1. Human Resource Management
Chapter 12
Human Resource Management

2. Strategic Human Resource Management
Human Resource Management (HRM)
Activities that managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals.
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3. Strategic Human Resource Management
Designing the components of a HRM system to be consistent with:
Each other
Other elements of organizational architecture
The organization’s strategy and goals
“Six Sigma”
Ensure that products and services are as free of errors or defects as possible through a variety of human resource-related initiatives
The objective of strategic HRM is the development of an HRM system that enhances the organization’s efficiency, quality, innovation, and responsiveness to customers.
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4. Components of a Human Resource Management System
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5. The Legal Environment of HRM
Equal Employment Opportunity (EEO)
The equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities.
Equal Employment Opportunity Commission (EEOC) enforces employment laws.
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6. The Legal Environment of HRM
Contemporary challenges for managers
How to eliminate sexual harassment
How to make accommodations for employees with disabilities
How to deal with employees who have substance abuse problems
How to manage HIV-positive employees and employees with AIDs
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7. The Recruitment and Selection System
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8. Human Resource Planning
Human Resource Planning (HRP)
Forecasting current and future human resourced needs.
Demand forecasts
Supply forecasts
Outsourcing
Loss of control over output
Unions are against outsourcing
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9. Job Analysis Job Analysis Methods
Identifying the TDRs that make up a job and the KSAs needed to perform the job.
Should be done for each job
Methods
Observing what current workers do.
Having workers and manages fill out questionnaires
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10. Recruitment External Recruiting Internal Recruiting
Looking outside the organization to fill open positions
Internal Recruiting
Managers turn to existing employees to fill open positions
Realistic Job Preview
Providing an honest assessment of the advantages and disadvantages of a job
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11. Selection Tools
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12. Reliability and Validity
Selection tools must be BOTH reliable and valid
Reliability
The degree to which the tool measures the same thing each time it is used
Validity
The degree to which the test measures what it is supposed to measure
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13. Training and Development
Teaching organizational members how to perform their current jobs
Helping them to acquire the knowledge and skills they need to be effective performers
Development
Building the KSAs of organizational members to enable them to take on new responsibilities
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14. Training and Development
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15. Performance Appraisal and Feedback
Evaluating employees’ job performance and contributions to the organization
Performance Feedback
Sharing performance appraisal information with subordinates and planning for the future
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16. Types of Performance Appraisal
Trait
Personal characteristics that are relevant to job performance
Behavior
The actual actions and behaviors exhibited on the job.
Results appraisals
Actual outcomes of work behaviors
Objective and Subjective appraisals
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17. Who Appraises Performance?
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18. Effective Feedback Tips
Be specific
Focus on correctable behaviors or outcomes
Utilize a problem solving approach
Express confidence in a subordinate’s ability to improve.
Provide feedback both formally and informally
Praise instances of high performance
Avoid personal criticisms
Agree to a timetable for improvements
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19. Pay Includes employees’ base salaries, pay raises, and bonuses
Determined by:
Characteristics of the organization and the job
Levels of performance
Pay level
The relative position of an organization’s incentives compared to similar firms
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20. Pay
Pay Structure
The arrangement of jobs into categories based on their relative importance to the organization and its goals, level of skills, and other characteristics.
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21. Benefits Legally required Voluntary Cafeteria-style benefits plans
Social security
Workers’ compensation
Voluntary
Health insurance
Retirement
Cafeteria-style benefits plans
Allow employees to choose the best mix
Can be hard to manage
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22. Labor Relations
Ensuring effective working relationships with the labor unions that represent their employees
Laws regulating areas of employment
Fair Labor Standards Act (1938) prohibits child labor, sets a minimum wage and maximum working hours.
Equal Pay Act (1963)
Work Place Safety (1970) OSHA mandates procedures for safe working conditions
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23. Unions Represent workers’ interests to management
The power that management has over individuals creates the need for unions
Collective bargaining
Negotiation between labor and management to resolve conflicts and disputes regarding:
Working hours and conditions
Wages and benefits
Job security
Unions are permitted by the National Labor Relations Act (1935) which also created the NLRB to oversee the relationship between employers and unions.
Not all workers want unions. Union membership costs money in dues and workers might not want to strike.
Union membership is lower today than 40 years ago.
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