Dan C. Lungescu, PhD, assistant professor2015-2016

ManagementPart III: Organizing

Ch. 11. Human resource management

Course outline

Part I: Introduction

Part II: Planning

Part III: Organizing

Part IV: Leading

Part V: Controlling

Management

Part III outline

Part III: Organizing

Ch. 9. Organizational structure

Ch. 10. Organization design

Ch. 11. Human resource management

Management

Learning objectives

After studying this chapter, you should:

Outline the human resource management process. Explain how human resource planning is conducted. Explain the most common types of training programs. Explain how benefits figure in compensation. Explain the growing importance of employee-right issues.

Chapter 11 outline

A. The nature of HRM

B. Human resource planning

C. Staffing

D. Development and evaluation

E. Compensation

F. Maintaining effective work-force relationships

A. The nature of HRM

Outline » A. The nature of HRM

The management of various activitiesdesigned to enhance the effectiveness ofan organization’s work force in achievingorganizational goals.

HRM

The HRM process: HR planning

Staffing

Development and evaluation

Compensation

Maintaining effective

work-force relationships

B. Human resource planning

Outline » B. Human resource planning

The process of determining future human resource needs relative toan organization’s strategic plan and devising the steps necessary tomeet those needs.

Human resource planning

Such planning often relies on job analysis as a means of understanding the nature of jobs under consideration.

more

The systematic collection and recording of information concerningthe purpose of a job, its major duties, the conditions under which itis performed, the contacts with others that job performancerequires, and the knowledge, skills, and abilities needed to performthe job effectively.

Job analysis

Job analysis

Outline » B. Human resource planning » Job analysis

The results of job analysis are often used to develop job descriptions, that are frequently combined with job

specifications.

A statement of the duties, working conditions, and other significantrequirements associated with a particular job.

Job description

A statement of the skills, abilities, education, and previous workexperience that are required to perform a particular job.

Job specification

C. Staffing

Outline » C. Staffing

2 components: recruitment and selection

The set of activities aimed at attracting and selecting individuals forpositions in a way that will facilitate the achievement oforganizational goals.

Staffing

The process of finding and attempting to attract job candidates whoare capable of effectively filling job vacancies.

1. Recruitment

The process of determining which job candidates best suitorganizational needs.

2. Selection

D. Development and evaluation

Outline » D. Development and evaluation

A planned effort to facilitate employee learning of job-relatedbehaviors in order to improve employee performance.

1. Training and development

The process of defining expectations for employee performance;measuring, evaluating, and recording employee performancerelative to those expectations; and providing feedback to theemployee.

2. Performance appraisal

E. Compensation

Outline » E. Compensation

Wages paid directly for time worked, as well as more indirectbenefits that employees receive as part of their employmentrelationship with an organization.

Compensation

Forms of compensation beyond wages for time worked, includingvarious protection plans, services, pay for time not worked, andincome supplements.

Benefits

F. Effective work-force relationships

Outline » F. Maintaining effective work-force relationships

The process through which employers and unions negotiate pay,hours of work, and other conditions of employment; sign a contractgoverning such conditions for a specific period of time; and shareresponsibilities for administering the resulting contract.

1. Labor-management relations

Protection from arbitrary dismissal. Sexual harassment. Drug and alcohol abuse. Privacy rights. Family issues.

2. Current employee issues

Dan C. Lungescu, PhD, assistant professor2015-2016