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Human Resource Management Matching process, integrating the organization’s goals with employees’ needs. All managers are resource managers. Employees are viewed as assets.

Human Resource Management Goals Company Strategy OSHA HRM planning Job analysis Forecasting Recruiting Selecting Attract an Effective Workforce Maintain an Effective Workforce Wage and salary Benefits Labor relations Terminations Develop an Effective Workforce Training Development Appraisal

Three Way HR Is Changing Focus on building human capital 1 Development of global HR strategies 2 3 The using of information technology

The Changing Social Contract New Contract Old Contract Employee Employability, personal responsibility Partner in business improvement Learning Job security A cog in the machine Knowing Employer Traditional compensation package Standard training program Routine jobs Limited information Continuous learning, lateral career movement, incentive compensation Creative development opportunities Challenging assignments Information and resources SOURCE: Based on Louisa Wah, “The New Workplace Paradox “ Management Review, January 1998,7; and Douglas T. Hall and Jonathan B. Moss, “The New Protean Career Contract: Helping Organizations and Employees Adapt,” Organizational Dynamics, winter 1998, 22-37.

Matching Model An employee selection approach in which the organization and the applicant attempt to match each other’s needs, interest, and values.

Attracting an Effective Workforce Choose Recruiting Sources Want ads Headhunters Internet Select the Candidate Application Interview Tests HR Planning Retirements Growth Resignations Welcome New Employee Matching Mode Company Needs Strategic goals Current & future competencies Market changes Employee turnover Corporate culture Employee Contributions Ability Education Creativity Commitment Expertise Match with Company Inducements Pay and benefits Meaningful work Advancement Training Challenge Employee Needs Stage of career Personal values Promotion aspirations Outside interests Family concerns Match with

Basic Building Blocks of HR Managers Job Analysis Job Description Job Specification

Interviewing An Applicant Know what you want Prepare a road map Use open ended questions Do not ask irrelevant questions Do not rush interview Do not rely on your memory

Reasons For Not Asking About Home Ownership Might adversely affect applicants chances at the job Minorities and women may be less likely to own a home Home ownership is probably unrelated to job performance

Validity The relationship between an applicant’s score on a selection device and his or her future job performance.

EEOC No-No Related Questions Race related questions Age Religion Gender National origin

Performance Appraisal Steps Observing and assessing performance Recording the assessment Providing feedback to employee

Making Performance Appraisals A Positive Force The accurate assessment of performance through the development and application of assessment systems such as a rating scale Training managers to effectively use the performance appraisal interview to provide feedback that reinforces good performance and motivate employee development

NEED TO SCAN PAGE 415, Figure 13.8

Termination First, employees who are poor performers can be dismissed The value of termination for maintaining an effective workforce is two fold; First, employees who are poor performers can be dismissed Second, employers can use exit interviews in a positive manner