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HUMAN
RESOURCE
MANAGEMENT
2003 Pearson Education Canada Inc.
12.1
LEARNING OBJECTIVES
You should be able to:
Explain the strategic importance of human
resource management
Describe the human resource management process
Differentiate between job descriptions and job
specifications
Contrast recruitment and decruitment options
Describe the selection devices that work best with
various kinds of jobs
12.2
LEARNING OBJECTIVES
(continued)
You should be able to:
Identify the various training categories
Explain the various approaches to performance
appraisal
Describe what an organizations compensation
system should include
Discuss the current issues affecting human
resource management
2003 Pearson Education Canada Inc.
12.3
12.4
12.5
HUMAN RESOURCE
MANAGEMENT PROCESS
Necessary for staffing the organization and sustaining high
employee performance
Identify and select competent employees
Provide up-to-date knowledge and skills
Retain competent, high performing employees
Influenced by the external environment
Labour union - represents workers and protects their
interests through collective bargaining
Government regulations to assure equal employment
opportunities
12.6
Recruitment
Selection
Decruitment
Orientation
Training
Performance
Management
Career
Development
Compensation
and
Benefits
Environment
2003 Pearson Education Canada Inc.
12.7
HUMAN RESOURCE
PLANNING
Ensures:
That organization has the right number
and kind of people in the right places and
at the right time
Employees are capable of effectively and
efficiently performing their assigned
tasks
12.8
HUMAN RESOURCE
PLANNING (continued)
Current Assessment
Job analysis - defines jobs and the behaviors
necessary to perform them
Job description - statement of what job holder
does, how it is done, and why it is done
Job specification - statement of the minimum
qualifications that a person must possess to
perform a given job
2003 Pearson Education Canada Inc.
12.9
Structured
questionnaire
Job
Analysis
Interviewing
employees
individually
Employee
diaries
12.10
HUMAN RESOURCE
PLANNING (continued)
Meeting Future Human Resource Needs
Determined by the organizations goals and
strategies
Demand for employees is a result of demand
for the organizations products and services
Comparison of current HR capabilities and
future needs determines areas of overstaffing or
understaffing
2003 Pearson Education Canada Inc.
12.11
RECRUITMENT AND
DECRUITMENT
Recruitment
12.12
12.13
RECRUITMENT AND
DECRUITMENT (continued)
Decruitment
Process of reducing the size of the
organizations workforce or restructuring its
skill base
Used to meet the demands of a dynamic
environment
12.14
DECRUITMENT OPTIONS
(Exhibit 12.5)
OPTION
DESCRIPTION
Firing
Layoffs
Attrition
Transfers
Reduced workweeks
Early retirements
Job sharing
12.15
SELECTION
Selection Process
Screening job applicants to ensure that the most
appropriate candidates are hired
Prediction exercise to determine which
applicants will be successful if hired
Selection decisions may be correct or incorrect
12.16
SELECTION DECISION
OUTCOMES (Exhibit 12.6)
Selection Decision
Successful
Reject
Correct
Decision
Reject
Error
Unsuccessful
Accept
Accept
Error
Correct
Decision
12.17
Validity
SELECTION
(continued)
Reliability
12.18
SUGGESTIONS FOR
INTERVIEWING (Exhibit 12.8)
1. Structure a fixed set of questions for all applicants
2. Have detailed information about the job
3. Minimize any prior knowledge about the applicant
4. Ask questions that require detailed answers about actual job
behaviors
5. Use a standardized evaluation form
6. Take notes during he interview
7. Avoid short interviews that encourage premature decision
making
2003 Pearson Education Canada Inc.
12.19
12.20
ORIENTATION
Work Unit Orientation
Familiarizes new employee with goals of the
work unit
Organization orientation
Informs new employee about the organizations
objectives, history, procedure, and rules
Successful orientation
May be formal or informal
Makes new member feel comfortable, lowers
likelihood of poor performance and resignations
2003 Pearson Education Canada Inc.
12.21
TRAINING
Skill Categories
As jobs change, employee skills have to be
updated
Technical skills - basic and job-specific
competencies
Interpersonal skills - ability to interact
effectively
Problem-solving skills - useful in non-routine
jobs
2003 Pearson Education Canada Inc.
12.22
PERFORMANCE
Performance Management System
Process of establishing standards and
appraising employee performance
12.23
PERFORMANCE
(continued)
Performance Appraisal Methods
(continued)
Graphic rating scale - list of performance
factors
Behaviourally anchored rating scale (BARS) critical incident and graphic rating scale
approaches combined
Multiple comparisons - compares one persons
performance with that of one or more others
2003 Pearson Education Canada Inc.
12.24
PERFORMANCE
(continued)
Performance Appraisal Methods (continued)
Objectives - employees evaluated by how well
they accomplish a specific set of goals
Management By Objectives (MBO) - preferred
method of appraising managers and
professional employees
360 degree feedback - utilizes feedback from
supervisors, employees, and coworkers
2003 Pearson Education Canada Inc.
12.25
COMPENSATION
(WAGES AND BENEFITS)
Goals of Compensation Programs
Skill-based pay
Trends in compensation
12.26
Size of
company
Geographical
location
Management
philosophy
2003 Pearson Education Canada Inc.
Company
profitability
Level of
Compensation
and
Benefits
Kind of job
performed
Kind of
business
Unionization
Labour or
capital-intensive
12.27
CAREER DEVELOPMENT
Career
Sequence of positions held by a person during
her or his lifetime
The Way It Was
Employees advanced their work lives within a
single organization
Career development was a way to attract and
retain quality employees
Uncertainty brought organizational changes that
undermine principles of traditional career
development
2003 Pearson Education Canada Inc.
12.28
CAREER DEVELOPMENT
(continued)
You and Your Career Today
Boundaryless career - individual, not
organization, responsible for career
Career choice - optimally offers the best
match between persons aspirations and
her or his abilities and market
opportunities
2003 Pearson Education Canada Inc.
12.29
12.30
12.31
12.32
12.33