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HUMAN RESOURCE MANAGEMENT, :, Measure job performance, outside people…
HUMAN RESOURCE MANAGEMENT
Appraise performance
Self
can supplement manager view
Peer appraisal
coworker provides appraisal (in team settings)
360 Degree
a variety of people provides appraisal to evaluate manager
Formal appraisals
conducted at set times of the year
Informal appraisals
manager provides frequent feedback
Effective Feedback
Provide a suggested improvement
Focus on problem-solving & improvement, not criticism
Use formal & informal feedback
Pay and Benefits
Pay level
managers can decide to offer low or high wages
Benefits
Health insurance, day care
Cafeteria-style plan: employee can choose the best mix of benefits
Labor Relations
Managers perform activities to ensure there is a good relationship with labor unions
Unions
Managers have more power an individual worker
Collective bargaining: unions & management negotiate work agreement
SELECTION
PHYSICAL ABILITY TESTS
REFERENCES
PERFORMANCE TESTS
BACKGROUND INFORMATION
includes education,prior employment,college major,etc.
INTERVIEWS
STRUCTURED INTERVIEW
UNSTRUCTURED INTERVIEW
PAPER TESTS
PERSONALITY TESTS
ABILITY TESTS
Types of Training
Development
Varied work experience
expertise in many areas must be built by a top manager
possible top managers among workers are given many different tasks
Formal and education
tuition reimbursement: common for managers taking classes
long-distance learning to reduce travel
Training
On-the-Job Training
occurs in work settings as a worker
training given by co-workers
Apprenticeships
a skill is learned from a master worker
Classroom Insturction
Acquire skills in classroom
including videos, role-playing, simulation
Performance Appraisal & Feedback
Results
what a worker accomplish
example: sale reps are evaluated on what they sell
Objective
based on facts (sales figures)
Behaviour
how worker do a work
focuses on what workers do and provides feedback
Subjective
Manager's perception of traits, behaviors or results
subjective problems are overcome with rating scales
Traits
skills or abilities related to job
having traits does not mean workers know how to use them in the job
Sources of Performance Appraisals
Supervisors
Customers and Clients
Self
Subordinates
Peers
Components of HRM system
Recruitment & Selection
Recruitment is to develop applications that is qualified
Selection is to determine the potential for a job and qualifications for it
Performance Appraisal & feedback
Giving feedbacks to employees' performance to create space of improvements.
Provides info of training, motivating and rewarding workers
Training & Development
The process of developing workers' abilities and skills for the job
Pay & Rewards
Managers can give rewards to employees that perform
Managers can increase the good worker's pay
Benefiting employees by giving insurance and reward membership in firm
Labor Relations
Managers should have an effective relationship with labor unions which represents employees
Unions: They help to establish pay and working conditions
HRM legal environment
Equal Employment Opportunity
To ensure everyone have equal opportunity for employment unregard to sex, race, age, origin, religion or disabilities
Equal Employment Opportunity Comission
Managers must take actions to ensure zero discrimination in their team
Human Resource Planning
Managers must do forecasts to estimate number of employees needed and their qualifications
Managers also have to supply forecasts to estimate the availability & qualifications of current workers and those in labor market
Must be done before the recruitment and selection
Determine Recruitment & selection needs
Human resources planning
Job analysis
Job analysis: determines the tasks, duties and responsibilities of the job.
Job analysis can be done by
• Observe current workers
•Questionnaires filled out by worker and managers.
Current trends are toward flexible jobs where duties are not easily defined in advance.
Honesty in hiring
Managers may be tempted to over-rate the attractiveness of the job and firm.
Realistic Job Preview: provides an accurate overview of the job.
HRM Planning:
outsourcing: managers can decide to contract with outside worker rather than hiring them
Outsourcing:
• more flexible for the firm
• often provides human capital at a lower cost
Unions typically are against outsourcing that has potential to eliminate mrmber's jobs.
Outsource problems: managers lose control over output.
• outscorce contractors are not committed to the firm
Recruitment
External recruiting: managers look outside the firm for people who have not worked at the firm before
• .External recruitment is difficult since many new jobs have specific skill needs.
• A multi-prong approach to external recruiting works best.
Internal Recruiting: positions filled within the firm.
Internal recruiting has several benefits:
•Workers know the firm’s culture, may not have new ideas.
•Managerslikely already know the candidates.
•Internal advancement can motivate employees.
:
Measure job performance
outside people provide candid information about candidate
measure job performance