Management & Organization Behavior class Two Discussions
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IPPTChap010.pptxHuman Resource Management
Chapter Ten
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Learning Objectives
LO 1 Discuss how companies use human resources management to gain competitive advantage.
LO 2 Give reasons companies recruit both internally and externally for new hires.
LO 3 Identify various methods for selecting new employees.
LO 4 Evaluate the importance of spending on training and development.
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Learning Objectives (cont.)
LO 5 Explain alternatives for who appraises an employee’s performance.
LO 6 Describe the fundamental aspects of a reward system.
LO 7 Summarize how unions and labor laws influence human resources management.
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Human Resource Management
Human resources management (HRM)
Formal systems for the management of people within an organization.
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Strategic Human Resources Management
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Creates value
Is rare
Is difficult to imitate
Is organized
Strategic Human Resources Management
Human capital
The knowledge, skills, and abilities of employees that have economic value.
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The HR Planning Process
Demand forecasts
determining how many and what type of people are needed.
Supply of labor
how many and what types of employees the organization actually will have.
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An Overview of the HR Planning Process
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Figure 10.1
Question
What tool is used for determining what is done on a given job and what should be done on that job?
Job description
Job specification
Job analysis
Occupation breakdown
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The correct answer is c – job analysis. See next slide
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The HR Planning Process
Job analysis
A tool for determining what is done on a given job and what should be done on that job.
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Staffing the Organization
Recruitment
The development of a pool of applicants for jobs in an organization
Internal, external
Selection
Choosing from among qualified applicants to hire into an organization
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Selection
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Interviews
Background Checks
Personality Tests
Applications and Résumés
Drug Testing
Cognitive Ability Tests
Performance Tests
Integrity Tests
Reference Checks
Interviews
Structured interview
Selection technique that involves asking all applicants the same questions and comparing their responses to a standardized set of answers.
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Screening Tools Used Most Often
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Figure 10.2
Performance Tests
Assessment center
A managerial performance test in which candidates participate in a variety of exercises and situations.
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Reliability and Validity
Reliability
The consistency of test scores over time and across alternative measurements.
Validity
The degree to which a selection test predicts or correlates with job performance
Criterion, content
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Workforce Reductions
Outplacement
The process of helping people who have been dismissed from the company regain employment elsewhere.
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Termination
Employment-at-will
The legal concept that an employee may be terminated for any reason.
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Advice on Termination
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Table 10.1
Legal Issues and Equal Employment Opportunity
Adverse impact
When a seemingly neutral employment practice has a disproportionately negative effect on a protected group.
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U.S. Equal Employment Laws
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Table 10.2
U.S. Equal Employment Laws (cont.)
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Table 10.2
Training and Development
Training
Teaching lower-level employees how to perform their present jobs.
Development
Helping managers and professional employees learn the broad skills needed for their present and future jobs.
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Training and Development
Needs assessment
An analysis identifying the jobs, people, and departments for which training is necessary.
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Training Delivery Methods: Percent of Total Hours
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Figure 10.4
Types of Training
Orientation training
Training designed to introduce new employees to the company and familiarize them with policies, procedures, culture, and the like
Team training
Training that provides employees with the skills and perspectives they need to collaborate with others.
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Types of Training
Diversity training
Programs that focus on identifying and reducing hidden biases against people with differences and developing the skills needed to manage a diversified workforce.
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Performance Appraisal
Performance appraisal (PA)
Assessment of an employee’s job performance.
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Types of Appraisals
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Trait
Results
Behavior
Performance Appraisal
Management by objectives (MBO)
A process in which objectives set by a subordinate and a supervisor must be reached within a given time period.
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Question
___________ is the process of using multiple sources of appraisal to gain a comprehensive perspective on one’s performance.
360-degree appraisal
Peer appraisal
Content appraisal
Equity appraisal
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The correct answer is a – 360 degree appraisal. See next slide.
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Performance Appraisal
360-degree appraisal
Process of using multiple sources of appraisal to gain a comprehensive perspective on one’s performance
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Giving Feedback
Summarize the employee’s performance, and be specific.
Explain why the employee’s work is important to the organization.
Thank the employee for doing the job.
Raise any relevant issues, such as areas for improvement.
Express confidence in the employee’s future good performance.
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Factors Affecting the Wage Mix
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Figure 10.6
Pay Structure
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Figure 10.7
Employee Benefits
Cafeteria benefit program
An employee benefit program in which employees choose from a menu of options to create a benefit package tailored to their needs.
Flexible benefit programs
Benefit programs in which employees are given credits to spend on benefits that fit their unique needs.
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Labor Relations
Labor relations
The system of relations between workers and management.
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Collective Bargaining
Union shop
An organization with a union and a union security clause specifying that workers must join the union after a set period of time.
Right-to-work
Legislation that allows employees to work without having to join a union.
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Determinants of Union Voting Behavior
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Figure 10.8
Video: SAS
Why is SAS rated as a top company to work for by Forbes?
How does SAS attract and keep top talent?
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