ObjectivesObjectives 1.An overall understanding of how appropriate human resources can be provided for the organization 2.An appreciation for the relationship among recruitment efforts, an open position, sources of human resources, and the law 3.Insights into the use of tests and assessment centers in employee selection 4.An understanding of how the training process operates 5.A concept of what performance appraisals are and how they can best are conducted

Defining Appropriate Human Resources Individuals with in the organization who make a valuable contribution to management system goal attainment

Steps in Human Resources Recruitment Knowing the job Knowing sources of human resources Sources inside the organization Human resource inventory Management inventory card Position placement form Management manpower replacement chart

Steps in Human Resources

Recruitment (Continued) Sources Outside the Organization 1. Competitors 2. Employment agencies 3. Readers of certain publications 4. Educational institutions Knowing the Law Affirmative Action 1. How many are employed 2. How many should be employed 3. Compare step 1 vs. 2

Steps in Human Resources Selection Testing 1. Aptitude tests 2. Achievement tests 3. Vocational interests 4. Personality tests Testing Guidelines

Steps in Human Resources

Selection Assessment Center 1. Leadership 2. Organizing and planning ability 3. Decision making 4. Oral and written communication skills 5. Initiative 6. Energy 7. Analytical ability 8. Resistance to stress 9. Use of delegation

Steps in Human Resources Selection Assessment Center 1. Leadership 2. Organizing and planning ability 3. Decision making 4. Oral and written communication skills 5. Initiative 6. Energy 7. Analytical ability 8. Resistance to stress 9. Use of delegation

Steps in Human Resources Selection (Continued) Assessment Center 10. Behavior flexibility 11. Human relations competence 12. Originality 13. Controlling 14. Self-direction 15. Overall potential

Steps in Human Resources

Steps in Human Resource Training Four Steps 1. Determining training needs 2. Designing the training program 3. Administering the training program 4. Evaluating the training program

Steps in Human Resource

Training (Continued) Determining training needs Designing the training program Administering the training program Techniques for transmitting information 1. lectures 2. Programmed learning Techniques for developing skills on-the-job classroom

Steps in Human Resource Training (Continued) 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?

Steps in Human Resource

Performance Appraisal Why use performance appraisals 1. They provide systematic judgments to support salary increases, promotions, transfers, and sometimes demotions or terminations 2. They are a means of telling subordinates how they are doing and of suggesting needed changes in behavior, attitudes, skills, or job knowledge; they let subordinates know where they stand with the boss 3. They furnish a useful basis for the coaching and counseling of individuals by superiors

Steps in Human Resource Performance Appraisal Handling performance appraisals Potential Weakness of Performance Appraisals 1. Performance appraisals focused employees on short-term rewards rather than on issues that are important to the long-run success of the organization 2. Individuals involved in performance appraisal view them as a reward-punishment situation 3. The emphasis of performance appraisal is on completing paperwork rather than on critiquing individual performance 4. Individuals being evaluated view the process as unfair or biased 5. Subordinates react negatively when evaluators offer unfavorable comments