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6 Chapter Managing Human Resources Copyright ©2011 Pearson Education.

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1 6 Chapter Managing Human Resources Copyright ©2011 Pearson Education

2 6-2 Learning Objectives Describe the key components of the HRM process and what influences it Discuss the tasks associated with identifying and selecting competent employees Explain how employees are provided with needed skills and knowledge Describe strategies for retaining competent, high- performing employees Discuss contemporary issues in managing human resources Copyright ©2011 Pearson Education

3 6-3 What Is the Human Resource Management Process? Human Resource Management (HRM) – The management function concerned with getting, training, motivating, and keeping competent employees Copyright ©2011 Pearson Education

4 6-4 Copyright ©2011 Pearson Education

5 6-5 What Is the Legal Environment of HRM? Since the mid-1960s, the federal government in the United States has greatly expanded its influence over HRM by enacting a number of laws and regulations including: Affirmative Action Programs – Programs that ensure that decisions and practices enhance the employment, upgrading, and retention of members of protected groups Copyright ©2011 Pearson Education

6 6-6 Are HRM Laws the Same Globally? HRM laws aren’t the same globally. For example, German laws provide for worker representation in management decisions through Work Councils – Groups of nominated or elected employees who must be consulted when management makes decisions involving personnel Board Representatives – Employees who sit on a company’s board of directors and represent the interest of employees Copyright ©2011 Pearson Education

7 6-7 What Is Employment Planning? Employment Planning – The process by which managers ensure they have the right numbers and kinds of people in the right places at the right time Human Resource Inventory – A report listing important information about employees such as name, education, training, skills, languages spoken, and so forth Copyright ©2011 Pearson Education

8 6-8 What Is Job Analysis? Job Analysis – An assessment that defines jobs and the behaviors necessary to perform them Job Description – A written statement that describes a job Job Specification – A written statement of the minimum qualifications that a person must possess to perform a given job successfully Copyright ©2011 Pearson Education

9 6-9 HOW DO ORGANIZATIONS RECRUIT EMPLOYEES? Recruitment – Locating, identifying, and attracting capable applicants Copyright ©2011 Pearson Education

10 6-10 Copyright ©2011 Pearson Education

11 6-11 How Do Managers Select Job Applicants? Selection Process – Screening job applicants to ensure that the most appropriate candidates are hired Reliability – The degree to which a selection device measures the same thing consistently Validity – The proven relationship between a selection device and some relevant criterion Copyright ©2011 Pearson Education

12 6-12 Pre-Employment Testing One criticism of written tests is that they may measure characteristics which are not related to job performance. As a result, performance- simulation tests are gaining popularity Performance-Simulation Tests – Selection devices based on actual job behaviors Copyright ©2011 Pearson Education

13 6-13 Closing the Deal Providing only details of positive aspects of a job may lead to satisfaction problems later. Realistic Job Preview (RJP) – A preview of a job that provides both positive and negative information about the job and the company Copyright ©2011 Pearson Education

14 6-14 How Are New Hires Introduced to the Organization? Orientation – Introducing a new employee to the job and the organization Employee Training – A learning experience that seeks a relatively permanent change in employees by improving their ability to perform on the job Copyright ©2011 Pearson Education

15 6-15 Copyright ©2011 Pearson Education

16 6-16 What Is a Performance Management System? Performance Management System – A system that establishes performance standards that are used to evaluate employee performance 360-degree appraisal – An appraisal device that seeks feedback from a variety of sources for the person being rated Copyright ©2011 Pearson Education

17 6-17 What Happens If an Employee’s Performance Is Not Up to Par? Discipline – Actions taken by a manager to enforce an organization’s standards and regulations Employee Counseling – A process designed to help employees overcome performance-related problems Copyright ©2011 Pearson Education

18 6-18 How Are Employees Compensated? Compensation Administration – The process of determining a cost-effective pay structure that will attract and retain employees, provide an incentive for them to work hard, and ensure that pay levels will be perceived as fair Skill-based Pay – A pay system that rewards employees for the job skills they demonstrate Copyright ©2011 Pearson Education

19 6-19 Compensation (cont.) Variable Pay – A pay system in which an individual’s compensation is contingent on performance Employee Benefits – Nonfinancial rewards designed to enrich employees’ lives Copyright ©2011 Pearson Education

20 6-20 Copyright ©2011 Pearson Education

21 6-21 How Can Managers Manage Downsizing? Downsizing – The planned elimination of jobs in an organization Layoff-Survivor Sickness – A set of attitudes, perceptions, and behaviors of employees who survive layoffs Copyright ©2011 Pearson Education

22 6-22 Copyright ©2011 Pearson Education

23 6-23 What Is Sexual Harassment? Sexual Harassment – Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual’s employment, performance, or work environment Copyright ©2011 Pearson Education

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