2. ObjectivesObjectives 1.An overall understanding of how appropriate human resources can be provided for the organization 2.An appreciation for the relationship among recruitment efforts, an open position, sources of human resources, and the law 3.Insights into the use of tests and assessment centers in employee selection 4.An understanding of how the training process operates 5.A concept of what performance appraisals are and how they can best are conducted

3. Defining Appropriate Human Resources Individuals with in the organization who make a valuable contribution to management system goal attainment

4. Steps in Human Resources Recruitment Knowing the job Knowing sources of human resources Sources inside the organization Human resource inventory Management inventory card Position placement form Management manpower replacement chart

5. Steps in Human Resources

10. Recruitment (Continued) Sources Outside the Organization 1. Competitors 2. Employment agencies 3. Readers of certain publications 4. Educational institutions Knowing the Law Affirmative Action 1. How many are employed 2. How many should be employed 3. Compare step 1 vs. 2

11. Steps in Human Resources Selection Testing 1. Aptitude tests 2. Achievement tests 3. Vocational interests 4. Personality tests Testing Guidelines

12. Steps in Human Resources

13. Selection Assessment Center 1. Leadership 2. Organizing and planning ability 3. Decision making 4. Oral and written communication skills 5. Initiative 6. Energy 7. Analytical ability 8. Resistance to stress 9. Use of delegation

14. Steps in Human Resources Selection Assessment Center 1. Leadership 2. Organizing and planning ability 3. Decision making 4. Oral and written communication skills 5. Initiative 6. Energy 7. Analytical ability 8. Resistance to stress 9. Use of delegation

15. Steps in Human Resources Selection (Continued) Assessment Center 10. Behavior flexibility 11. Human relations competence 12. Originality 13. Controlling 14. Self-direction 15. Overall potential

16. Steps in Human Resources

17. Steps in Human Resource Training Four Steps 1. Determining training needs 2. Designing the training program 3. Administering the training program 4. Evaluating the training program

18. Steps in Human Resource

19. Training (Continued) Determining training needs Designing the training program Administering the training program Techniques for transmitting information 1. lectures 2. Programmed learning Techniques for developing skills on-the-job classroom

20. Steps in Human Resource Training (Continued) Evaluating the training program 1. Has the excessive reject of products declined? 2. Are deadlines being met more regularly? 3. Are labor costs per unit produced decreasing?

21. Steps in Human Resource

22. Performance Appraisal Why use performance appraisals 1. They provide systematic judgments to support salary increases, promotions, transfers, and sometimes demotions or terminations 2. They are a means of telling subordinates how they are doing and of suggesting needed changes in behavior, attitudes, skills, or job knowledge; they let subordinates know where they stand with the boss 3. They furnish a useful basis for the coaching and counseling of individuals by superiors

23. Steps in Human Resource Performance Appraisal Handling performance appraisals Potential Weakness of Performance Appraisals 1. Performance appraisals focused employees on short-term rewards rather than on issues that are important to the long-run success of the organization 2. Individuals involved in performance appraisal view them as a reward-punishment situation 3. The emphasis of performance appraisal is on completing paperwork rather than on critiquing individual performance 4. Individuals being evaluated view the process as unfair or biased 5. Subordinates react negatively when evaluators offer unfavorable comments