1. Chapter Nine Human Resource Management: Getting the Right People for Managerial Success

2. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. Human Resource Management:  Human resource (HR) management: consists of the activities managers perform to plan for, attract, develop and retain an effective workforce. Two Important HR Concepts  Human Capital: the economic or productive potential of employee knowledge.  Visible Level: the economic or productive potential of strong, trusting and cooperative relationships. HR Planning  Strategic Human Resource Planning: consists of developing a systematic, comprehensive strategy for (a) understanding current employee needs (b) predicting future employee needs The Legal Requirements of Human Resource Management 1)Labor Relations 2)Compensation & Benefits 3)Health & Safety 4)Equal Employment Opportunity Recruitment: How to Attract Qualified Employees  Recruiting: the process of locating and attracting qualified applicants for jobs open in the organization.  Internal recruiting: hiring from the inside  External recruiting: hiring from the outside

3. The Strategic Human Resource Management Process Establish the mission & the visions Establish the grand strategy Formulate the Strategic plans Plan human resources needed Recruit & select people Orient, train, & develop Perform appraisals of people Purpose: Get optimum work performance to help realize Company’s mission & vision

4. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. Job Hunting: How Workers Found Jobs in 2003 PERCENTPERCENT

5. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. Job Hunting: Job Seekers Using the Internet in Last Job Search PERCENTPERCENT

6. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. Selection: How to Choose the Best Person for the Job 1)Background information: application forms, resumes & reference checks 2)Interviewing: unstructured, situational & behavioral-description 3)Employment tests: ability, personality, performance & others Orientation Orientation: helping the newcomer fit smoothly into the job and the organization  Information gained in orientation:  The job routine  The organization’s mission and operation  The organization’s work rules and employee benefits Training & Development  Training: refers to educating technical and operational employees in how to better do their current jobs.  Development: refers to educating professionals and managers in the skills they need to do their jobs in the future.

7. On-the-Job and Off-the-Job Training Methods On-the-Job Methods 1)Coaching—a subordinate is taken under the wing of an experienced employee 2)Training positions—trainees are given positions as assistants to experienced managers 3)Job rotation—employees are given lateral transfers to allow them to work at different jobs 4)Planned work activities—trainees are given important work assignments Off-the-Job methods Classroom programs—used by 91% of companies 1.Videotapes—used by 79% 2.Workbooks or manuals—77% 3.Overhead/opaque transparencies—56% 4.Business books—55% 5.Role playing—55% 6.Other: audiotapes, self-testing instruments, case studies, slides Performance Appraisals Performance appraisal: consists of 1) assessing an employee’s performance and 2) providing him or her with feedback. Objective appraisals Subjective appraisals Trait appraisals Behavioral appraisals

8. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 360-Degree Assessment  360-Degree Assessment: employees are appraised not only by their managerial superiors, but also by peers, subordinates, and sometimes clients. Effective Performance Feedback  Formal appraisals: are conducted at specific times throughout the year and are based on performance measures that have been established in advance.  Informal appraisals: are conducted on an unscheduled basis and consist of less rigorous indications of employee performance. 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 inputCompensation  Compensation: has three parts 1) wages and salaries, 2) incentives and 3) benefits. 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

9. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. Sexual Harassment  Sexual Harassment: consists of unwanted sexual attention that creates an adverse work environment.  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.