chapter 12 human resource managementjohn wiley … .ppt

Management 11e John Schermerhorn,Chapter 12Human Resource Management,Planning Ahead Chapter 12 Study Questions,What is human resource management?How do organizations attract a quality workforce?How do organizations develop a quality workforce?How do organizations maintain a quality workforce?,Management 11e Chapter 12,2,Study Question 1:What is human resource management?,Human capital is the economic value of people with job-relevant abilities,knowledge,ideas,energies and commitments,Management 11e Chapter 12,3,Study Question 1:What is human resource management?,Human Resource Management is a process of attracting,developing,and maintaining a talented work force,Management 11e Chapter 12,4,Study Question 1:What is strategic human resource management?,Major human resource management responsibilities:,Management 11e Chapter 12,5,Study Question 1:What is human resource management?,Person-job fit The individuals skills,interests,and personal characteristics are consistent with the requirements of workPerson-organization fitThe individuals values,interests,and behavior are consistent with the culture of the organization,Management 11e Chapter 12,6,Study Question 1:What is human resource management?,Strategic human resource management mobilizes human capital to implement organizational strategies,Management 11e Chapter 12,7,Study Question 1:What is human resource management?,Discrimination in employmentOccurs when someone is denied a job or job assignment for reasons that are not job relevant,Management 11e Chapter 12,8,Study Question 1:What is human resource management?,Equal employment opportunityThe right to employment without regard to race,color,national origin,religion,gender,age,or physical or mental ability Title VII of the Civil Rights Act of 1964Equal Employment Opportunity Act of 1972Civil Rights Act(EEOA)of 1991,Management 11e Chapter 12,9,Figure 12.1 A sample of U.S.laws against employment discrimination,Management 11e Chapter 12,10,Study Question 1:What is human resource management?,Affirmative actionAn effort to give preference in employment to women and minority group members Bona fide occupational qualificationsemployment criteria justified by capacity to perform a job,Management 11e Chapter 12,11,Study Question 1:What is human resource management?,Additional laws against employment discrimination:Americans With Disabilities Act of 1990Age Discrimination in Employment Act of 1967 as amended in 1978 and 1986Pregnancy Discrimination Act of 1978Family and Medical Leave Act of 1993,Management 11e Chapter 12,12,Study Question 1:What is human resource management?,Current legal issues in HRMSexual harassmentEqual pay and comparable worthLegal status of independent contractorsWorkplace privacy,Management 11e Chapter 12,13,Study Question 2:How do organizations attract a quality workforce?,Human resource planning analyzes an organizations HR needs and how to best fill them,Management 11e Chapter 12,14,Figure 12.2 Steps in strategic human resource planning,Management 11e Chapter 12,15,Study Question 2:How do organizations attract a quality workforce?,The foundation of human resource planning is job analysis The orderly study of job facts to determine just what is done,when,where,how,why,and by whom in existing or potential new jobs Job analysis provides information for developing:Job descriptionsJob specifications,Management 11e Chapter 12,16,Study Question 2:How do organizations attract a quality workforce?,RecruitmentActivities designed to attract a qualified pool of job applicants to an organization Steps in the recruitment process:Advertisement of a job vacancy Preliminary contact with potential job candidates Initial screening to create a pool of qualified applicants,Management 11e Chapter 12,17,Study Question 2:How do organizations attract a quality workforce?,Management 11e Chapter 12,18,Study Question 2:How do organizations attract a quality workforce?,SelectionChoosing from a pool of applicants the person or persons who offer the greatest performance potential,Management 11e Chapter 12,19,Study Question 2:How do organizations attract a quality workforce?,Selection process,Management 11e Chapter 12,20,Figure 12.3 Steps in the selection process:the case of a rejected job applicant,Management 11e Chapter 12,21,Study Question 2:How do organizations attract a quality workforce?,Reliability means that a selection device gives consistent results time after timeValidity means that there is a clear relationship between what the selection device measures and job performance,Management 11e Chapter 12,22,Study Question 3:How do organizations attract a quality workforce?,InterviewsUnstructured interviews do not follow a formal and pre-established of questionsBehavioral interviews ask job applicants about past behaviors that relate to the jobSituational interviews ask job applicants how they would react in specific situations,Management 11e Chapter 12,23,Study Question 2:How do organizations attract a quality workforce?,Employment TestsUsed to further screen applicants by gathering additional job-relevant information Assessment centers examine how job candidates handle simulated work situationsWork sampling involves observing applicants performing actual work tasks,Management 11e Chapter 12,24,Study Question 2:How do organizations attract a quality workforce?,Employment TestsBiodata methods collect biographical information that has been proven to correlate with good job performance along with other traits such as,Management 11e Chapter 12,25,Study Question 3:How do organizations develop a quality workforce?,SocializationProcess of influencing the expectations,behavior,and attitudes of a new employee in a way considered desirable by the organization OrientationSet of activities designed to familiarize new employees with their jobs,coworkers,and key aspects of the organization,Management 11e Chapter 12,26,Study Question 3:How do organizations develop a quality workforce?,TrainingActivities that provide the opportunity to acquire and improve job-related skills,Management 11e Chapter 12,27,Study Question 3:How do organizations develop a quality workforce?,Performance management systems ensure thatPerformance standards and objectives are set Performance results are assessed regularly Actions are taken to improve future performance potential,Management 11e Chapter 12,28,Study Question 3:How do organizations develop a quality workforce?,Performance appraisalFormally assessing someones work accomplishments and providing feedback Purposes of performance appraisal:Evaluation lets people know where they stand relative to objectives and standards Development assists in training and continued personal development of people,Management 11e Chapter 12,29,Study Question 3:How do organizations develop a quality workforce?,Graphic rating scalesA trait-based performance appraisal that includes checklists of traits or characteristics to evaluate performance Relatively quick and easy to use Questionable reliability and validity,Management 11e Chapter 12,30,Study Question 3:How do organizations develop a quality workforce?,Behaviorally anchored rating scales(BARS)A behavior-based performance appraisal that describes actual behaviors that exemplify various levels of performance achievement in a job More reliable and valid than graphic rating scales Helpful in training people to master important job skills,Management 11e Chapter 12,31,Figure 12.4 Sample behaviorally anchored rating scale for performance appraisal,Management 11e Chapter 12,32,Study Question 3:How do organizations develop a quality workforce?,Recency bias is the tendency for evaluators to focus on recent behaviors instead of behavior that occurred throughout the evaluation period,Management 11e Chapter 12,33,Study Question 3:How do organizations develop a quality workforce?,Critical-incident techniquesKeeping a running log or inventory of effective and ineffective behaviors Documents success or failure patterns,Management 11e Chapter 12,34,Study Question 3:How do organizations develop a quality workforce?,Results-based performance appraisals focus on accomplishmentsUsually qualitative and objectiveDetermining what to measure may be difficultMay create ethical problems,Management 11e Chapter 12,35,Study Question 3:How do organizations develop a quality workforce?,Multiperson comparisonsFormally compare one persons performance with that of one or more others Types of multiperson comparisons:Rank orderingPaired comparisonsForced distributions,Management 11e Chapter 12,36,Study Question 3:How do organizations develop a quality workforce?,360 feedbackOccurs when superiors,subordinates,peers,and even internal and external customers are involved in the appraisal of a jobholders performance,Management 11e Chapter 12,37,Study Question 4:How do organizations maintain a quality workforce?,Work-life balanceHow people balance career demands with personal and family needs Progressive employers support a healthy work-life balance,Management 11e Chapter 12,38,Study Question 4:How do organizations maintain a quality workforce?,Contemporary work-life balance issues:Single parent concernsDual-career couples concernsFamily-friendliness as screening criterion used by candidates,Management 11e Chapter 12,39,Study Question 4:How do organizations maintain a quality workforce?,Compensation and benefitsBase compensationSalary or hourly wagesFlexible benefitsEmployees can select a set of benefits within a certain dollar amount,Management 11e Chapter 12,40,Study Question 4:How do organizations maintain a quality workforce?,Pay for performancePaying people for performance is consistent with:Equity theory Expectancy theory Reinforcement theory Merit pay Awards a pay increase in proportion to individual performance contributions Provides performance contingent reinforcement,Management 11e Chapter 12,41,Study Question 4:How do organizations maintain a quality workforce?,Bonus pay plans One-time payments based on the accomplishment of specific performance targets or some extraordinary contribution,Management 11e Chapter 12,42,Study Question 4:How do organizations maintain a quality workforce?,Profit-sharing plans Some or all employees receive a proportion of net profits earned by the organization Gain-sharing plans Groups of employees share in any savings realized through their efforts to reduce costs and increase productivity,Management 11e Chapter 12,43,Study Question 4:How do organizations maintain a quality workforce?,Employee stock ownership plansEmployees purchase company stock directly through employer,sometimes at a discountStock optionsEmployees have the right to purchase company stock at a fixed price in the future as a performance incentive,Management 11e Chapter 12,44,Study Question 4:How do organizations maintain a quality workforce?,BenefitsNon-monetary forms of compensationRequiredSocial securityUnemployment insuranceWorkers compensationNot requiredHealth insuranceRetirement plansPaid time off,Management 11e Chapter 12,45,Study Question 4:How do organizations maintain a quality workforce?,Flexible benefitsAllow employees to choose from a set of benefitsFamily-friendly benefitsHelp in balancing work and nonwork responsibilitiesEmployee assistance programsHelp employees deal with troublesome personal problems,Management 11e Chapter 12,46,Study Question 4:How do organizations maintain a quality workforce?,Retention Keeping well trained and productive employeesTurnover management of promotions,transfers,terminations,layoffs,and retirements,Management 11e Chapter 12,47,Study Question 4:How do organizations maintain a quality workforce?,Early retirementFinancial incentive offered to employees who retire earlyTerminationInvoluntary dismissal of an employee,Management 11e Chapter 12,48,Study Question 4:How do organizations maintain a quality workforce?,Employment-at-willEmployees can be terminated at any time for any reasonWrongful dischargeWorkers have legal protection from discriminatory firings,Management 11e Chapter 12,49,Study Question 4:How do organizations maintain a quality workforce?,Labor-management relationsLabor unions deal with employers on the workers behalf Collective bargainingProcess of negotiating,administering and interpreting a labor contract,Management 11e Chapter 12,50,Study Question 4:How do organizations maintain a quality workforce?,Management 11e Chapter 12,51,The traditional adversarial view of labor-management relations,Management 11e Chapter 12,52,Chapter 12 Case,Netflix:Making Movie Magic,For activities and assessments,please visit,