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Human Resource Management
Chapter Twelve
High Performance Work Practices
Lead to both high individual and high organizational performance.
Improving the knowledge, skills, and abilities of an organization’s employees.
Increasing employee motivation. Reducing loafing on the job. Enhancing the retention of quality employees
while encouraging low performers to leave.
Examples of High Performance Work Practices
Self-directed work teams Job rotation High levels of skills
training Problem-solving groups Encouragement of
innovative and creative behavior
Extensive employee involvement and training
Implementation of employee suggestions
Contingent pay based on performance
Coaching/mentoring Info sharing Use of employee
attitude surveys Comprehensive
employee recruitment and selection procedures
Human Resource Management Process
Activities necessary for staffing the organization and sustaining high employee performance.
Human Resource Management Process
Human ResourcePlanning
Recruitment
Decruitment
Selection Competent Employees
Orientation
Performance Management
Training
Compensationand
Benefits
CareerDevelopment
Adapted, competent employees with current skills and knowledge
High performing employees over
the long term
External Environment
External Environment
External Environment
Labor unions—an organization that represents workers and seeks to protect their interests through collective bargaining
Government laws and regulationsUnemployment rate
Human Resource Planning
1. Assessing current human resources
2. Assessing future human resource needs
3. Developing a program to meet those future needs
Assessing Current Human Resources
Human resource inventory Name, education, training, prior employment,
languages spoken, special capabilities, and specialized skills
Job analysis—defines jobs and behaviors necessary to perform them Direct observation, filming, interviewing employees
and managers, questionnaires Job description—what a jobholder does, how it
is done, and why it is done Job specification—minimum qualifications
Meeting Future Human Resource Needs
Future human resource needs are determined by an organization’s mission, goals, and strategies
Estimate HR shortages and overstaffing issues (number, type)
Recruitment and Decruitment
Recruitment
Process of locating, identifying, and attracting capable applicants
Sources of Potential Job Candidates
Source Advantages Disadvantages
Internet Reaches large number of people; can get immediate feedback
Generates many unqualified candidates
Employee referrals
Can generate strong candidates b/c a referral reflects on the recommender
May not increase diversity and mix of employees
Company website
Wide distribution; can be targeted to specific groups
Generates many unqualified candidates
College recruiting
Large centralized body of candidates
Might be limited to entry-level positions with undergrads
Decruitment
Techniques for reducing the labor supply within an organization
Decruitment Options
Option Description
Firing Permanent involuntary termination
Layoffs Temporary involuntary termination; may last only a few day or extend to years
Attrition Not filling openings created by voluntary resignations or normal retirements
Transfers Moving employees laterally or downward
Reduced workweeks
Having employees work fewer hours or share jobs
Early retirements
Providing incentives to more senior employees to have them retire before their normal retirement date
Selection
Selection Process
Screening job applicants to ensure that the most appropriate candidates are hired
Reject errors—rejecting candidates who would have performed well on the job Cost of ongoing screening, charges of
discrimination Accept errors—accepting candidates who
ultimately perform poorly Costs of training the employee, profits lost,
severance, subsequent recruiting and screening
Types of Selection Devices
Application forms Written tests—aptitude, intelligence, ability,
personality, and Emotional Intelligence Performance-simulation tests
Work sampling—do the job Assessment centers—simulate real problems
candidates would encounter Interviews Background investigations Physical examinations
Suggestions for Interviewing
1. Structure a fixed set of questions for all applicants
2. Have detailed info about the job
3. Ask questions that require applicants to give details of actual job behaviors
4. Take notes during the interview
5. Role play in mock scenarios
Human Resource Management Process
Human ResourcePlanning
Recruitment
Decruitment
Selection Competent Employees
Orientation
Performance Management
Training
Compensationand
Benefits
CareerDevelopment
Adapted, competent employees with current skills and knowledge
High performing employees over
the long term
External Environment
External Environment
Microsoft Interview Questions
“Tell me about your most intellectually challenging and difficult problem. Why was it difficult? How did you work through it? How did it work out?”
“Tell me about one of the most high potential people you have had the opportunity to work with. What did you do to support that person’s development?”
“Tell me about a time that you had to discipline an employee. What was your approach to the conversation? What was your strategy? What was the outcome?”
Orientation
Orientation
Introduction of a new employee to his or her job, the organization, and the culture
May be formal or informal Example of intense orientation—Trilogy’s
Trilogy University
Work Unit Orientation
Familiarizes the employee with the goals of the work unit, clarifies how his/her job contributes to the work unit, and includes an introduction to coworkers
Organization Orientation
Informs the new employee about the organization’s objectives, history, philosophy, procedures, and rules.
Employee Training
Types of Training
Type Includes
Interpersonal skills Leadership, coaching, communication, conflict resolution, team building, diversity
Technical Product training and knowledge, sales process, information technology, job specific
Business Finance, marketing, quality, strategic planning, project management, sales
Mandatory Safety, health, sexual harassment
Problem solving Defining problems, analyzing alternatives
Personal Career planning, time management, wellness, personal financial planning
Employee Training Methods
Traditional Training Methods On-the-job Job rotation Mentoring and coaching Experiential exercises Workbooks and manuals
Technology-based Training Methods CD-ROM, DVD, videotape Videoconference E-learning
Employee Performance Management
Performance Management System
A process of establishing performance standards and evaluating performance in order to arrive at objective human resource decisions as well as to provide documentation to support those decisions.
Performance Appraisal Methods
Method Advantage DisadvantageWritten essays
Simple to use Dependent upon the evaluator’s writing skills
Graphic rating scales
Quantitative; less time consuming
No depth about job behaviors
BARS Focus on specific and measurable job behaviors
Time consuming; difficult to develop
Multi-person comparisons
Compares employees Unwieldy with large numbers of employees
MBO Results-oriented Time consuming
360-degree appraisals
Thorough Time consuming
Compensation and Benefits
Factors that Influence Compensation and Benefits
Employee tenure and performance
Kind of job performed
Management philosophy
Unionization
Industry Company size Geographical
location Company profitability
Skill-based Pay
A pay system that rewards employees for the job skills they can demonstrate.
Current Issues in Human Resource Management
Managing Downsizing
Open and honest communication Inform people being let go as soon as
possible Inform survivors about the company’s new
goals, impact on their jobs, and future plansSeverance pay and benefitsJob search assistanceSupport for survivors
Managing Workforce Diversity
Recruitment Widen recruitment net to include non-traditional
sources such as women’s job networks, over-50 clubs, and ethnic newspapers.
Selection Make sure selection process does not discriminate. Make sure applicants are comfortable with the
organization’s culture.
Orientation and Training Mentoring programs; required diversity training