1. Human Resources Management with Shakil Al Mamun
Chapter 11
Human Resources Management
with Shakil Al Mamun
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

2. Outline for Today The importance of Human Resource Management (HRM)
The HRM Process
Selecting – Interviewing Skills and Practice
Overview of Environmental Factors affecting HRM
Managing HR
Staffing Overview and Exercise
Selection Process and Devices
Orientation
Performance and Compensation
Contemporary HR Issues
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

3. The Importance of Human Resources Management (HRM)
Necessary part of the organizing function of management
Selecting, training, and evaluating the workforce
An important strategic tool
HRM helps establish an organization’s sustainable competitive advantage.
Adds value to the firm
High performance work practices lead to both high individual and high organizational performance.
Various studies have concluded that an organization’s human resources can be an important strategic tool and can help establish a firm’s sustainable competitive advantage.
A. Whether or not an organization has a human resource department, every manager is involved with human resource management activities.
B. Managers must see employees as partners, not just costs to be minimized.
C. Studies that have looked at the link between HRM policies and practices and organizational performance have found that certain ones have a positive impact on performance.
1. These high-performance work practices are human resource policies and practices that lead to high levels of performance at the individual and organizational levels.
2. Examples of high-performance work practices are shown in Exhibit 11.1.
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

4. Exhibit 11.2 The Human Resources Management Process
Environment
Decruitment
Recruitment
Human
Resource
Planning
Selection
Orientation
Training
Performance
Management
Career
Development
Compensation
and
Benefits
Identification and Selection
of Competent Employees
Adapted and competent
employees with up-to-date
skills and knowledge
Competent and high-performing employees who
are capable of sustaining high performance over
the long term
Exhibit 11.2 introduces the key components of an organization’s human resources management process.
1. Identifying and selecting retains competent employees
3. knowledge and skills
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

5. The HRM Process Functions of the HRM Process
Identifying and selecting competent employees
Providing employees with up-to-date knowledge and skills to do their jobs
Ensuring that the organization retains competent and high-performing employees
Let’s look deeper at selecting – interviewing skills…
The human resources management process is defined as the eight activities necessary for staffing the organization and sustaining high employee performance. Exhibit 11.2 introduces the key components of an organization’s human resources management process.
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

6. Selecting - Interviewer Skills
“Being an effective manager requires good selection skills. Today we will learn how to become a good interviewer”
What are some of the questions NOT to ask interviewees?
Take 3 minutes to write down as many as you can remember.
Be prepared to share some with the class
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

7. Selecting – INTERVIEW SKILLS: Questions Not to Ask Job Candidates
About name changes; maiden name
For birth certificate, baptismal records, or about age in general
About pregnancy, child bearing plans, or child care arrangements
Whether applicant is single, married, divorced, engaged, separated, widowed, or living common-law
About birthplace, nationality of ancestors, spouse, or other relatives
Whether born in Canada
For photo to be attached to application or sent to interviewer before interview
About religious affiliation, church membership, frequency of church attendance
Whether the applicant drinks or uses drugs
Whether the applicant has ever been convicted
Whether the applicant has ever been arrested
Whether the applicant has a criminal record
About the applicant’s sexual orientation
Sample Questions Taken from Exhibit 11.8
Exhibit 11.8 lists examples of questions that interviewers should not ask.
These are a small sample of the questions so that you can review these with students. Ask them if they find any of them surprising.
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

8. Selecting –Tips for Managers: Some Suggestions for Interviewing
Structure a fixed set of questions for all applicants.
Have detailed information about the job for which applicants are interviewing.
Minimize any prior knowledge of applicants’ background, experience, interests, test scores, or other characteristics.
Ask behavioural questions that require applicants to give detailed accounts of actual job behaviours.
Use a standardized evaluation form.
Take notes during the interview.
Avoid short interviews that encourage premature decision making.
Interviewing is an important skill for managers to learn.
Source: Based on D.A. DeCenzo and S.P. Robbins, Human Resource Management, 7th ed. (New York, Wiley: 2002, p. 200)
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

9. Interviewer - Practice
Conducting an Interview
Consider job description
Identify key questions to ask
During the interview:
Make the interviewer comfortable (rapport building)
Discuss the purpose and structure of the interview
Ask your questions
Close the interview – ask if there are any questions you have not asked and inform them of the next step (follow up after the interview)
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

10. Selecting – Interviewing Skills Let’s Practice!
Please get into teams of three.
Follow the directions on page 334 of your text, Practice: Interviewing (Observers to report findings to class)
Timing:
Team develops 5 questions (10 minutes)
Exchange with another team
Determine who will be interviewer, interviewee, and observer
Interview time (10 minutes maximum)
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

11. Selecting – Interview Skills
Observers - summarize your findings:
What types of questions worked well?
Were there any inappropriate questions?
How comfortable was the interviewer?
How comfortable was the interviewee?
From this experience, describe what might work better next time?
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

12. Selecting – Interviewing Skills Summary
Review Job Description
Select appropriate questions
Be wary of local laws
Be wary of discriminating questions
Focus on job skills and ability to perform as needed
Use appropriate open and closed-ended questions (W5)
Make a comfortable environment for the interviewee
Describe the interview process
Close the interview allowing for questions from interviewee and description of next steps
Interviewing is an important skill for managers to learn.
Source: Based on D.A. DeCenzo and S.P. Robbins, Human Resource Management, 7th ed. (New York, Wiley: 2002, p. 200)
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

13. Environmental Factors Affecting HRM
Labour Union
Collective Bargaining Agreement
Legislation Affecting Workplace Conditions
Antidiscrimination Legislation
A labour union is an organization that represents workers and seeks to protect their interests through collective bargaining. About 31% of Canadian workers belong to labour unions.
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

14. Managing Human Resources
Human Resources (HR) Planning
The process by which managers ensure that they have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently performing their tasks
Human Resources Inventory
A review of the current makeup of the organization’s resources status
HR Management Information Systems (HRMIS)
Job analysis
Description
A written statement of what the jobholder does, how it is done, and why it is done
Job Specification
A written statement of the minimum qualifications that a person must possess to perform a given job successfully
Human resources planning is the process by which managers ensure that they have the right numbers and kinds of people in the right places and at the right times who are capable of effectively and efficiently performing assigned tasks to ensure that the organization reaches its objectives.
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

15. Staffing the Organization
Recruitment
The process of locating, identifying, and attracting capable applicants to an organization
Decruitment
The process of reducing a surplus of employees in the workforce of an organization
Recruitment
1. Recruitment is the process of locating, identifying, and attracting capable applicants.
2. Job candidates can be found using several sources (Exhibit 11.4):
a. Job fairs
b. Web-based recruiting (e-recruiting)
c. Employee referrals (usually produce the best candidates)
Decruitment
1. Decruitment involves techniques for reducing the labour supply within an organization.
2. Decruitment options include firing, layoffs, attrition, transfers, reduced workweeks, early retirements, and job sharing (see Exhibit 11.5).
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

16. Recruiting and Decruiting Exercise
Please get into your teams.
Identify two forms of recruiting and explain when this is best used, provide an example from someone’s experience (if you can) of when it was or should have been used.
Identify two forms of decruiting and explain when this is best used, provide an example from someone’s experience (if you can) of when it was or should have been used
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

17. Exhibit 11.4 Major Sources of Potential Job Candidates
Job candidates can be found using several sources (Exhibit 11.4).
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

18. Exhibit 11.5 Decruitment Options
Decruitment options include firing, layoffs, attrition, transfers, reduced workweeks, early retirements, and job sharing (see Exhibit 11.5).
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

19. Selection Selection Process Selection
The process of screening job applicants to ensure that the most appropriate candidates are hired
Selection
An exercise in predicting which applicants, if hired, will be (or will not be) successful in performing well on the criteria the organization uses to evaluate performance
Validity (of Prediction)
A proven relationship between the selection device used and some relevant criterion for successful performance in an organization
High test scores equate to high job performance; low scores to poor performance
Reliability (of Prediction)
The degree of consistency with which a selection device measures the same thing
Individual test scores obtained with a selection device are consistent over multiple testing instances
The selection process is screening job applicants to ensure that the most appropriate candidates are hired.
1. What is selection? It’s an exercise in prediction.
a. Prediction is important because any selection decision can result in four possible outcomes (see Exhibit 11.6).
b. The major thrust of any selection activity should be to reduce the probability of making reject errors or accept errors while increasing the probability of making correct decisions.
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

20. Types of Selection Devices
Application Forms
Written Tests
Performance Simulations
Interviews
Background Investigations
Physical Examinations
There are numerous and varied selection devices to choose from.
Exhibit 11.7 lists the strengths and weaknesses of each of these devices.
The application form is used by almost all organizations for job candidates.
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

21. Orientation and Skill Development
Bringing a new employee into the organization
Work-unit orientation
Familiarizes new employee with work-unit goals
Clarifies how his or her job contributes to unit goals
Introduces employee to his or her co-workers
Organization orientation
Informs new employee about the organization’s objectives, history, philosophy, procedures, and rules
Includes a tour of the entire facility
Orientation is defined as the introduction of a new employee into his or her job and the organization.
1. Work-unit orientation familiarizes the employee with the goals of the work unit, clarifies how his or her job contributes to the unit’s goals, and includes an introduction to his or her new co-workers.
2. Organization orientation informs the new employee about the organization’s objectives, history, philosophy, procedures, and rules.
3. Managers have an obligation to new employees to ensure that their integration into the organization is as smooth and anxiety-free as possible. The major objectives of orientation include:
a. Reduce initial anxiety.
b. Familiarize new employees with the job, the work unit, and the organization.
c. Facilitate the outsider-insider transition.
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

22. Managing and Rewarding Performance
Performance Management System
A process establishing performance standards and appraising employee performance in order to arrive at objective HR decisions and to provide documentation in support of those decisions
Written Essays
Critical Incidents
Graphic Rating Scales
Behaviourally Anchored Rating Scales (BARS)
Multiperson Comparisons
Management by Objectives (MBO)
360-Degree Feedback
Managers need to know whether their employees are performing their jobs efficiently and effectively or whether there is need for improvement.
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

23. Exhibit 11.14 Factors That Influence Compensation and Benefits
Level of
Compensation
and Benefits
Employee’s Tenure
and Performance
Size of
Company
Kind of
Job Performed
Profitability
Business
Geographical
Location
Unionization
Management
Philosophy
Labour- or
Capital-Intensive
How long has employee
been with company and
how has he or she performed?
Does job require
high levels of skills?
What industry is job in?
Is business unionized?
Is business labour- or
capital-intensive?
How large is the
company?
How profitable is the
Where is organization
located?
What is management’s
philosophy toward pay?
Several factors influence the differences in compensation and benefit packages for different employees. Exhibit summarizes these factors, which are both job-based and business- or industry-based.
1. One key factor is the kind of job an employee performs.
a. Typically, the higher the skill level, the higher the pay.
b. Many organizations have implemented skill-based pay systems in which employees are rewarded for the job skills and competencies that they can demonstrate.
2. Another factor is the kind of business the organization is in (private sector versus public sector).
3. Flexibility is becoming a key consideration in the design of an organization’s compensation system.
Sources: Based on R.I. Henderson, Compensation Management, 6th ed. (Upper Saddle River, NJ: Prentice Hall, 1994), pp. 3–24; and A. Murray, “Mom, Apple Pie, and Small Business,” Wall Street Journal, August 15, 1994, p. A1
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

24. Performance Top 10 Job Factors for College Graduates
(ranked in order of importance)
1. Enjoying what they do
2. Opportunity to use skills and abilities
3. Opportunity for personal development
4. Feeling what they do matters
5. Benefits
6. Recognition for good performance
7. Friendly co-workers
8. Job location
9. Lots of money
10. Working on teams
Exhibit provides results of a survey of college graduates regarding what is important to them in their first jobs.
Source: Based on V. Frazee. “What’s Important to College Grads in Their First Jobs?” Personnel Journal, July 1996, p. 21.
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

25. Tips for Managers: Some Suggestions for a Successful Management Career
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

26. Contemporary HRM Issues
Managing Downsizing
Managing Workforce Diversity
Sexual Harassment
Work-Life Balance
Family concerns, especially work-life balance, are another issue of current importance in human resource management.
Organizations are beginning to realize that employees can’t just leave their family needs and problems behind when they walk into work. They’re responding by developing programs to help employees deal with the family issues that may arise. They’re making their workplaces more family-friendly by offering family-friendly benefits.
Possible discussion questions:
• Is it okay for someone to bring his baby to work because of an emergency crisis with normal child care arrangements?
• Is it okay to expect an employee to work 60 or more hours a week?
• Should an employee be given the day off to watch her child perform in a school event?
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.

27. Thanks
Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.