Human Resource Management MGT 3310

Steps in Human Resource Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 13-2

Steps in Human Resource Recruitment ◦ Knowing the job Job Analysis ◦ Job Description ◦ Job Specification Knowing sources of human resources Sources inside the organization Human resource inventory Management inventory card Position placement form Management manpower replacement chart Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 13-3

Steps in Human Resource Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-4

Steps in Human Resource Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-5

Steps in Human Resource Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-6

Steps in Human Resource Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-7

Steps in Human Resource Recruitment (Continued) ◦ Sources Outside the Organization 1. Competitors 2. Employment agencies 3. Readers of certain publications 4. Educational institutions ◦ Knowing the Law  EEOC ◦ Affirmative Action 1. How many are employed 2. How many should be employed 3. Compare step 1 vs. 2 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-8

Steps in Human Resource Selection ◦ Testing 1. Aptitude tests 2. Achievement tests 3. Vocational interests 4. Personality tests ◦ Testing Guidelines Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-12

Steps in Human Resource Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-10

Steps in Human Resource  Selection  Assessment Center 1. Oral Communication 2. Conflict Resolution 3. Leadership 4. Persuasion 5. Problem Solving Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-11

Steps in Human Resource Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-12

Steps in Human Resource Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-13

Steps in Human Resource  Training (Continued)  Four Steps 1. Determining training needs 2. Designing the training program 3. Administering the training program Techniques for transmitting information 1. Lectures 2. Programmed learning Techniques for developing skills on-the-job classroom Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-14

Steps in Human Resource Four Steps (Continued) 4. Evaluating the training program 1. Has the excessive reject of products declined? 2. Are deadlines being met more regularly? 3. Are labor costs per unit produced decreasing? Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-15

Steps in Human Resource Performance Appraisal ◦ Why use performance appraisals 1. Provide systematic judgments for salary increases, promotions, transfers, demotions or terminations 2. To let subordinates know where they stand with the boss. 3. Useful basis for coaching and counseling Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-18

Steps in Human Resource Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-17

Steps in Human Resource  Performance Appraisal (Continued)  Handling performance appraisals  Potential Weakness of Performance Appraisals 1. Focuses employees on short-term rewards 2. Viewed as a reward-punishment situation 3. Emphasizes completing paperworkrather than critiquing individual performance 4. Process viewed as unfair or biased 5. Negative reactions to unfavorable comments Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-18