Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved.Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Human Resource Management All managers are resource managers. Employees are viewed as assets. Matching process, integrating the organization’s goals with employees’ needs.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Human Resource Management Goals Develop an Effective Workforce Training Development Appraisal Maintain an Effective Workforce Wage and salary Benefits Labor relations Terminations HRM planning Job analysis Forecasting Recruiting Selecting Attract an Effective Workforce OSHA Company Strategy

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Three Way HR Is Changing Development of global HR strategies Focus on building human capital The using of information technology 1 2 3

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. The Changing Social Contract New ContractOld Contract Employee Employer Employability, personal responsibility Partner in business improvement Learning Job security A cog in the machine Knowing Continuous learning, lateral career movement, incentive compensation Creative development opportunities Challenging assignments Information and resources Traditional compensation package Standard training program Routine jobs Limited information 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,

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Matching Model An employee selection approach in which the organization and the applicant attempt to match each other’s needs, interest, and values.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Attracting an Effective Workforce Choose Recruiting Sources Want ads Headhunters Internet Choose Recruiting Sources Want ads Headhunters Internet HR Planning Retirements Growth Resignations Select the Candidate Application Interview Tests Welcome New Employee Employee Contributions Ability Education Creativity Commitment Expertise Company Inducements Pay and benefits Meaningful work Advancement Training Challenge Matching Mode Match with Company Needs Strategic goals Current & future competencies Market changes Employee turnover Corporate culture Employee Needs Stage of career Personal values Promotion aspirations Outside interests Family concerns Match with

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Basic Building Blocks of HR Managers Job Analysis Job Description Job Specification

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. 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

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. 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

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Validity The relationship between an applicant’s score on a selection device and his or her future job performance.

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. EEOC No-No Related Questions  Race related questions  Age  Religion  Gender  National origin

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Performance Appraisal Steps Observing and assessing performance Recording the assessment Providing feedback to employee

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Making Performance Appraisals A Positive Force 1.The accurate assessment of performance through the development and application of assessment systems such as a rating scale 2.Training managers to effectively use the performance appraisal interview to provide feedback that reinforces good performance and motivate employee development

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. NEED TO SCAN PAGE 415, Figure 13.8

Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Termination First, employees who are poor performers can be dismissed Second, employers can use exit interviews in a positive manner The value of termination for maintaining an effective workforce is two fold;