1. Human Resources Management
Chapter 8
Human Resources Management
PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2006 Thomson Business and Economics. All rights reserved.

2. Learning Outcomes After studying this chapter, you should be able to:
List the four parts of the human resources management process.
Distinguish between a job description and a job specification, and explain why job analysis is needed.
Describe recruiting sources for candidates for jobs and the selection process.
Describe hypothetical questions and probing questions.
Explain what orientation and training and development of employees involve.
List the steps in job instructional training.
Explain the two types of performance appraisal.
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3. Learning Outcomes (cont’d)
Explain the concept “You get what you reward.”
Identify the major components of compensation.
Describe the difference between job analysis and job evaluation.
Explain why most organizations do not have to address labor relations.
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4. Learning Outcomes (cont’d)
Define the following key terms:
human resources management training process
bona fide occupational development qualification (BFOQ)
strategic human resources vestibule training planning
job description performance appraisal
job specifications compensation
recruiting job evaluation
selection labor relations
assessment centers collective bargaining
orientation
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5. Ideas on Management at Scitor
How does Scitor view its human resources management process?
What effect does Scitor’s approach to human resources management have on attracting employees?
What types of training and appraisal does Scitor provide its employees?
What does Scitor do to retain employees?
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6. The Human Resources Management Process
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Exhibit 8–1

7. Federal Laws Related to HRM
Equal Employment Opportunity
Equal Employment Opportunity Act of 1972 (Title VII of the Civil Rights Act of 1964)
Civil Rights Act of 1991
Age Discrimination in Employment Act of 1967 (amended 1978, 1984)
Vocational Rehabilitation Act of 1973
Americans with Disabilities Act of 1990
Compensation and Benefits
Equal Pay Act of 1963
Family and Medical Leave Act of 1993
Health and Safety
Occupational Safety and Health Act of 1970
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Exhibit 8–2

8. The Legal Environment Equal Opportunity Employment (1972)
Civil Rights Act of 1964 amended
Executive orders
Prohibits employment discrimination on the basis of sex, religion, race or color, or national origin.
Applies to private and public organizations that employ 15 or more persons.
Protected classes of minorities:
Hispanics, Asians, African Americans, Native Americans, and Alaskan natives
Disabled individuals and persons over 40
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9. Preemployment Inquires
To avoid asking discriminatory questions:
All questions asked applicants must be job-related.
Any general question you ask should be asked of all candidates.
Bona Fide Occupational Qualification (BFOQ)
A characteristic that an individual must possess that is directly related to performing the essential functions of the job or is a business necessity.
Example: Casting only females for the leading actress’s part in a play.
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10. Copyright © 2006 Thomson Business and Economics. All rights reserved.

11. The Human Resources Department
Functions of the HR Department:
Recruits employees so that the line managers can select which employees to hire.
Orients employees and trains many of them to do their jobs.
Usually develops the performance appraisal system and forms used by managers throughout the organization.
Determines compensation for employees.
Is usually responsible for employee health and safety programs, labor relations, and the termination of employees.
Keeping employment records, and it is often involved with legal matters.
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12. Human Resources Planning
Strategic Human Resources Planning
The process of staffing the organization to meet its objectives.
Job Analysis
The process of determining what a job entails and the qualifications need to fill the position.
Job description: identifies the tasks and responsibilities of a position.
Job specifications: identify the qualifications needed in the person who is to fill the position.
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13. Job Description Exhibit 8–4
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Exhibit 8–4

14. Attracting Employees: Recruiting Sources
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Exhibit 8–5

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16. The Selection Process 1. Application form 2. Screening interviews
3. Testing
4. Background and reference checks
5. Interviewing
6. Hiring
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17. Types of Interviews and Questions
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Exhibit 8–6

18. Preparing for the Interview
1. Review the job description and specifications.
2. Prepare a realistic job interview.
3. Plan the type of interview.
4. Develop questions for all candidates.
5. Develop a form.
6. Develop questions for each candidate.
Exhibit 8–7
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19. Conducting the Interview
1. Open the interview.
2. Present the realistic job preview.
3. Ask your questions.
4. Introduce top candidates to coworkers.
5. Close the interview.
Exhibit 8–8
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20. Selecting the Candidate
Problems to Avoid
Rushing
Stereotyping
“Like me” syndrome
Halo and horn effect
Premature selection
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21. Developing Employees Orientation Orientation Program Elements:
The process of introducing employees to the organization and their jobs.
Orientation Program Elements:
Description of organization and department functions
Specification of job tasks and responsibilities
Explanation of standing plans
A facility tour
Introduction to coworkers
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22. Developing Employees (cont’d)
Training
The process of teaching employees the skills necessary to do the job.
Development
Ongoing education to improve skills for present and future jobs.
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23. Developing Employees (cont’d)
Off-the-Job Training
Vestibule training develops skills in a simulated setting.
On-the-Job Training
Training done at the work site with the resources the employee uses to perform the job.
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24. Job Instructional Training Steps
1. Preparation of the trainee.
2. Presentation of the task by the trainer.
3. Performance of the task by the trainee.
4. Follow up.
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Exhibit 8–9

25. Training Methods Skills Developed Methods
Technical skills Written material, lectures, videotapes, question-and-answer sessions, discussions, demonstrations Programmed learning Job rotation Projects
Interpersonal and Role playing communication skills Behavior modeling
Conceptual and Cases decision-making skills In-basket exercises Management games Interactive videos
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Exhibit 8–10

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27. Performance Appraisal
The ongoing process of evaluating employee performance.
Types of Performance Appraisal
Developmental performance appraisal
Make decisions and plans for performance improvements.
Evaluative performance appraisal
Make administrative decisions about pay raises, transfers, promotions, demotions, and terminations.
“You get what you reward”
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28. The Performance Appraisal Process
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Exhibit 8–11

29. Performance Appraisal Measurement Methods
Developmental Appraisals
Evaluative Appraisals
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Exhibit 8–12

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31. The Evaluative Performance Appraisal Interview
Preparing for the Appraisal Interview
Conducting the Appraisal Interview
1. Make an appointment.
1. Open the interview.
2. Have the employee perform a self-assessment.
2. Go over the PA form.
3. Assess the employee’s performance.
3. Agree on strengths and areas for improvement.
4. Identify strengths and areas for improvement.
4. Conclude the interview.
5. Predict the employee’s reactions and plan how to handle them.
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Exhibit 8–13

32. The Developmental Performance Appraisal Interview
Preparing for the Appraisal Interview
Conducting the Appraisal Interview
1. Make an appointment.
1. Open the interview.
2. Have the employee develop objectives and plans for improving performance.
2. Agree on objectives.
3. Develop plans for meeting the objectives.
3. Develop objectives and plans for improving employee performance.
4. Make a follow-up appointment.
5. Conclude the interview.
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Exhibit 8–14

33. Retaining Employees Compensation
The total cost of pay and benefits to employees
Pay systems
Wages: paid on an hourly basis.
Salary: based on specific time period regardless of hours worked.
Incentives: paid for performance as piece rates for production, commissions on sales, merit raises, bonuses for reaching/exceeding goals, and profit sharing.
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34. Retaining Employees (cont’d)
Compensation
Pay determination
Externally market valuing the job on a pay level decision.
Job evaluation is used internally to establish the worth of each job relative to other jobs in the organization.
Benefits
Legally required benefits (e.g., workers’ compensation)
Optional benefits (e.g., health insurance)
Health and Safety
Occupational Safety and Health Act (OSHA) of 1970 requires employers pursue workplace safety.
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35. Labor Relations Labor Relations
The interactions between management and unionized employees.
National Labor Relations Act (Wagner Act)
Oversees the labor relations process through the National Labor Relations Board.
Collective Bargaining
The negotiation process resulting in a contract that covers compensation, hours, and working conditions and other issues that employees and management agree to.
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36. Labor Relations (cont’d)
Mediator
A neutral party who helps management and labor settle their disagreements by compromise.
Arbitrator
A neutral party that can make a binding decision, one to which management and labor must adhere.
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37. The Union-Organizing Process
Exhibit 8–15
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38. Loss of Employees Organizations lose employees because:
Through attrition, employees leave for other jobs, elect to stop working for a period of time, or retire.
Employees who break rules or do not perform to standards are fired.
Employees are laid off.
Exit interviews
Help identify problem areas that lead to turnover.
Outplacement services
Help laid-off employees find new jobs/learn skills.
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