsizing(or layoffs) is the planned elimination of jobs in an organization.Exhibit 1212 Tips for Managing Downsizing 1.Communicate openly and honestly: Info