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MANAGEMENT RICHARD L. DAFT. Managing Human Resources CHAPTER 11.

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Presentation on theme: "MANAGEMENT RICHARD L. DAFT. Managing Human Resources CHAPTER 11."— Presentation transcript:

1 MANAGEMENT RICHARD L. DAFT

2 Managing Human Resources CHAPTER 11

3 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 3 Learning Outcomes Explain the strategic role of human resource management. Describe federal legislation and societal trends that influence human resource management. Explain what the changing social contract between organizations and employees means for workers and human resource managers. Show how organizations determine their future staffing needs through human resource planning. Describe the tools managers use to recruit and select employees. Describe how organizations develop an effective workforce through training and performance appraisal. Explain how organizations maintain a workforce through the administration of wages and salaries, benefits, and terminations.

4 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 4 Getting the Right People on the Bus Hiring and keeping quality employees is one of the most urgent concerns for today’s organizations Talent management is a top priority for managers Human Resources is the design and application of formal systems to ensure the effective and efficient use of human talent Attracting, developing, and maintaining an effective workforce

5 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 5 The Strategic Role of HRM is to Drive Organizational Performance Managers are involved in human resource management Employees are viewed as assets Employees provide the competitive edge –Right people to become more competitive on a global basis –Right people for improving quality, innovation, and customer service –Right people to retain during mergers and acquisitions –Right people to apply new information technology for e-business

6 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 6 Strategic Human Resource Management

7 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 7 Building Human Capital to Drive Performance Human Capital refers to the economic value of the combined knowledge, experience, skills and capabilities of employees –Strategies for finding the best talent –Enhancing skills and knowledge with training programs –Opportunities for personal and professional development –Compensation and benefits that support knowledge sharing

8 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 8 The Role and Value of Human Capital Investments

9 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 9 Globalization Globalization requires international human resource management (IHRM) Managing diverse people on a global scale HR practices and trends are converging globally IHRM Managers must be culturally sensitive Policies and practices must be culturally sensitive

10 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 10 Trends in International Human Resource Management

11 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 11 The Impact of Federal Legislation on HRM Federal laws are enacted to ensure equal employment opportunity The purpose of laws is to stop discriminatory practices The Equal Employment Opportunity Commission (EEOC) was created by the Civil Rights Act of 1964

12 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 12 Major Federal Laws Related to Human Resource Management

13 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 13 The Changing Social Contract Changes in the business environment have changed the social contract, a bulletin board at a company restructuring noted: –We can’t promise you how long we’ll be in business –We can’t promise you that we won’t be acquired –We can’t promise that there’ll be room for promotion –We can’t promise that your job will exist when you reach retirement age –We can’t promise that the money will be available for your pension –We can’t expect your underlying loyalty, and we aren’t even sure we want it

14 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 14 The New Contract vs. The Old Contract

15 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 15 Innovations in HRM Becoming an Employer of Choice Using Temporary and Part-Time Employees Promoting Work/Life Balance Rightsizing the Organization

16 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 16 Attracting an Effective Workforce

17 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 17 Human Resource Planning What new technologies are merging, and how will these affect the work system? What is the volume of the business likely to be in the next five to ten years? What is the turnover rate, and how much, if any, is avoidable? What types of engineers will we need, and how many? How many administrative personnel will we need to support the additional engineers? Can we temporary, part-time, or virtual workers to handle some tasks?

18 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 18 Recruiting Assessing Organizational Needs Realistic Job Previews Legal Considerations E-cruiting Innovations in Recruiting

19 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 19 Sample Corporate Recruiting Policy

20 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 20 Selecting Application Form Interview Employment Test Online Checks

21 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 21 Applications and Interviews: What Can You Ask?

22 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 22 Managing Talent Training and Development On-the-job Training Corporate Universities Promotion from Within Mentoring and Coaching

23 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 23 Methods and Goals of Training

24 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 24 Performance Appraisal Accurately assess performance through the development and application of assessment systems such as rating scales Training managers to effectively use the performance appraisal interview so managers can provide feedback that reinforces good performance and motivate development

25 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 25 Behavior Anchored Rating Scale

26 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 26 Maintaining An Effective Workforce Managers and HRM professionals must maintain a workforce that has been recruited and developed:  Compensation  Benefits  Termination

27 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 27 Benefits Compensation packages are more than money Some benefits are required by law –Social Security, Unemployment Compensation, Workers’ Compensation Other types of benefits are optional –Health Insurance, Vacations, Daycare, Fitness Centers –Employees are beginning to absorb more health insurance costs Many organizations offer cafeteria-plan benefits to address the diverse needs of employees

28 chapter11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. 28 Termination Retirement Voluntary Departure Mergers & Cutbacks Poor Performance Termination dismisses poor performers Opportunity to learn about dissatisfaction through exit interview


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