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1 Human Resource Management The purpose of this chapter is to thoroughly familiarize you with the human resource management process and the role of the.

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Presentation on theme: "1 Human Resource Management The purpose of this chapter is to thoroughly familiarize you with the human resource management process and the role of the."— Presentation transcript:

1 1 Human Resource Management The purpose of this chapter is to thoroughly familiarize you with the human resource management process and the role of the manager in this process. We will look at the essential elements of human resources management and identify what is needed to attract, develop, and maintain a quality workforce.

2 2 Human Resource Management A term used to describe the wide variety of activities involved in attracting, developing and maintaining a talented and energetic workforce.

3 3 Human Resource Management It involves managerial responsibility not only for staffing organizations with capable workers, but also for ensuring that their performance potential is fully realized.

4 4 Human Resources Management Attracting a quality workforce  HR Planning - Recruitment - Selection Developing a quality workforce  Orientation - Training and Development -  Career Planning and Development

5 5 Human Resources Management Maintaining a quality workforce  Managing Retention and Turnover -  Performance Appraisal  Compensation and Benefits  Labor Management Relations

6 6 Influences of the Legal Environment HR management must be accomplished within the framework of government laws and regulations, which cover activities related to:  Pay - Employee Rights - Retirement -  Occupational Health and Safety - Privacy  Vocational Rehabilitation  Employment Discrimination  Labor Relations

7 7 Employment Discrimination "Employment-at-Will" Doctrine  1926 - Railway Labor Act  1935 - Wagner Act (NLRA)  1963 - Equal Pay Act  1964 - Civil Rights  EEO Act (Affirmative Action / EEOC)  1981 - Age Discrimination Act  1990 - Americans With Disabilities Act

8 8 Human Resource Planning The process of analyzing staffing needs and identifying actions to satisfy these needs over time. It must support the implementation of strategies and advance the accomplishment of key objectives.

9 9 Human Resource Planning It is having the right people available to do the required work essential to the success of any strategy, and It is the responsibility of all managers to ensure that all jobs in their work units are filled with people who can best perform the required tasks.

10 10 Steps in the HR Planning Process Review organizational strategies and objectives. Establish and refine HR objectives and policies to compliment the strategic plans. Establish HR needs……..via  Job Analysis  Job Description  Job Specifications.

11 11 Steps in the HR Planning Process Forecast....Project future staffing requirements and anticipate internal and external supply.  HR Audit  Replacement Charts  Succession Tables Take action…recruit - terminate - transfer - promote - whatever….

12 12 Attracting A Quality Workforce The Recruiting Process  Advertising of job vacancy.  Preliminary contact with potential job candidate.  Initial screening to create a pool of candidates.

13 13 Attracting A Quality Workforce Recruiting Practices  External  Internal  Traditional  Realistic

14 14 Attracting A Quality Workforce Making Selection Decisions  Application Forms  Interview or Site Visit  Employment Tests (Validity and Reliability)  Reference Checks  Physical Examinations  Analysis and Decision

15 15 Developing A Quality Workforce SOCIALIZATION  A process of systematically changing the expectations, behavior, and attitudes of a new employee in a manner considered desirable by the organization.

16 16 Developing A Quality Workforce SOCIALIZATION  It begins with the initial Employee Orientation and continues during later training and development activities as well as day-to-day supervisor-subordinate relations.

17 17 Developing A Quality Workforce Training and Development  A set of activities that provides learning opportunities through which people acquire and improve job related skills.

18 18 Developing A Quality Workforce Types of Training  On-the-Job Job Rotation - Coaching - Apprenticeship Modeling - Mentoring  Off-the-Job Management Development Management Simulation Games

19 19 Developing A Quality Workforce The Role of Performance Appraisal  The process of formally assessing someone's work and providing feedback on performance.

20 20 Developing A Quality Workforce Purposes of Performance Appraisal  Evaluation: Letting people know where they stand relative to objectives and standards.  Development: Assisting in the training and continued personal development of people.

21 21 Developing A Quality Workforce Performance Appraisal Methods  Graphic Rating Scales  Narrative Technique  Behaviorally Anchored Rating Scales  Critical-Incident Techniques  Multiperson Comparisons

22 22 Maintaining A Quality Workforce Career Development  A Career is a sequence of jobs and work pursuits constituting what a person does for a living. A Career Path  A sequence of jobs held over time during a career.

23 23 Maintaining A Quality Workforce Career Planning  Is the process of systematically matching career goals and individual capabilities with opportunities for their fulfillment.

24 24 Maintaining A Quality Workforce Career Stages  The Move to Early Adulthood  Mid-life Transition  Middle and Later Adulthood  A Career Plateau

25 25 Maintaining A Quality Workforce Retention and Turnover  Promotions  Transfers  Layoffs  Retirements  Early Retirements  Firings

26 26 Maintaining A Quality Workforce Managing Compensation and Benefits  Base Compensation  Fringe Benefits  Competitive Structures  Flexible Programs

27 27 Maintaining A Quality Workforce Labor-Management Relations  Labor unions are organizations to which workers belong and which collectively deal with employers on their behalf. Typical Provisions of a Union Contract  Job Specification and Work Rules  Seniority Provisions  Compensation  Grievance Mechanisms

28 28 Legislation Governing Labor- Management Relations The National Labor Relations Act (Wagner Act) 1935 The Labor Management Relations Act (Taft-Hartly) 1947 The Labor Management Reporting and Disclosure Act (Landrum- Griffith) 1959

29 29 Bargaining Strategies Unions Use  Strike  Boycott  Picket  Slowdown Companies Use  Lockout  Strike Breakers  Injunctions

30 30 Bargaining Strategies The Traditional Adversarial View  "Win-Lose” The New and Emerging View  "Win-Win"

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