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MGMT 300 Integrated Core: Management

Human Resources and Job Analysis

Goal of HR • To get individuals into the organization who make

valuable contributions to the organization’s goal attainment

• To accomplish this goal, must have proper:

Step 1: Recruitment

Step 2: Selection

Step 3: Training

Step 4: Performance

Appraisal

First Need to Know the Job

If the organization doesn’t know what the job is and what it requires, how can they recruit, select,

train, or evaluate performance?

Knowing the Job: Job Analysis Methods for describing a job: • What is accomplished (i.e., tasks) • How it is accomplished (e.g., equipment or process) • Why that task/role is performed • Characteristics of the work environment • What human attributes are required (knowledge,

skills, abilities, etc.)

Knowing the Job: Job Analysis

How might we get this information??

Knowing the Job: Job Analysis How do we get this information? 1. Perform the job 2. Observe (e.g., monitoring / video) 3. Interview 4. Survey 5. Critical Incident/ Diaries

Knowing the Job: Job Analysis

Knowing the Job: Job Analysis • O*NET: http://online.onetcenter.org

MGMT 300 Integrated Core: Management

Recruitment

STEP 1: Recruitment

Recruitment • Definition: Process of attracting and screening

the supply of prospective human resources available to fill a position

• Managers must: ▪ Be aware of the job they are trying to fill ▪ Stay aware of recruiting trends ▪ Identify where appropriate human resources are

located

Recruitment Sources and Trends • Sources inside the organization

• Sources outside the organization

• Relevant laws

What are some sources that companies can use for

internal recruitment?

Recruitment Sources and Trends • HR database: job posting info can be made

available to all current employees

• Employee referrals: current employees recommend others

Why do we Need External Recruitment?

• Fill entry-level jobs

• Acquire skills not possessed by current employees

• Obtain diverse employees

What are some sources that companies can use for

external recruitment?

External Recruitment Sources • Educational institutions

▪ High schools / Vocational schools

▪ Colleges and universities

• Competitors in the labor market

• Employment agencies

• Readers of certain publications

Poaching: actively recruiting employees from competitors

MGMT 300 Integrated Core: Management

Human Resources and the Law

Laws Influencing Recruitment

Title VII of the Civil Rights Act of 1964 Illegal for an employer to discriminate on the basis of:

• Race • Color • Sex • Religion • National Origin

EEOC and Discrimination • Civil Rights Act of 1964 also created the Equal

Employment Opportunity Commission (EEOC) • EEOC has officers appointed by the President and

Senate • Enforces civil rights laws • Race discrimination - the most common claim • In 2020 – won more than $439.2 million in cases

• Prohibits discrimination in employment based on pregnancy, childbirth, or related medical conditions

• Employer cannot ask questions about a woman’s family and childbearing plans

• Illegal to force a leave of absence and to limit job advancement opportunities

Pregnancy Discrimination Act of 1978

Age Discrimination Act of 1967 • Prohibits discrimination against anyone age 40

or older

• Exception: reasonable business necessity

• Ex: Pilots can be forced to retire at age 60

• Prohibits discrimination in all employment processes against individuals with disabilities

• Disability: physical or mental impairment that substantially limits one or more major life activities:

Breathing

Speaking

Learning

Walking

Lifting

Seeing

Eating

+ More

Americans with Disabilities Act of 1990

• Employers must make reasonable accommodations for individuals with disabilities.

• If the accommodation creates a business hardship, employer can be exempt from providing the accommodation.

Americans with Disabilities Act of 1990

MGMT 300 Integrated Core: Management

Selection

STEP 2: Selection

Selection • Selection: process of choosing the individual

best suited for a particular position and organization from a group of applicants

• Some selection tools: ▪ Preliminary screening ▪ Testing and assessment

centers ▪ Interviews

Preliminary Screening • Preliminary screening: a review to eliminate

those who obviously do not meet the position’s requirements

• Quickly removes unqualified applicants

• Applicants can be redirected to other positions within the organization

Testing measure potential to perform a task

Aptitude tests:

measure skill level or knowledge in a certain area

Achievement tests:

measure an individual’s personality dimensions

Personality tests:

Aptitude Tests • Aptitude tests: measure potential to perform a

task.

• Examples: ▪ Intelligence tests ▪ Mechanical tests ▪ Visual skills tests

Testing • Intelligence tests: measure the ability to reason,

plan, solve problems, and comprehend complex ideas

• Example: Wonderlic Intelligence Test

Testing Visual skills test: spatial reasoning test

Achievement Tests • Achievement tests:

measure skill level or knowledge in a certain area

• Example: Typing test

Personality Tests • Personality tests: measure an

individual’s personality dimensions

• Self-reported measures of traits, temperaments, or dispositions

• Tend to show areas such as leadership, teamwork ability, and assertiveness

Assessment Center Testing • Multiple Methods • Role plays • In-basket/ simulations • Leaderless group

discussion • Multiple Assessees • Multiple Assessors

Interviews • Used to gain insight about

job knowledge, skills, abilities, personality, and fit

• Not great at predicting job success but still commonly used

Tips for Better Interviews • Ask all applicants

same questions • Training • Note Taking • Same Interviewers

MGMT 300 Integrated Core: Management

Training

STEP 3: Training

Training • Training: process of developing qualities in

employees that enables them to be more productive and thus contribute more to org goal attainment

• 4 Steps: 1. Determine training needs 2. Design the training program 3. Administer the training program 4. Evaluate the training program

Determining Training Needs and Designing the Program • Evaluate the production process within the org

• Get direct feedback from employees

• Look into the future

• Assemble facts and activities that will meet training needs

Administering the Program Training Techniques: • Lectures and Classroom Training

• Programmed Learning

• On-the-Job Skills

Lectures Mostly one-way communication where instructor presents information to group of listeners

Disadvantage:

instructor may not have the time or take time to assess

participants knowledge, answer questions, etc.

Advantage:

allows instructor to expose employees to a maximum amount of information in a

given time period

Programmed Learning Instruction that takes place without the presence or intervention of human lecturer

Disadvantage:

no instructor is present to answer on-demand questions

Advantage:

can be computerized and students can learn at their

own pace

On-The-Job Training • Blend of job-related knowledge and experience

• Developing skills on the job

• Coaching: direct critiquing of how well an individual is performing a job

Evaluating the Training Program • Training = $$$$$$$$$ • Need to make sure that the training is

needed and is being used by participants in their jobs

• How can training be assessed?

Interview participants

Evaluate job performance

before and after training session

Examine results such as sales to see if there are

increases

MGMT 300 Integrated Core: Management

Performance Evaluation

STEP 4: Performance Evaluation

Performance Appraisal • Performance appraisal: Process of reviewing

individuals’ productivity to evaluate their contributions toward attaining org goals

• Should be a continual process for new and established employees

• Main goal  ensure that employees are being productive and useful for meeting org’s goals

Why Use Performance Appraisal? • Provide documentation for reasoning behind

org decisions • Means of telling employees how they are doing

and of suggesting needed changes in behavior, attitudes, skills, or job knowledge

• Provide a basis for coaching of employees by their managers

Tips for Performance Appraisals • Should focus on employee performance and how

they have helped attain goals • Should focus on how well employee is doing their job

and not about their personality • Should allow employee chance to voice

opinions/concerns • Should provide recommendations for improved

employee productivity

Weaknesses of Performance Appraisal • Might only encourage short-term rewards • Paperwork • Unfair or biased • Negative responses from employees