1. PowerPoint Presentation by Charlie Cook Human Resources Management: Staffing Chapter 8 Copyright © 2003 South-Western/Thomson Learning. All rights reserved.

2. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–28–2 Learning Outcomes

3. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–38–3 Learning Outcomes (cont’d)

4. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–48–4 The Human Resources Management Process Exhibit 8–1

5. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–58–5 The Legal Environment Equal Opportunity Employment (1972) –Civil Rights Act of 1964 amended –Executive Orders –Prohibits employment discrimination on the basis of sex, religion, race or color, or national origin. –Applies to private and public organizations that employ 15 or more persons. –Protected classes of minorities: Hispanics, Asians, African-Americans, Native Americans, and Alaskan natives. Disabled individuals and persons over 40

6. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–68–6 Preemployment Inquires To avoid asking discriminatory questions: –All questions asked applicants must be job- related. –Any general question you ask should be asked of all candidates. Bona Fide Occupational Qualification –A characteristic that an individual must posses that is directly related to performing the essential functions of the job or is a business necessity. Casting only females for the leading actress’s part in a play.

7. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–78–7

8. 8–88–8 Human Resources Planning Strategic Human Resources Planning –The process of staffing the organization with the number of people and skills needed to meet its objectives. Job Analysis –The process of determining what a job entails and the qualifications need to fill the position. –Job description: identifies the tasks and responsibilities of a position –Job specification: identifies the qualifications of the individual needed to staff the position

9. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–98–9 Attracting Employees: Recruiting Sources Exhibit 8–4

10. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–10

11. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–11 The Selection Process 1.Application form. 2.Screening interviews. 3.Testing. 4.Background and reference checks. 5.Interviewing. 6.Hiring.

12. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–12 Types of Interviews and Questions Exhibit –5 Interviews Structured Unstructured Semistructured

13. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–13 Interview Preparation Steps Model 8–1 1.Review the job description and specifications. 2.Plan your realistic job interview. 3.Plan the type of interview. 4.Develop questions for all candidates. 5.Develop a form. 6.Develop questions for each candidate.

14. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–14 Interviewing Steps Model 8–2 1.Open the interview. 2.Give your realistic job preview. 3.Ask your question. 4.Introduce top candidates to coworkers. 5.Close the interview.

15. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–15 Selecting the Candidate Problems to Avoid –Rushing –“Like me” syndrome –Halo and horn effect –Premature selection

16. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–16 Developing Employees Orientation –The process of introducing employees to the organization and their jobs. Orientation Programs: Exhibit 8–6

17. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–17 Developing Employees Training –The process of acquiring the skills necessary to do the job. Development –Ongoing education to improve skills for present and future jobs.

18. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–18 Developing Employees Off-the-Job Training –Vestibule training develops skills in a simulated setting. On-the-Job Training –Training done at the work site with the resources the employee uses to perform the job.

19. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–19 Job Instructional Training Steps Model 8–3 1.Preparation of the trainee. 2.Presentation of the task. 3.Performance of the task by the trainee. 4.Follow-up.

20. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–20

21. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–21 The Performance Appraisal Process Exhibit 8–8

22. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–22 Performance Appraisal Measurement Methods Exhibit 8–9

23. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–23

24. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–24 The Evaluative Performance Appraisal Model 8–4a 1.Make an appointment. 2.Have employee perform a self- assessment. 3.Assess performance. 4.Identify strengths and areas for improvement. 5.Predict employee reactions and plan how to handle them. Preparation for the PA Steps

25. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–25 The Evaluative Performance Appraisal (cont’d) 1.Open the interview. 2.Go over the PA form. 3.Agree on strengths and areas for improvement. 4.Close the interview. Conducting the PA Steps Model 8–4b

26. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–26 The Evaluative Performance Appraisal (cont’d) 1. Make an appointment. 2.Have the employee develop objectives and plans for improving performance. 3.Develop objectives and plans for improving employee performance. Model 8–5a Preparation for the PA Steps

27. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–27 The Developmental Performance Appraisal Model 8–5b 1.Open the interview. 2.Agree on objectives. 3.Develop plans for meeting the objectives. 4.Make a follow-up appointment. 5.Close the interview. Conducting the PA Steps

28. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–28 Retaining Employees Compensation –The total cost of pay and benefits to employees –Pay systems Wages: paid on an hourly basis. Salary: based on time period regardless of hours. Incentives: paid for performance as piece rates for production, commissions on sales, merit raises, bonuses for exceeding goals, and profit sharing.

29. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–29 Retaining Employees Compensation –Pay determination Externally market valuing the job on a pay level decision. Job evaluation is used internally to establish the relative worth of each job to other jobs in the organization. –Benefits Legally required benefits (e.g., Social security) Optional benefits (e.g., life insurance)

30. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–30 Labor Relations –The interactions between management and unionized employees. Collective Bargaining –The negotiation process resulting in a contract that covers compensation, hours, and working conditions and other issues both sides agree to. National Labor Relations Act (Wagner Act) –Oversees the labor relations process through the National Labor Relations Board.

31. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8–31 The Union-Organizing Process Exhibit 8–10