Management 9e by coulter ch12

Why Human Resources Is Important: The HRM Process • Explain how an organization’s human resources can be a significant source of competitive advantage.. Human Resource Planning; Recrui

ninth edition

STEPHEN P ROBBINS MARY COULTER

Human Resource Management

Chapter

12

L E A R N I N G O U T L I N E

Follow this Learning Outline as you read and study this chapter.

Why Human Resources Is Important:

The HRM Process

• Explain how an organization’s human resources can be a

significant source of competitive advantage.

• List eight activities necessary for staffing the organization

and sustaining high employee performance.

• Discuss the environmental factors that most directly affect

the HRM process.

L E A R N I N G O U T L I N E (cont’d)

Follow this Learning Outline as you read and study this chapter.

Human Resource Planning; Recruitment/

Decruitment; Selection; Orientation; Training

• Contrast job analysis, job description, and job

specification.

• Discuss the major sources of potential job candidates.

• Describe the different selection devices and which work

best for different jobs.

• Tell what a realistic job preview is and why it’s important.

• Explain why orientation is so important.

• Describe the different types of training and how that

training can be provided.

L E A R N I N G O U T L I N E (cont’d)

Follow this Learning Outline as you read and study this chapter.

Employee Performance Management;

Compensation/Benefits; Career Development

• Describe the different performance appraisal methods.

• Discuss the factors that influence employee

compensation and benefits.

• Describe skill-based and variable pay systems.

• Describe career development for today’s employees.

Current Issues in Human Resource Management

• Explain how managers can manage downsizing.

L E A R N I N G O U T L I N E (cont’d)

Follow this Learning Outline as you read and study this chapter.

Current Issues in Human Resource Management

(cont’d)

• Explain what sexual harassment is and what managers

need to know about it.

• Describe how organizations are dealing with work-life

balances.

The Importance of Human Resource

Management (HRM)

• As a necessary part of the organizing function of As a necessary part of the organizing function of

management

• As an important strategic toolAs an important strategic tool

competitive advantage

• Adds value to the firmAdds value to the firm

individual and high organizational performance

Exhibit 12–1 Examples of High-Performance Work Practices

• Self-managed teamsSelf-managed teams

• Decentralized decision makingDecentralized decision making

• Training programs to develop knowledge, skills, and Training programs to develop knowledge, skills, and

abilities

• Flexible job assignmentsFlexible job assignments

• Open communicationOpen communication

• Performance-based compensationPerformance-based compensation

• Staffing based on person–job and person–organization Staffing based on person–job and person–organization

fit

The HRM Process

• Functions of the HRM ProcessFunctions of the HRM Process

selected

skills to do their jobs

high-performing employees who are capable of high performance

Exhibit 12–2 Human Resource Management Process

Environmental Factors Affecting HRM

• Employee Labor UnionsEmployee Labor Unions

protect their interests through collective bargaining

– A contractual agreement between a firm and a union

elected to represent a bargaining unit of employees of the firm in bargaining for wage, hours, and working conditions.

• Governmental Laws and RegulationsGovernmental Laws and Regulations

discharging employees

proactive steps to ensure the full participation of protected

Exhibit 12–3 Major U.S Federal Laws and Regulations Related to HRM

Managing Human Resources

• Human Resource (HR) PlanningHuman Resource (HR) Planning

have the right number and kinds of people in the right places, and at the right times, who are capable of

effectively and efficiently performing their tasks

Current Assessment

• Human Resource InventoryHuman Resource Inventory

current resource status

necessary to perform the job

– Knowledge, skills, and abilities (KSAs)

observation, and collecting the self-reports of employees and their managers.

Current Assessment (cont’d)

• Job DescriptionJob Description

is done, and why it is done

• Job SpecificationJob Specification

a person must possess to perform a given job

successfully

Meeting Future Human Resource Needs

Supply of Employees Demand for Employees

Factors Affecting Staffing

Strategic Goals Forecast demand for products and services Availability of knowledge, skills, and abilities

Recruitment and Decruitment

• RecruitmentRecruitment

capable applicants to an organization

• DecruitmentDecruitment

the workforce of an organization

• E-recruitingE-recruiting

Exhibit 12–4 Major Sources of Potential Job Candidates

Exhibit 12–5 Decruitment Options

• Selection ProcessSelection Process

that the most appropriate candidates are hired

• What is Selection?What is Selection?

will be (or will not be) successful in performing well on the criteria the organization uses to evaluate

performance

Exhibit 12–6 Selection Decision Outcomes

Validity and Reliability

• Validity (of Prediction)Validity (of Prediction)

used and some relevant criterion for successful

performance in an organization

to poor performance.

• Reliability (of Prediction)Reliability (of Prediction)

device measures the same thing

consistent over multiple testing instances.

Exhibit 12–7 Selection Devices

• Application Forms Application Forms

• Written Tests Written Tests

• Performance Simulations Performance Simulations

• Interviews Interviews

• Background Investigations Background Investigations

• Physical examinations Physical examinations

Written Tests

• Types of TestsTypes of Tests

• Legal Challenges to TestsLegal Challenges to Tests

questions to job requirements

against members of protected classes

Performance Simulation Tests

• Testing an applicant’s ability to perform actual job Testing an applicant’s ability to perform actual job

behaviors, use required skills, and demonstrate specific knowledge of the job

that are central to successful job performance.

of performance simulation tests to evaluate their managerial potential.

Other Selection Approaches

• InterviewsInterviews

approach interviews carefully

• Background InvestigationsBackground Investigations

only positive outcomes.

• Physical ExaminationsPhysical Examinations

purposes related to pre-existing conditions

Exhibit 12–8 Suggestions for Interviewing

3 Minimize any prior knowledge Minimize any prior knowledge of applicants’ background,

experience, interests, test scores, or other characteristics.

4.

4 Ask behavioral questions Ask behavioral questions that require applicants to give

detailed accounts of actual job behaviors.

Exhibit 12–9 Examples of “Can’t Ask and Can Ask” Interview Questions

for Managers*

Can’t Ask

How old are you?

status? or Do you plan to

• Are you over 18?

• Would you relocate?

• Are you authorized to

work in the United States?

• Have you ever been

convicted of [fill in the blank]?—The crime must

be reasonably related to the performance of the job.

Exhibit 12–10 Quality of Selection Devices as Predictors

Other Selection Approaches (cont’d)

• Realistic Job Preview (RJP)Realistic Job Preview (RJP)

positive and the negative aspects of the job

conditions; reducing turnover.

• Transitioning a new employee into the organization.Transitioning a new employee into the organization

history, philosophy, procedures, and rules.

Exhibit 12–11 Types of Training

Type Includes

and programming, customer service, executive development, management skills and development, personal growth, sales, supervisory skills, and

technological skills and knowledge

diversity/cultural awareness, remedial writing, managing change, leadership, product knowledge, public

speaking/presentation skills, safety, ethics, sexual harassment, team building, wellness, and others

Exhibit 12–12 Employee Training Methods

 Videoconferencing/

teleconferencing/

satellite TV

 E-learning

Employee Performance Management

• Performance Management SystemPerformance Management System

appraising employee performance in order to arrive at objective HR decisions and to provide documentation

in support of those decisions

Exhibit 12–13 Advantages and Disadvantages of Performance Appraisal Methods

Multiperson

Compensation and Benefits

• Benefits of a Fair, Effective, and Appropriate Benefits of a Fair, Effective, and Appropriate

Compensation System

• Types of CompensationTypes of Compensation

Exhibit 12–14 Factors That Influence Compensation and Benefits

Career Development

• Career DefinedCareer Defined

his or her lifetime

– Provided for information, assessment, and training– Helped attract and retain highly talented people

 Now

– Individuals—not the organization—are responsible for

designing, guiding, and developing their own careers.

progression and organizational loyalty

Exhibit 12–15 What College Graduates Want From Jobs

Top Factors for U.S

Students

Exhibit 12–16

Some Suggestions

for a Successful

Management Career

Current Issues in HRM

• Managing DownsizingManaging Downsizing

• Managing Work Force DiversityManaging Work Force Diversity

Current Issues in HRM (cont’d)

• Sexual HarassmentSexual Harassment

an individual’s employment

other verbal or physical conduct of a sexual nature when submission or rejection of this conduct explicitly or implicitly affects an individual’s employment.

a sexual nature.

• Workplace RomancesWorkplace Romances

Current Issues in HRM (cont’d)

• Work-Life BalanceWork-Life Balance

behind when they come to work

Current Issues in HRM (cont’d)

• Controlling HR CostsControlling HR Costs

– Financial incentives– Wellness programs– Charging employees with poor health habits more for

benefits

• labor unionlabor union

• affirmative actionaffirmative action

• human resource planninghuman resource planning

• job analysisjob analysis

• job descriptionjob description

• job specificationjob specification

• recruitment

• validityvalidity

• reliabilityreliability

• realistic job preview (RJP)realistic job preview (RJP)

Terms to Know (cont’d)

• behaviorally anchored behaviorally anchored

rating scales (BARS)

• multiperson comparisonsmultiperson comparisons

• 360 degree feedback360 degree feedback

• skill-based pay skill-based pay

• variable payvariable pay

• careercareer

• downsizingdownsizing

• sexual harassmentsexual harassment

• family-friendly benefitsfamily-friendly benefits