1. Chapter 10 Human Resource Systems
Planning Ahead
What is human resource management?
How do organizations attract a quality workforce?
How do organizations develop quality workers?
How do organizations maintain quality workers?
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2. Human Resource Management
Responsibilities
attracting a quality workforce
planning, recruitment, selection
developing a quality workforce
employee orientation, training & development, career planning & development
maintaining a quality workforce
management of employee retention and turnover, performance appraisal, compensation, benefits
Handle workforce needs after they leave employment.
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3. Human Resource Management
Strategic Human Resource Planning
jobs are staffed with capable people who perform best
jobs are staffed to serve organizational mission, objectives and strategies
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4. Human Resource Management
Human Resource Planning
job analysis (analyzes a job for its characteristics and tasks and its pay and status.
GS-13 government ratings all through civil service
job descriptions—describes characteristics of the jobs—duties, reporting relationships, authority, relation to other workers, reports, responsabilities,etc.
job specification –specifies education, degrees, experience, physical and mental capabilities, etc. that an individual will need to fill a job.
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5. Laws Against Employment Discrimination
Equal Employment Opportunity (EEO)
right to employment without regard to race, color, national origin, religion, gender, age, or physical and mental ability.
federally enforced by the Equal Employment Opportunity Commission (EEOC)
Schermerhorn - Chapter 10

6. Laws Against Employment Discrimination
Affirmative Action Programs
federally mandated programs that promote the employment opportunities of women, veterans, aged, disabled and certain cultural groups
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7. Attracting a Quality Workforce
The Recruiting Process
attracting a qualified pool of job applicants to an organization so you can pick the best from this pool
To get the right people to apply cam be tricky.
advertisement of job vacancy (i.e. trade journals, probably not the want adds of your local paper.)The higher the position the wider the search.
go to schools/ give internships
preliminary contact with potential job candidates
initial screening to create a pool of applicants
employment agencies (even headhunters)
Career centers
Schermerhorn - Chapter 10

8. Internal Sources of Employees
Large companies can have 1000’s of employees they can choose from to move sideways, down or promote up.
Promotion possibilities chart is one way to keep track of those who could be promoted.
Schermerhorn - Chapter 10

9. Attracting a Quality Workforce
External Vs. Internal Recruitment
external recruitment
candidates are sought from outside the hiring organization
internal recruitment
candidates are sought within the organization
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10. Attracting a Quality Workforce
Realistic Job Previews
candidate is provided with all pertinent information about job and organization
benefits
higher levels of early job satisfaction
reduced turnover
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11. Attracting a Quality Workforce
The Selection Process
choosing the person with the greatest performance potential from the applicant pool
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12. Attracting a Quality Workforce
Selection Steps
completion of formal application
interviewing
testing
reference checks
physical examination
final analysis and decision to hire or reject
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13. Attracting a Quality Workforce
Interviews
Important due to the exchange of information that takes place
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14. Attracting a Quality Workforce
Employment Tests
Used to identify
intelligence
aptitudes
personality
interests
that help predict performance success
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15. Attracting a Quality Workforce
Employment tests should be
valid
reliable
legally defensible
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16. Attracting a Quality Workforce
Employment testing developments include
assessment centers
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17. Attracting a Quality Workforce
Reference and Background Checks
inquiries to previous employers, academic advisors, and coworkers regarding
qualifications
experience
past work records
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18. Attracting a Quality Workforce
Physical Examinations
ensure applicant’s physically capability to work
basis for enrolling in health-related fringe benefits
drug testing
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19. Schermerhorn - Chapter 10
The Selection Process
Final Decision to Hire or Reject
should focus comprehensively on the person’s capacity to perform in a given job
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20. Developing a Quality Workforce
the process of systematically changing the expectations, behavior and attitudes of a new employee
to help achieve the best possible fit between the individual, the job and the organization
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21. Developing a Quality Workforce
Employee Orientation
set of activities designed to familiarize new employees with their jobs, coworkers, and key aspects of the organization
explain and clarify
organizational mission
operating objectives
job expectations
policies and procedures
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22. Developing a Quality Workforce
Training and Development
Training
set of activities that provides the opportunity to acquire and improve job-related skills
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23. Developing a Quality Workforce
On-the-Job Training
job rotation
coaching
apprenticeship
modeling
mentoring
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24. Developing a Quality Workforce
Off-the-Job Training
Attendance at special programs
Management Development
special form of off-the-job training
improves one’s knowledge and skill in management and leadership
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25. Developing a Quality Workforce
Performance Appraisal
formally assessing someone’s work and providing feedback
evaluation
let people know where they stand relative to objectives and standards
development
assist in training and personal development
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26. Developing a Quality Workforce
Methods of Performance Appraisal
graphic rating scales
narrative technique
behaviorally anchored rating scale (BARS)
critical-incident technique
multiperson comparisons
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27. Maintaining a Quality Workforce
Career Planning and Development
Career
sequence of jobs that constitute what a person does for a living
Career Planning
systematically matching career goals and individual capabilities with opportunities
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28. Maintaining a Quality Workforce
Work-Life Balance
how people balance career with personal and family needs
concerns
single parent
dual-career couples
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29. Maintaining a Quality Workforce
Retention and Turnover
Replacement Situations
promotions
transfers
terminations
layoffs
retirement
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30. Maintaining a Quality Workforce
Compensation and Benefits
base compensation
salary or hourly wages
fringe benefits
additional nonwage/nonsalary forms of compensation
flexible benefits
employees can select benefits with a certain dollar amount
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31. Maintaining a Quality Workforce
Labor-Management Relations
Unions deal with employers on the workers’ behalf
industrial/business occupations
public sector employees
government workers
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32. Maintaining a Quality Workforce
Collective Bargaining
process of negotiating, administering and interpreting labor contracts
usually occurs in face-to-face meetings
generally adversarial
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