1. Management A Practical Introduction Third Edition
Angelo Kinicki &
Brian K. Williams
Manager’s Toolbox: Keeping Employees Invested In Their Jobs
Summary
Successful managers keep their employees invested in their jobs and performing well. To do this, they meet with their employees regularly, discuss their accomplishments, and where they want to go. The focus of the discussion should be on employee strengths.
For Discussion: What would make you a successful employee? How would you like a meeting with your boss to go? What type of feedback would be most helpful to you?

2. Chapter 9: Human Resource Management
Getting the Right People
for Managerial Success
Strategic human resource management
The legal requirements
Recruitment & selection
Orientation, training, & development
Performance appraisal
Compensation & benefits
Promotions, transfers, disciplining, & dismissals

3. 9.1 Strategic Human Resource Management
HOW DO MANAGERS MANAGE THEIR MOST IMPORTANT RESOURCE?
The activities managers perform to plan for, attract, develop, and retain an effective workforce is human resource management
The economic or productive potential of employee knowledge and actions is human capital
Human capital is now seen as being important to a company’s competitive advantage
The economic or productive potential of strong, trusting, and cooperative relationships is called social capital

4. Two Important HR Concepts
Human Capital: the economic or productive potential of employee knowledge.
Highly educated, knowledgeable workers are the hardest to find and the easiest to loose.
“smart people gap”
Social Capital: the economic or productive potential of strong, trusting and cooperative relationships.
This includes goodwill, mutual respect, trust, and cooperative relationships.
Good relationships within an organization outrank many other factors in importance for employees
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5. 9.1 Strategic Human Resource Management
Figure 9.1: The Strategic Human Resource Management Process

6. 9.1 Strategic Human Resource Management
Predicting future employee needs means that the manager needs a good understanding of what personnel the organization might need and likely sources for the personnel
Managers should assume that the organization will change, and so then will staffing needs, and that personnel might come from inside or outside the firm
Some companies create a human resource inventory (tracks employees by name, education, training, languages, and other important information) which is used when considering inside employees for new positions

7. 9.1 Strategic Human Resource Management
Companies that engage in strategic human resources planning develop a systematic, comprehensive strategy for understanding current employee needs and predicting future employee needs
Because companies need to understand the current employee situation before they can plan for the future, they do a job analysis (determine, by observation and analysis, the basic elements of a job) and write a job description (summary of what the holder of the job does and why), and a job specification (description of the minimum qualifications a person must have to do a job successfully)

8. 9.2 The Legal Requirements Of Human Resource Management
WHAT LEGAL ISSUES DO MANAGERS NEED TO BE AWARE OF?
Managers need to be familiar with laws related to:
1. Labor relations – especially laws relating to unions
2. Compensation & benefits - the Fair Labor Standards Act of 1938 established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage

9. Determining HR Needs Prepare HR Inventory Prepare Job Analysis
Job Description
Objectives of job
Type of work
Duties & responsibilities
Job Specifications
Min qualifications required
Assess Future Demand
Assess Future Supply
Establish Strategic Plan
recruiting, selecting, training, developing, appraising, compensating, etc.
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10. 9.2 The Legal Requirements Of Human Resource Management
3. Health & safety - there is a growing body of law designed to protect employees from hazardous work conditions
4. Equal employment opportunity - the Equal Employment Opportunity Commission covers discrimination, affirmative action, and sexual harassment
-discrimination occurs when people are hired or promoted (or denied hiring or promotion) for reasons not relevant to the job
-affirmative action focuses on achieving equality of opportunity within an organization
-sexual harassment consists of unwanted sexual attention that creates an adverse work environment

11. Chapter 9: Human Resource Management
CLASSROOM PERFORMANCE SYSTEM
Which concept focuses on hiring and promoting for reasons not relevant to the job?
A) sexual harassment
B) affirmative action
C) discrimination
D) quid pro quo
The answer is C.

12. 9.3 Recruitment & Selection: Putting The Right People Into The Right Jobs
HOW DO MANAGERS CHOOSE THE BEST PERSON FOR A JOB?
The process of locating and attracting qualified applicants for jobs open in the organization is referred to as recruitment
There are two types of recruitment: internal and external
Practical Action: Screening Resumes & References
This Practical Action explores incentive plans and how they can be designed to support company goals. Successful incentive plans are simple, have clear and realistic goals, are consistent with current goals, and are communicated to employees on a regular basis.

13. 9.3 Recruitment & Selection: Putting The Right People Into The Right Jobs
1. Making people already employed by the organization aware of job openings is called internal recruiting
Companies use job postings where information about job vacancies and qualifications is posted on bulletin boards, in newsletters, and on the organization’s intranet to find internal personnel
2. Attracting job applicants from outside the organization is external recruiting
The most effective source of external employees is referrals

14. Internal Recruiting: Advantages/Disadvantages
Employees tend to be inspired to greater effort and loyalty
The whole process of advertising, interviewing, and so on is cheaper
There are fewer risks. Internal candidates are already known and are familiar with the organization
Disadvantages:
Restricts the competition for positions and limits the pool of fresh talent and viewpoints
It may encourage employees to assume that longevity and seniority will automatically result in promotion
Whenever a job is filled, it creates a vacancy elsewhere in the organization
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15. Advantages: Disadvantages:
External Recruiting: Advantages/Disadvantages
Advantages:
Applicants have specialized knowledge and experience
Applicants have fresh viewpoints
Disadvantages:
The recruitment process is longer and more expensive
The risks are higher because the persons hired are less well known
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16. 9.3 Recruitment & Selection: Putting The Right People Into The Right Jobs
Because people are often disillusioned after taking a job, some companies provide realistic job previews where candidates are given both positive and negative features of the jobs and the organization before being hired
The process of screening job applicants and hiring the best candidate is the selection process
There are three types of selection tools: background information, interviewing, and employment tests

17. 9.3 Recruitment & Selection: Putting The Right People Into The Right Jobs
1. Background Information - application forms and resumes are basic sources of information about job applicants
2. Interviewing - can be unstructured (asks probing questions to find out what the applicant is like), or structured (asks each applicant the same questions and compares responses to a standardized set of answers)
Lecture Note: Most students will already have a resume prepared. Ask students how accurate their resumes are. Do they feel pressure to embellish their experiences? Why?

18. Chapter 9: Human Resource Management
CLASSROOM PERFORMANCE SYSTEM
Which type of interview provides a more accurate assessment of the candidates job-related personality tests?
A) structured interview
B) unstructured interview
C) behavioral-description interview
D) situational interview
The answer is B.

19. 9.3 Recruitment & Selection: Putting The Right People Into The Right Jobs
3. Employment Tests - legally considered to consist of any procedure used in the employment selection decision process
Three common employment tests are:
-ability tests - measure physical abilities, strength, stamina, and so on
-performance tests - measure performance on actual job tasks
-personality tests - measure personality traits like adjustment, energy, sociability, independence, and so on using tests like the Myers-Briggs assessment

20. 9.4 Orientation, Training, & Development
HOW DO MANAGERS HELP NEW HIRES BE SUCCESSFUL?
Helping newcomers fit smoothly into the job and the organization is referred as orientation
Orientation should provide information on:
-the job routine
-the organization’s mission and operations
-the organization’s work rules and employee benefits

21. 9.4 Orientation, Training, & Development
Managers can also improve employee performance by providing training and development
Training refers to educating technical and operational employees in how to better do their current jobs
Short-Term skills oriented
Development refers to educating professionals and managers in the skills they need to do their jobs in the future
Long-Term career oriented

22. Typical Areas for Which Employee Training and Development are Given
Communications
Computer skills
Customer service
Diversity
Ethics
Human relations
Quality initiatives
Safety
Sexual harassment
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23. On-the-Job and Off-the-Job Training Methods
Off-the-Job Methods
On-the-Job
Methods
Coaching—a subordinate is taken under the wing of an experienced employee
Training positions—trainees are given positions as assistants to experienced managers
Job rotation—employees are given lateral transfers to allow them to work at different jobs
Planned work activities—trainees are given important work assignments
Classroom programs—used by 91% of companies
Videotapes—used by 79%
Workbooks or manuals—77%
Overhead/opaque transparencies—56%
Business books—55%
Role playing—55%
Other: audiotapes, self-testing instruments, case studies, slides
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24. 9.4 Orientation, Training, & Development
Figure: 9.2: Five Steps in the Training Process

25. Chapter 9: Human Resource Management
CLASSROOM PERFORMANCE SYSTEM
Which of the following is the first step in the training process?
A) implementation
B) evaluation
C) selection
D) assessment
The answer is D.

26. 9.4 Orientation, Training, & Development
Training that takes place at work is called on-the-job-training
Training that takes place using classroom programs, videotapes, and so on is off-the-job training
When computers are used to provide additional help or reduce instructional time, there is computer-assisted instruction

27. 9.5 Performance Appraisal
HOW SHOULD MANAGERS ASSESS THEIR EMPLOYEE’S PERFORMANCE?
Performance appraisal consists of assessing an employee’s performance and providing him or her with feedback
This provides employees with an understanding of how they are doing relative to the firm’s objectives and it helps with their development and training

28. 9.5 Performance Appraisal
There are two types of appraisals:
1. Objective appraisals are based on facts and are often numerical
2. Subjective appraisals are based on a manager’s perceptions of an employee’s traits (attitudes, initiative, leadership) or behaviors (specific observable aspects of performance)
Most performance appraisals are done by managers, but sometimes information comes from other sources like peers and subordinates

29. 9.5 Performance Appraisal
There are two types of feedback:
1. Formal appraisals are conducted at specific times throughout the year and are based on performance measures that have been established in advance
2. Informal appraisals are conducted on an unscheduled basis and consist of less rigorous indications of employee performance

30. Performance Appraisals
Establish Standards
Understandable
Measurable
Reasonable
Communicate Standards
Evaluate Performance
Discuss Results
Take Action
Corrective
Reward
Use Results to Make Decisions
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31. Major Uses of Performance Appraisals
Identify training needs
Use as a promotion tool
Recognize workers’ achievements
Evaluate hiring process
Judge effectiveness of orientation process
Use as a basis for terminating workers
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32. How to Give Employees Feedback:
Take a problem-solving approach, avoid criticism, and treat employees with respect
Be specific in describing the employee’s present performance and the improvement you desire
Get the employee’s input
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33. How to Give Employees Feedback:
If criticism is warranted, criticize the act, not the employee
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34. Chapter 9: Human Resource Management
CLASSROOM PERFORMANCE SYSTEM
Which of the following types of appraisal is conducted at specific times throughout the year?
A) formal
B) informal
C) structured
D) unstructured
The answer is A.

35. 9.6 Managing An Effective Workforce: Compensation & Benefits
WHAT ABOUT COMPENSATION & BENEFITS?
Compensation has three parts:
1. Wages or salaries - the basic wage or salary paid to employees in exchange for doing their jobs is called base pay
2. Incentives - commissions, bonuses, profit sharing, and stock options are all examples of incentives that are paid to top performers to encourage repeat performances
3. Benefits - non-monetary forms of compensation (health care, life insurances, and so on) are benefits that are designed to enrich the lives of employees

36. Chapter 9: Human Resource Management
CLASSROOM PERFORMANCE SYSTEM
Health insurance, disability protection, and retirement plans are all examples of
A) wages
B) incentives
C) benefits
D) salaries
The answer is C.

37. 9.6 Managing Promotions, Transfers, Disciplining, & Dismissals
WHO SHOULD BE PROMOTED, WHO SHOULD BE DISMISSED?
Deciding who to promote, transfer, or dismiss are all part of the manager’s responsibilities
Managers can recognize an employee’s superior performance by giving the individual a promotion
When an employee is moved to a different job with similar responsibility, the employee has been transferred

38. 9.6 Managing Promotions, Transfers, Disciplining, & Dismissals
Employees that are not meeting expectations may be warned or reprimanded, and then disciplined
There are three types of dismissals:
-layoffs imply that the dismissal is temporary
-downsizing is a permanent dismissal
-firing implies that the dismissal is permanent and that there was cause for the dismissal

39. Employee Replacement
Promotion: moving an employee to a higher level position.
Transfer: movement of an employee to a different job with similar responsibility.
Disciplining & Demotion: poorly performing employees may be given a warning or reprimand and then disciplined. May be temporarily removed from his or her regular job or demoted—having his or her position, pay, and prerequisites taken away.
Dismissal:
Layoffs
Downsizing
Firings
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40. Reasons Why Employees are Transferred
Solve organizational problems
Broaden managers’ experience
Retain manager’s interest and motivation
Solve some employee problems
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41. Practical Action: The Right Way to Handle a Dismissal
Give the employee a chance first
Don’t delay the dismissal, and make sure it’s completely defensible
Be aware how devastating a dismissal can be—both for the individual and to those remaining
Offer assistance in finding another job
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42. Sexual Harassment
Sexual Harassment: consists of unwanted sexual attention that creates an adverse work environment.
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43. Sexual Harassment Guidelines for preventing sexual harassment:
Don’t do uninvited touching, hugging, or patting of someone’s body.
Don’t request or suggest sexual favors for rewards related to work or promotion.
Don’t make suggestive jokes of a sexual nature, demeaning remarks, slurs, or obscene gestures.
Don’t create sexual pictures or displays or written notes of a sexual nature.
Don’t laugh at others’ sexually harassing words or behaviors.
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.