Managing Human Resources

Managing Human Resources

1. Human Resource Management (HRM): Refers to the design and application of formal systems in an organization to ensure the effective and efficient use of human talent to accomplish organizational goals.

   • Strategic Approach
     • 1.-All managers are involved in human resource management.
     • 2.-Employees are viewed as assets.
     • 3.-Human resource management is a matching process, integrating the organization’s strategy and goals with the correct approach to managing human capital.
   • Human Capital: Refers to the economic value of the combined knowledge, experience, skills, and capabilities of employees.
   • International Human Resource Management (IHRM): A subfield of human resource management that results from recruiting, selecting, developing, and maintaining a diverse workforce on a global scale.
     • IHRM managers need a high degree of cultural sensitivity and the ability to tailor and communicate polices and practices for different cultures.
   • Equal Employement Opportunity Commission (EEOC): The major agency involved with employment discrimination created by the civil rights Act. Of 1964.
     • Discrimination: Occurs when some applicants are hired or promoted based on criteria that are not job relevant.
       • Providing Backpay.
       • Affirmative Action: A policy requiring employers to take positive steps to guarantee equal employment opportunities for people within protected groups.
         • Affirmative Action Plan: Is a formal document that can be reviewed by employees and enforcement agencies.
   • Goals
     • Attract an effective workforce.
     • Develop an effective workforce.
     • Maintain an effective workforce.

2. Relationship between Employeers and Employees

   • New Challenges in Human Resource Management: They are produced by the rapid change and uncertainty in today’s business environment.
     • Becoming an Employer of Choice: A company that is highly attractive to potential employees because of human resources practices that focus not just on tangible benefits (pay and profit sharing), but also on intangibles (work/life balance, trust-based work climate, and healthy corporate culture), and that embraces a long-term view to solving immediate problems.
     • Temporary and Part-Time Employees
       • Contingent Workers: Are people who work for an organization, but not on a permanent or full-time basis.
     • Promoting Work/Life Balance: One approach is to let people work part of the time from home or another remote location.
       • Telecommuting: Means using computers and telecommunications equipment to do work without going to an office.
     • Rightsizing the Organization (Downsizing): Refers to intentionally reducing the company’s workforce to the point where the number of employees is deemed to be right for the company’s current situation.
   • Social Contract between Organization and Employee
     • New: Based on the concept of employability rather than lifetime employment. Benefit both employees and organizations.
     • Old: The employee could contribute ability, education, loyalty, and commitment and expect in return that the company would provide wages and benefits, work, advancement, and training throughout the employee’s working life.

3. Finding the Right People

   • Matching Model: An employee selection approach in which the organization and the applicant attempt to match each other’s needs, interests, and values.
   • Human Resource Planning: The forecasting of human resource needs and the projected matching of individuals with expected job vacancies.
   • Recruiting: The activities or practices that define the desired characteristics of applicants for specific jobs.
     • Internal Recruiting: Its less costly than an external search, and it generates higher employee commitment, development, and satisfaction.
     • External Recruiting: Recruiting newcomers from outside the organization. Applicants are provided by a variety of outside sources.
     • Job Analysis: Is a systematic process of gathering and interpreting information about the essential duties, tasks, and responsibilities of a job. Helps organizations recruit the right kind of people and match them to appropriate jobs.
     • Job Description: Is a clear and concise summary of the specific tasks, duties, and responsibilities and job specification.
     • Job Specification: Outlines the knowledge, skills, education, physical abilities, and other characteristics needed to adequately perform the job.
     • Realistic Job Preview (RJP): A recruiting approach that gives applicants all pertinent and realistic information about the job and the organization.
     • Legal Considerations: Equal Employment Opportunity (EEO) laws stipulate that recruiting and hiring decisions cannot discriminate on the basis of race, national origin, religion, or gender.
     • Recruiting Job Applicants online (E-cruiting): Extends the organization’s recruiting reach, offering access to a wider pool of applicants and saving time and money.
   • Selection: The process of determining the skills, abilities, and other attributes a person needs to perform a job.
     • Applicant Form: A device for collecting information about an applicant’s education, previous job experience, and other background characteristics.
     • Interview: A selection technique used in almost every job category that serves as a throw way communication channel that allows both the organization and the applicant to collect information that otherwise might be difficult to obtain.
     • Panel Interviews: The candidate meets with several interviewers who take turns asking questions.
     • Computer-Based Interviews: This type of interview typically requires a candidate to answer a series of multiple-choice questions tailored to the specific job.
     • Employment Tests: A written, or computer-based test designed to measure a particular attribute such as intelligence or aptitude.
       • Brain Teasers
     • Assessment Center: A technique for selecting individuals with high managerial potential based on their performance on a series of simulated managerial tasks.
       • In-Basket Simulation
     • Online Checks: One of the newest ways of gauging whether a candidate is right for the company is by seeing what the person has to say about him or herself on social networking sites.
   • Training and Development: Represent a planned effort by an organization to facilitate employees‘ learning of job-related skills and behaviors.
     • On-the-Job Training (OJT): A type of training in which an experienced employee “adopts” a new employee to teach him or her how to perform job duties.
     • Corporate University: An in-house training and education facility that offers broad-based learning opportunities for employees.
     • Promotion from within: Helps companies retain and develop valuable people.
     • Mentoring: When an experienced employee guides and supports a less-experienced employee.
     • Coaching: A method of directing, instructing and training a person with the goals to develop specific management skills.
     • Performance Appraisal: The process of observing and evaluating an employee’s performance, recording the assessment, and providing feedback to the employee.
     • 360-Degree Feedback: A process that uses multiple raters, including self-rating, as a way to increase awareness of strengths and weaknesses and guide employee development.
     • Performance Review Ranking System: A method that evaluates employees by pitting them against one another.
     • Stereotyping: Placing an employee into a class or category based on one or a few traits or characteristics.
     • Halo Effect: A type of rating error that occurs when an employee receives the same rating in all dimensions regardless of his or her performance on individual ones.
     • Behaviorally Anchored Rating Scale (BARS): A rating technique that relates an employee’s performance to specific job-related incidents.

4. How managers and Human Resource Management professionals maintain a workforce that has been recruited and developed?

   • Compensation: Monetary payments (Mergers, salaries) and nonmonetary goods/commodities (benefits, vacations) used to reward employees.
     • Wage and Salary Systems.
       • Job-based Pay
       • Skill-based Pay Systems
       • Competency-based Pay.
     • Compensation Equity
       • Job Evaluation: The process of determining the value or worth of jobs within an organization through an examination of job content.
       • Wage and Salary Surveys: Surveys that show what other organizations pay incumbents in jobs that match a sample of “key” jobs selected by the organization.
       • Pay-for-Performance (Incentive Pay): Incentive pay that ties at least part of compensation to employee effort and performance.
   • Benefits
     • Vacations
     • Social Security
     • Health Insurance
   • Termination
     • Exit Interview: An interview conducted with departing employees to determine why they are leaving.

5. Referencia: Daft, R. (2010). Management. Mason, OH, South-Western Cengage Learining. (novena edición)

6. Código de Honor: Doy mi palabra que he realizado este trabajo con integridad académica.

7. Ana Lorena Ruiz Zorrilla Sánchez 000594460

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