1. STAFFING

2. Human Resource Management
The integration of all processes, programs, and systems in an organization that ensure staff are acquired and used in an effective way

3. Human Resource Management (Contd.)
HR is multidisciplinary: It applies the disciplines of
Economics (wages, markets, resources),
Psychology (motivation, satisfaction),
Sociology (organization structure, culture) and
Law (min. wage, labor contracts)
What HR Professionals Do?
HR planning
Recruitment & Selection
Training and development
Compensation & Performance review
Labor relations

4. Human Resource Planning
Assessing Current
Human Resources
Assessing Future
Human Resource
Needs
Developing a
Program to Meet
Needs

5. Human Resource Planning
The process of systematically reviewing HR requirements to ensure that the required number of employees, with the required skills, are available when they are needed

6. HR Planning We have found the gap, how do we fill this void?
Internal Labour Supply
Skill Inventory
Succession Planning
Replacement Planning
Inventory Chart
Present & Future staffing situations
Helps in retention & expulsion strategy
External Labour Supply

7. Job Analysis (Functional Job Analysis, Position analysis questionnaire) A Basic Human Resource Management Tool
Human Resource Planning
Recruitment
Selection
Training and Development
Performance Appraisal
Compensation and Benefits
Safety and Health
Employee and Labor Relations
Legal Considerations
Job Analysis for Teams
Tasks
Responsibilities
Duties
Job Descriptions
Job Analysis
Job Specifications
Knowledge
Skills
Abilities

8. Definitions
Job - Consists of a group of tasks that must be performed for an organization to achieve its goals
Position - Collection of tasks and responsibilities performed by one person; there is a position for every individual in an organization
Job analysis - Systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization (functional job analysis , position analysis questionnaire)
Job description – document providing information regarding tasks, duties, and responsibilities of job
Job specification – minimum qualifications to perform a particular job

9. Recruitment
Process of locating, identifying, and attracting capable candidates
Can be for current or future needs
Critical activity for some corporations.
What sources do we use for recruitment

10. Sources of Recruitment

11. Recruitment Sources School Placement Employee Referrals Internal
Searches
Recruitment
Sources
Voluntary
Applicants
Employment
Agencies
Advertisements

12. SELECTION
A series of steps from initial applicant screening to final hiring of the new employee.
Selection process.
Step 1 Completing application materials.
Step 2 Conducting an interview.
Step 3 Completing any necessary tests.
Step 4 Doing a background investigation.
Step 5 Deciding to hire or not to hire.

13. Selection process Step 1 Completing application materials.
Gathering information regarding an applicant’s background and experiences.
Typical application materials.
Traditional application forms.
Résumés.
Sometimes tests may be included with application materials.
Step 2 Conducting an interview.
Typically used though they are subject to perceptual distortions.
Interviews can provide rough ideas concerning the person’s fit with the job and the organization.

14. Selection process Step 3 Completing any necessary tests.
Administered before or after the interview.
Common examples of employment tests.
Cognitive, clerical, or mechanical aptitudes or abilities.
Personality.
Step 4 Doing a background investigation.
Can be used early or late in selection process.
Background investigations include:
Basic level checks.
Reference checks.

15. Selection process Step 5 Deciding to hire or not to hire.
Draws on information produced in preceding selection steps.
A job offer is made.
A physical examination may be required if it is relevant to job performance.
Negotiation of salary and/or benefits for some jobs.
Step 6 Socialization.
The final step in the staffing process.
Involves orienting new employees to:
The firm.
The work units in which they will be working.
The firm’s policies and procedures.
The firm’s organizational culture.

16. Performance Appraisal

17. Performance Appraisal
The identification, measurement, and management of human performance in organizations.

18. Why Conduct Performance Appraisals?
Make decisions about that person's future with the organization
Identify training requirements
Employee improvement
Pay, promotion, and other personnel decisions
Research
Validation of selection techniques and criteria

19. A Model of Performance Appraisal
Skills/Activities/Output
Performance Appraisal System
Reward/Training/Punishment

20. Techniques for Evaluating Managers
Evaluation by superiors
Evaluation by colleagues
Peer ratings tend to be more favorable for career development than for promotion decisions
Self‑evaluation
Self‑ratings suffer from leniency
Subordinate evaluation
Effective in developing leadership
Leads to improved performance
360 degree feedback (multi‑source)

21. 360° Feedback
The combination of peer, subordinate, and self-review

22. Key Steps in Implementing 360° Appraisal
Top management communicates the goals
Employees and managers are involved in the development of the appraisal criteria and process.
Employees are trained in giving & receiving feedback.
Employees are informed of the nature of the 360° appraisal instrument and process.
The 360° system undergoes pilot testing
Management continuously reinforces the goals of the 360° appraisal and is ready to change the process when necessary.

23. Measurement Tools

24. Relative and Absolute Judgment
Relative Judgment
An appraisal format that asks supervisors to compare an employee's performance to the performance of other employees doing the same job.
Absolute Judgment
An appraisal format that asks supervisors to make judgments about an employee’s performance based solely on performance standards.

25. Rating Methods Performance rating scales Ranking technique
Supervisors indicate how or to what degree a worker possesses a relevant job characteristic
Ranking technique
Supervisors list the workers in order from highest to lowest
Paired‑comparison technique
Compares the performance of each worker with that of every other person in the group
Forced choice technique
Raters are presented with groups of descriptive statements and are asked to select the phrase in each group that is most descriptive of the worker being evaluated

26. Rating Methods Behaviorally anchored rating scales (BARS)
Appraisers rate critical employee behavior
Critical‑incident behaviors are established
These behaviors are used as standards for appraising effectiveness
The BARS items can be scored objectively by indicating whether the employee displays that behavior
Behavioral observation scales (BOS)
Appraisers rate the frequency of critical employee behaviors
The ratings are assigned on a five point scale
The evaluation yields a total score
Management by objectives (MBO)

27. Appraising Managers as Managers

28. Organizational Change

29. Concept of Organizational Change
Defined as adoption of a new idea or behavior by an organization.
Organizations need to continuously adapt to new situations if they are to survive and prosper

30. Planned and Unplanned Organizational Changes
Planned Changes
Changes in products and services
Changes in administrative systems
Changes in organizational size or structure
Introduction of new technologies
Advances in information processing and communication
Unplanned Changes
Changing employee demographics
Performance gaps
Governmental regulations
Economic competition in the global arena

31. Forces For Change Workforce World Politics Technology Social Trends
Economic
Shocks
Competition

32. Resistance to Change - Forms
Overt and immediate
Voicing complaints, engaging in job actions
Implicit and deferred
Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism

33. Resistance to Change Individual Selective Information Processing
Fear of
the Unknown
Force of
Habit
Need for
Security
Economic
Factors
Individual

34. Resistance to Change Organization Structural & Group Inertia
Limited Focus
Threat to establish
resource allocation
Threat to Expertise
power relationship
Organization

35. Overcoming Resistance to Change
Education and
Communication
Participation
Negotiation
Facilitation
and Support
Manipulation
and Cooptation
Coercion

36. Organizational Change
Unfreezing
Changing
Refreezing
Lewin’s Three-Step Process

37. Unfreezing the Status Quo
Desired
State
Restraining
Forces
Status
Quo
Driving
Forces
Time

38. Definition of OD
OD is a planned process of change in an organization’s culture through the utilization of behavioral science technology, research, and theory.

39. Organization Development is...
a systemwide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness.

40. Organizational Development - The Premises
Respect for people
Trust and support
Power equalization
Confrontation
Participation

41. OD Process
Evaluation
Diagnosis
Intervention .

42. OD Interventions Intergroup development Process consultation
Sensitivity training
Third Party Intervention
Survey feedback
Team building
Culture Change

43. Manager Development On the Job Training Planned Progression
Job Rotation
Creation of “assistant-to”
Temporary promotion
Committees
Off the Job
Training
Conference
MDPs
Business Simulations

44. Organizational Conflicts

45. Sources of Conflict Competition for scarce resources Time pressure
Unreasonable standards, policies, rules or procedures
Communication breakdowns
Personality clashes
Ambiguous or overlapping jurisdictions
Unrealized expectations

46. Managing Conflicts
Avoidance
Problem solving
Compromise
Forcing
Smoothing
Structural change

47. LEADING