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Ch7 Managing Human Resources (7-2 Discuss the tasks associated with…
Ch7 Managing Human Resources
7-1 Describe the key components of the human resource management process and the important influences on that process
The human resource management process
Strategic human resource planning
Selection
Orientation
Training and development
Performance management
Compensation and benefit
Safety and health
Legal environment of HRM
Affirmative action programs
Anyone has an equal opportunity based on his and her qualifications
Protected groups such as minorities and females
7-4 Describe strategies for retaining competent, high-performing employees
Compensating and benefits
Variable pay
Individual's compensation is contingent on performance
Determines pay and benefits
Kind of job performed
Kind of business
Employee's tenure and performance
Unionizarion
Labor or capital intensive
Management philosophy
Geographical location
Company profitability
Size of company
Skilled-based pay
Rewarding employees for the job skills they demonstrate
Specific Performance Appraisal methods
BARS
Advantage
Focus on specific and measurable job behavior
Disadvantage
Time-consuming
Difficult to develop
MBO
Advantage
Focuses on end goals
Results oriented
Disadvantage
Time-consuming
Adjective rating scales
Advantage
Provide quantitative data
Less time-consuming than others
Disadvantage
Do not provide depth of job behavior assessed
360-degree appraisal
Advantage
More thorough
Disadvantage
Time-consuming
Critical incidents
Advantage
Rich example
behaviorally based
Disadvantage
Time-soncuming
Lack quantification
Multiperson
Advantage
Compares employees with one another
Disadvantage
Unwieldy with large number of employees
Written essay
Advantage
Simple to use
Disadvantage
More measure of evaluator's writing ability than of employee's actual performance
7-3 Explain how employees are provided with needed skills and knowledge
Orientation
Work unit orientation
Clarifies how or her job contributes
Provides an introduction to his or her coworkers
Familiarizes an employee with the goals
Organization orientation
Clarifies relevant HR policies such as work hours, pay procedures, overtime requirements, and benefits
May include a tour of the organization's physical facilities
Informs the new employee about the organization's goals, history, philosophy, procedures, and rules
Job orientation
Clarifies the new employee's specific duties and responsibilities
Corrects any unrealistic expectations
Expands on the information the employee obtained
Training methods
Traditional training methods
Mentoring and coaching
Employees work with an experienced worker who provides information, support, and encouragement; also called apprenticeships in certain
Experiential exercises
Employees participate in role-playing, simulations, or other face-to-face types of training
Job rotation
Employees work at different jobs in a particular area, getting exposure to a variety of tasks
Workbooks/manuals
Employees refer to training workbooks and manuals for information
On-the-job
Employees learn how to do tasks simply by performing them, usually after an initial introduction to the task
Classroom lectures
Employees attend lectures designed to convey specific
Technology-based training methods
Videoconferencing/teleconferencing/satelliteTV
Employees listen to or participate as information is conveyed or techniques demonstrated
E-learning
CD-ROM/DVD/videotapes/audiotapes/podcasts
Employees listen to or watch selected media that convey information or demonstrate certain techniques
Mobile learning
7-2 Discuss the tasks associated with identifying and selecting competent employees
Current assessment
Human resource inventory
Job description
Written statement that describes the job
What's a job holder does, how it's done, and why it's done
Portraying job content, environment, and conditions of employment
Job specification
The minimum qualifications that a person must process
identifyng the knowledge, skills and attitudes needed to do
Job analysis
Telling management what individual employees can do
Analyzed and skills and behaviors that are necessary
HRM process
Recruitment and downsizing
Selection
Employment planning
Recruitment: locating, identifying, and attracting capable applicants
Employee referrals
Advantages
Knowledge about the organization provided by current employee
Can generate strong candidates because a good referral reflects on the recommender
Disadvantages
May not increase the diversity and mix of employees
Company web site
Advantages
Wide distribution
Can be targeted to specific groups
Disadvantages
Generates many unqualified candidates
Internet
Advantages
Reaches large numbers of people
Can get immediate feedback
Disadvantages
Generates many unqualified candidates
College recuiting
Advantages
Large centralized body of candidates
Disadvantages
Limited to entry-level positions
Professional recruiting organizations
Advantages
Good knowledge of industry challenges and requirements
Disadvantages
Little commitment to specific organization
Selection process
Downsizing options
Transfers
Moving employees either laterally or downward
Usually does not reduce costs but can reduce intraorganizational supply-demand imbalances
Reduced workweeks
Having employees work fewer hours per week, share jobs, or through furloughs perform their jobs on a part-time basis
Attrition
Not filling openings created by voluntary resignations or normal retirements
Early retirements
Providing incentives to older and more-senior employees for retiring before their normal retirement date
Layoffs
Temporary involuntary termination
May last only a few days of extend to years
Job sharing
Having employees, typically two part-timers, share one full-time position
Firing
Permanent involuntary termination
7-5 Discuss contemporary issues in managing human resources
Downsizing: Elimination of jobs in an organization
Provide support/counseling for surviving employees
Reassign roles according to individuals' talents and backgrpunds
Follow any laws regulating severance pay or benefirs
Focus on boosting morale
Offer individualized reassurance
Continue to communicate, especially one-on-one
Remain involved and available
Communicate openly and honestly
Explain impact of layoffs
Tell surviving employees the new goals and expectations
Inform those being let go as soon as possible
Layoff-survivor sickness
A set of attitudes, perceptions, and behaviors of employees who survive layoffs