Chapter 12: Building and Managing Human Resources

Seite 1

Strategic Human Resource Managment

* Human Resource Management (HRM)

- Activities managers engage in to attract and retain employees ensure they perform at a high level and contribute to the accomplishment of organizational goals.

*Strategic Human Resource Management

- the process by which managers design components of an HRM system to be consistent with each other, with other elements of organizational architecture and with the organization's strategy and goals.

* HRM Activites

Recruitment and selection

Training and Development

Performance, appraisal, and feedback

Pay and benefits

Labor Relations (CBA)

Components of HR

Seite 2

The Legal Environment of HRM

* Equal Employment Opportunity (EEO)

- the equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country, religion or disabilities.

- EEO Commission (EEOC) enforces employment laws

* Contemporary Challenges for Managers

- how to eliminate sexual harassment

- how to make accommodations for employees with disabilities

- how to deal with employees who have substance abuse problems

- how to manage HIV-positive employees and employees with AIDs

Seite 3

Recruitment and Selection

* Recruitment *Selection

- activities managers engage in to - process managers use to determine

develop a pool of candidates for the qualifications of job applicants

open positions and their potential for performing well in a particular job

Seite 4

Human Resource Planning

* Human Resource Planning (HRP)

- Activities managers engage in to forecast current and future needs for human resources

- Demand Forecast: estimates the qualifications and numbers of employees the firm will need, given its goals/strategies

- Supply Forecast: estimates the availability and qualifications of current employees now and in the future

- supply of qualified workers in the external labor market

* Outsource

- to use outside suppliers and manufacturers to produce goods and services

- use of contract workers rather than hiring them

* Two reasons why human resource planning sometimes leader to managers outsourcing are:

- Flexibility and cost

Seite 5

Job Analysis

* Job Analysis

- done for each job in the organization

- identifying the tasks, duties, and responsibilities that make up a job (job description)

-identifying the knowledge, skills, and abilities (the KSAs) needed to perform a certain job (job specifications)

* Job Analysis Methods

- observing what current workers do

- interviewing workers

- having workers and managers fill out questionnaires

Seite 6

Recruitment

* External Recruitment

- looking outside the organization for people who have not worked at the firm previously

- newspapers, advertisements, open houses, on-campus recruiting, employee referrals, and internet (monster.com, linkedin, indeed.com)

* Internal Recruiting

- managers turn to existing employees to fill open positions

- benefits of internal recruiting:

internal applicnats are already familiar with the organization

managers already know candidates

can help boost levels of employee motivation and morale

Seite 7

The Selection Process

* Selection Process

- managers find out whether each applicant is qualified for the position and likely to be a good performer

Seite 8

Training and Development

* Training: teaching organizational members how to perform current jobs and helping them acquire knowledge and skills they need to be effective.

- used more frequently at the lower level of organizations

* Development: Building the knowledge and skills of organizational members to enable them to take on new responsibilities and challenges.

- used with professionals and managers

Seite 9

Types of Training

* Classroom Instruction

- Employees acquire skills in a classroom setting

- Includes use of videos, role-playing, and simulations

* On the Job Training

- Training that takes place in the work setting as employees perform their job tasks

Seite 10

Performance Appraisal and Feedback

*Performance Appraisal

- the evaluation of employees' job performance and contributions to their organization

- Look at: traits, behaviors, results, objective and subjective

Effective Performance Appraisal

* Formal Appraisal

- an appraisal conducted at a set time during the year and based on performance dimensions that were specified in advance

* Informal Appraisal

- an unscheduled appraisal of ongoing progress and areas for improvement

Effective Feedback TIps

* Be specific and focus on behaviors or outcomes that are correctable and within a worker's ability to improve

* Approach performance appraisal as an exercise in problem-solving and solution finding, not criticizing

* Express confidence in a subordinate ability to improve

* Provide performance feedback both formally and informally

Seite 11

Pay and Benefits

* Pay

- includes employees' base salaries, pay raises and bonuses

- Determined by characteristics of the organization, the job, and levels of performance

- benefits are based on membership in an organization

benefits + pay = total compensation value

* Pay Level

- organization's pay incentives in comparison with those of other organizations in the same industry employing similar kinds of workers

- managers decide to offer low, average, or high relative wages

High wage attract and retain high performers but raise costs

Low wage can cause a turnover and lack of motivation but provide lower costs

* Pay Structure

- the arrangement of jobs into categories based on their relative importance to the organization and its goals, level of skills and other characteristics

* Benefits

- Legally required: social security, workers' compensations, unemployment insurance

- Voluntary: health insurance, retirement, daycare

-Cafeteria Style benefits plans allow employees to choose the best mix of benefits of them; can be hard to manage

Seite 12

Labor Relations

* Labor Relations

- the activities managers engage in to ensure they have effective working relationships with the labor unions that represent their employees' interests

Fair Labor Standards Act - prohibits child labor

Equal Pay Act - men and women equal pay

Work Place Safety - safe working conditions

Seite 13

Unions

* Unions

- represent worker's interests to management in organizations

- Permitted by the National Labor Relations Act (1935)

established right to bargain collectively

NLR Board oversees the relationship between employers and unions

Not all workers want unions

Membership costs money in dues and worker might not want to strike

* Collective Bargaining

- Negotiation between labor and management to resolve conflicts and disputes about issues such as working hours, wages, benefits, working conditions, and job security