1. Human Resource Management
Chapter Twelve

2. High Performance Work Practices
Lead to both high individual and high organizational performance.
Improving the knowledge, skills, and abilities of an organization’s employees.
Increasing employee motivation.
Reducing loafing on the job.
Enhancing the retention of quality employees while encouraging low performers to leave.

3. Examples of High Performance Work Practices
Self-directed work teams
Job rotation
High levels of skills training
Problem-solving groups
Encouragement of innovative and creative behavior
Extensive employee involvement and training
Implementation of employee suggestions
Contingent pay based on performance
Coaching/mentoring
Info sharing
Use of employee attitude surveys
Comprehensive employee recruitment and selection procedures

4. Human Resource Management Process
Activities necessary for staffing the organization and sustaining high employee performance.

5. Human Resource Management Process
External Environment
Recruitment
Selection
Competent
Employees
Human
Resource
Planning
Decruitment
Adapted, competent employees
with current skills and knowledge
Orientation
Training
Career
Development
High performing
employees over
the long term
Performance
Management
Compensation
and
Benefits
External Environment

6. External Environment
Labor unions—an organization that represents workers and seeks to protect their interests through collective bargaining
Government laws and regulations
Unemployment rate

7. Human Resource Planning
Assessing current human resources
Assessing future human resource needs
Developing a program to meet those future needs

8. Assessing Current Human Resources
Human resource inventory
Name, education, training, prior employment, languages spoken, special capabilities, and specialized skills
Job analysis—defines jobs and behaviors necessary to perform them
Direct observation, filming, interviewing employees and managers, questionnaires
Job description—what a jobholder does, how it is done, and why it is done
Job specification—minimum qualifications

9. Meeting Future Human Resource Needs
Future human resource needs are determined by an organization’s mission, goals, and strategies
Estimate HR shortages and overstaffing issues (number, type)

10. Recruitment and Decruitment

11. Recruitment
Process of locating, identifying, and attracting capable applicants

12. Sources of Potential Job Candidates
Advantages
Disadvantages
Internet
Reaches large number of people; can get immediate feedback
Generates many unqualified candidates
Employee referrals
Can generate strong candidates b/c a referral reflects on the recommender
May not increase diversity and mix of employees
Company website
Wide distribution; can be targeted to specific groups
College recruiting
Large centralized body of candidates
Might be limited to entry-level positions with undergrads

13. Decruitment
Techniques for reducing the labor supply within an organization

14. Decruitment Options Option Description Firing
Permanent involuntary termination
Layoffs
Temporary involuntary termination; may last only a few day or extend to years
Attrition
Not filling openings created by voluntary resignations or normal retirements
Transfers
Moving employees laterally or downward
Reduced workweeks
Having employees work fewer hours or share jobs
Early retirements
Providing incentives to more senior employees to have them retire before their normal retirement date

15. Selection

16. Selection Process
Screening job applicants to ensure that the most appropriate candidates are hired
Reject errors—rejecting candidates who would have performed well on the job
Cost of ongoing screening, charges of discrimination
Accept errors—accepting candidates who ultimately perform poorly
Costs of training the employee, profits lost, severance, subsequent recruiting and screening

17. Types of Selection Devices
Application forms
Written tests—aptitude, intelligence, ability, personality, and Emotional Intelligence
Performance-simulation tests
Work sampling—do the job
Assessment centers—simulate real problems candidates would encounter
Interviews
Background investigations
Physical examinations

18. Suggestions for Interviewing
Structure a fixed set of questions for all applicants
Have detailed info about the job
Ask questions that require applicants to give details of actual job behaviors
Take notes during the interview
Role play in mock scenarios

19. Human Resource Management Process
External Environment
Recruitment
Selection
Competent
Employees
Human
Resource
Planning
Decruitment
Adapted, competent employees
with current skills and knowledge
Orientation
Training
Career
Development
High performing
employees over
the long term
Performance
Management
Compensation
and
Benefits
External Environment

20. Microsoft Interview Questions
“Tell me about your most intellectually challenging and difficult problem. Why was it difficult? How did you work through it? How did it work out?”
“Tell me about one of the most high potential people you have had the opportunity to work with. What did you do to support that person’s development?”
“Tell me about a time that you had to discipline an employee. What was your approach to the conversation? What was your strategy? What was the outcome?”

21. Orientation

22. Orientation
Introduction of a new employee to his or her job, the organization, and the culture
May be formal or informal
Example of intense orientation—Trilogy’s Trilogy University

23. Work Unit Orientation
Familiarizes the employee with the goals of the work unit, clarifies how his/her job contributes to the work unit, and includes an introduction to coworkers

24. Organization Orientation
Informs the new employee about the organization’s objectives, history, philosophy, procedures, and rules.

25. Employee Training

26. Types of Training Type Includes Interpersonal skills
Leadership, coaching, communication, conflict resolution, team building, diversity
Technical
Product training and knowledge, sales process, information technology, job specific
Business
Finance, marketing, quality, strategic planning, project management, sales
Mandatory
Safety, health, sexual harassment
Problem solving
Defining problems, analyzing alternatives
Personal
Career planning, time management, wellness, personal financial planning

27. Employee Training Methods
Traditional Training Methods
On-the-job
Job rotation
Mentoring and coaching
Experiential exercises
Workbooks and manuals
Technology-based Training Methods
CD-ROM, DVD, videotape
Videoconference
E-learning

28. Employee Performance Management

29. Performance Management System
A process of establishing performance standards and evaluating performance in order to arrive at objective human resource decisions as well as to provide documentation to support those decisions.

30. Performance Appraisal Methods
Advantage
Disadvantage
Written essays
Simple to use
Dependent upon the evaluator’s writing skills
Graphic rating scales
Quantitative; less time consuming
No depth about job behaviors
BARS
Focus on specific and measurable job behaviors
Time consuming; difficult to develop
Multi-person comparisons
Compares employees
Unwieldy with large numbers of employees
MBO
Results-oriented
Time consuming
360-degree appraisals
Thorough

31. Compensation and Benefits

32. Factors that Influence Compensation and Benefits
Employee tenure and performance
Kind of job performed
Management philosophy
Unionization
Industry
Company size
Geographical location
Company profitability

33. Skill-based Pay
A pay system that rewards employees for the job skills they can demonstrate.

34. Current Issues in Human Resource Management

35. Managing Downsizing Open and honest communication
Inform people being let go as soon as possible
Inform survivors about the company’s new goals, impact on their jobs, and future plans
Severance pay and benefits
Job search assistance
Support for survivors

36. Managing Workforce Diversity
Recruitment
Widen recruitment net to include non-traditional sources such as women’s job networks, over-50 clubs, and ethnic newspapers.
Selection
Make sure selection process does not discriminate.
Make sure applicants are comfortable with the organization’s culture.
Orientation and Training
Mentoring programs; required diversity training