hrm & selection. chpt 11
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WACE PRICIPLES OF MANAGEMENT LECTURES 2010TRANSCRIPT
SEWP ZC 241: SEWP ZC 241: PRINCIPLES OF PRINCIPLES OF MANAGEMENTMANAGEMENT
Human Resource Management & Selection
What is HRM???
PotentialEmployees
RetiredEmployees
Recruiting HiringEducation
Andtraining
TerminationBenefit
administration
ACTIVITIES OF HRM
DATA MANAGEMENT
EMPLOYEES
THE FIRM
Work force planning
Recruitingsubsystem
Work forcemanagement
Compensationsubsystem
Benefitsubsystem
EnvironmentalReporting
HRMdatabase
AccountingInformation
system
HumanResourcesResearchsubsystem
HumanResourcesIntelligence
system
Users
Input subsystems
Output subsystems
SUBSYSTEMS OF HRM
ENVIRONMENTAL
SOURCES
INTERNAL SOURCES
©Prentice Hall, 2001 Chapter 9 5
The Recruitment The Recruitment and Selection Processand Selection Process
PersonnelPlanning &
Job Analysis
Recruiting a Pool of
Candidates
Candidates Orientation& Training
Candidateis hired
CandidatesComplete
ApplicationForms
Use SelectionTools to Screen
Applicants
Interview FinalCandidates
©Prentice Hall, 2001 Chapter 9 6
Staffing Staffing the Organizationthe Organization
©Prentice Hall, 2001 Chapter 9 7
Job AnalysisJob Analysis
and Personneland Personnel
PlanningPlanning
JobJobSpecificationsSpecifications
Job Job DescriptionsDescriptions
Job AnalysisJob AnalysisQuestionnairesQuestionnaires
©Prentice Hall, 2001 Chapter 9 8
Employee RecruitingEmployee Recruiting
• Current employees
• Advertising
• Employment agencies
• Temporary help agencies
• Executive recruiters
• Referrals and walk-ins
• College recruiting
• Workforce diversity
EmployeeEmployeeSelectionSelection
ApplicationApplicationFormsFormsTestingTesting
InterviewingInterviewing
InterviewingGuidelines
Plan the Interview
Establish Rapport
Ask Questions
Close the Interview
Review
OtherOtherSelectionSelection
TechniquesTechniques
OtherOtherSelectionSelection
TechniquesTechniques
Background ChecksBackground ChecksBackground ChecksBackground Checks
Physical ExamsPhysical ExamsPhysical ExamsPhysical Exams
Reference ChecksReference ChecksReference ChecksReference Checks
Honesty TestingHonesty TestingHonesty TestingHonesty Testing
Information ServicesInformation ServicesInformation ServicesInformation Services
Preparing Employees to Preparing Employees to Do Their JobsDo Their Jobs
OrientationOrientation TrainingTraining
HR Topics
AppraisalsAppraisals BenefitsBenefits
CompensationCompensationGrievancesand Discipline
Grievancesand Discipline
©Prentice Hall, 2001 Chapter 9 14
• Equal Employment Laws
• Affirmative Action Programs
• Sexual Harassment
• Occupational Safety and Health
• Labor-Management Relations
• Other Employment Law Issues
Human Resources Legal Human Resources Legal FrameworkFramework
Human Resource Management (HRM) concerns with getting,
training, motivating and keeping competent employees
Human Resource Human Resource ManagementManagement
Overview: definition and significance
Common Factors to all management practicesCommon Factors to all management practices
EnvironmentalEnvironmentalFactorsFactors
Affecting HRMAffecting HRM
EnvironmentalEnvironmentalFactorsFactors
Affecting HRMAffecting HRM
Laws and government regulations
Laws and government regulations
Labor UnionsLabor Unions
Overview: environmental factors
The Legal The Legal Environment of HRMEnvironment of HRM
Affirmative ActionAffirmative Action
EmploymentEmployment TrainingTraining RetentionRetention
Overview: environmental factors
Human Resource Management ProcessHuman Resource Management Process
PlanningRecruitment
and DownsizingSelection Orientation
Training andDevelopment
PerformanceAppraisals
Safety andHealth
Compensation and Benefits
Competent High-Performing Workers
HRM process
Human ResourceHuman ResourcePlanningPlanning
Human ResourceHuman ResourcePlanningPlanning
Making a FutureMaking a FutureAssessmentAssessment
Making a FutureMaking a FutureAssessmentAssessment
Making a CurrentMaking a CurrentAssessmentAssessment
Making a CurrentMaking a CurrentAssessmentAssessment
Designing a FutureDesigning a FutureProgramProgram
Designing a FutureDesigning a FutureProgramProgram
HRM process: planning
Human Resource Human Resource
Inventory ReportInventory Report
Job Description
Job Analysis
Job Specification
TraditionalTraditionalRecruitingRecruitingSourcesSources
InternalInternalSearchesSearches
EmployeeEmployeeReferralsReferrals
EmployeeEmployeeLeasingLeasing
TempTempServicesServices
EmploymentEmploymentAgenciesAgencies
AdvertisementsAdvertisements
SchoolSchoolPlacementPlacement
HRM process: recruitment and downsizing
FiringFiringFiringFiring LayoffsLayoffsand Attritionand Attrition
LayoffsLayoffsand Attritionand Attrition
TransfersTransfersTransfersTransfers ReducedReducedWorkweeksWorkweeks
ReducedReducedWorkweeksWorkweeks
JobJobSharingSharing
JobJobSharingSharing
EarlyEarlyRetirementsRetirements
EarlyEarlyRetirementsRetirements
Downsizing OptionsDownsizing OptionsDownsizing OptionsDownsizing Options
HRM process: recruitment and downsizing
Fundamentals of Management: 6-23 Gao Junshan, UST Beijing
The proven
relationship between
a selection device and
some relevant criterion
Validity Reliability
The degree to which
a selection device
measurers the same
thing consistently
Property of Selection DevicesProperty of Selection Devices
HRM process: selection
Written TestsWritten TestsWritten TestsWritten Tests
PerformancePerformanceSimulationsSimulationsPerformancePerformanceSimulationsSimulations
InterviewsInterviewsInterviewsInterviews
SelectionSelectionDevicesDevices
SelectionSelectionDevicesDevices
HRM process: selection
The Effectiveness of InterviewsThe Effectiveness of Interviews
• Prior knowledge about an applicant
• Attitude of the interviewer
• The order of the interview
• Negative information
• The first five minutes
• The content of the interview
• The validity of the interview
• Structured versus unstructured interviews
HRM process: selection
Well-MatchedWell-MatchedApplicantsApplicants
Well-MatchedWell-MatchedApplicantsApplicants
RealisticRealisticExpectationsExpectations
RealisticRealisticExpectationsExpectations
IncreasedIncreasedCommitmentCommitment
IncreasedIncreasedCommitmentCommitment
RealisticRealisticJob PreviewsJob Previews
(RJP)(RJP)
RealisticRealisticJob PreviewsJob Previews
(RJP)(RJP)
HRM process: selection
Fundamentals of Management: 6-27 Gao Junshan, UST Beijing
Employee OrientationEmployee Orientation
Smooth Insider-Outsider Transition
Familiar with the job and its environment
Reduce initial anxiety
Smooth Insider-Outsider Transition
Familiar with the job and its environment
Reduce initial anxiety
HRM process: orientation
Employee TrainingEmployee Training
What deficiencies, if any, do jobholders have in terms of
skills, knowledge, or abilities required to exhibit
the essential and necessary job behaviors?
What behaviors are necessary for each
jobholder to complete his or her job duties?
What tasks must be
Completed to achieve
Organizational goals?
What are the Organization‘s
Strategic goals?
Is there a need for training?
HRM process: training and development
TrainingTrainingMethodsMethodsTrainingTrainingMethodsMethods
JobJobRotationRotation
JobJobRotationRotation
SimulationSimulationExercisesExercisesSimulationSimulationExercisesExercises
ClassroomClassroomLecturesLectures
ClassroomClassroomLecturesLectures
UnderstudyUnderstudyAssignmentsAssignmentsUnderstudyUnderstudy
AssignmentsAssignments
VestibuleVestibuleTrainingTraining
VestibuleVestibuleTrainingTraining
Films Films and Videosand Videos
Films Films and Videosand Videos
HRM process: training and development
Fundamentals of Management: 6-30 Gao Junshan, UST Beijing
Performance ManagementPerformance Management• Performance management system is a process of
– Establishing standards and– Evaluating performance
• The purpose of performance management is to – Arrive at objective human resource decisions and– Provide documentation to support any personnel actions
• Evaluation of the employees performance can be done by– Comparing against some set of performance standards– Comparing employees with one another– Measuring the work on the bases of preset objectives
HRM process: performance management
Fundamentals of Management: 6-31 Gao Junshan, UST Beijing
Performance Appraisal Methods Performance Appraisal Methods
CriticalCriticalIncidents Incidents
GraphicGraphicRating ScalesRating Scales
MultipersonMultiperson ComparisonComparison
WrittenWrittenEssayEssay
BARSBARS
360360ooMBOMBO
HRM process: performance management
EmployeeEmployee
CounselingCounselingDisciplineDiscipline
ActionsActions
Performance Performance Problems on the JobProblems on the Job
HRM process: performance management
DeterminingDetermining
BenefitsBenefitsDeterminingDetermining
Pay LevelsPay Levels
Administration of Administration of Employee Employee
CompensationCompensation
HRM process: compensation and benefits
Factors Influencing Pay LevelFactors Influencing Pay Level
• Knowledge, skills, abilities• Authority and responsibility• Nature of the business• The environment• Geographic location• Performance levels• Seniority of the employee• Compensation philosophy
HRM process: compensation and benefits
Employee BenefitsEmployee Benefits
Social securitySocial security Unemployment Unemployment compensationcompensation
Life and disability insurance Paid time offPaid time off
Retirement programs Health insurance
HRM process: compensation and benefits
WorkforceWorkforceDiversityDiversity
Sexual Sexual HarassmentHarassment
CurrentCurrentHRM IssuesHRM Issues
Current issues: Workforce diversity, sexual harassment
Family-FriendlyFamily-FriendlyBenefitsBenefits
Unions andUnions andManagementManagement
CurrentCurrentHRM IssuesHRM Issues
Current issues: Family-friendly benefits, union and management
WorkplaceWorkplaceViolenceViolence
Survivors ofSurvivors ofLayoffsLayoffs
CurrentCurrentHRM IssuesHRM Issues
Current issues: Workforce violence, survivors of layoffs
OutsourcingOutsourcing
Contingent Contingent WorkforceWorkforce
CurrentCurrentHRM IssuesHRM Issues
Current issues: Outsourcing and use of contingent workforce (See chap 2 p66)
HUMAN RESOURCES MANAGEMENT
• Set of Organizational activities directed at attracting, developing, and maintaining an effective workforce
• The process of acquiring, training, terminating, developing, and properly using the human resources in an organization
The HRM Process
1. Human Resource Planning: Forecasting Demand Supply and Job Analysis
2. Staffing the Organization: Recruitment, Selecting, and Orientation
3. Developing the Workforce: Training and Performance Appraisal
4. Compensation and Benefit: Wages and Salaries, Incentive and Benefit Program
Human Resource Planning
Job Analysis – determining the tasks, the skills, abilities and responsibilities needed to perform the job
• Job Description – a statement about a job’s duties
• Job Specification – A statement of the human qualification needed to perform a job
Human Resource Planning
Forecasting the demand - estimating the personnel needs of organization
Forecasting the supply of labour:
• Internal Supply
• External Supply
Matching Demand with Supply
Recruiting
Recruitment – Steps taken to staff an organization with the best qualified people
Sources:
• Internal recruiting
• External recruiting from worker unions, university, employment agencies
Selection and Orientation
Selection – evaluating and choosing the candidates. Selection Process: application form, Tests, and Interview
Orientation – A procedure for providing new employees with basic background information about the firm
Training and Development
• Training – supplying the skills, knowledge, and attitudes needed by employees to improve their abilities to perform their job On-the Job Training Off-the Job Training
• Development – preparing someone for the new and greater challenges and more demanding job
Performance Appraisal
Performance Appraisal – appraising the employee’s performance in relation to job standards and then providing feedback to the employee
Methods:
• Subjective Performance appraisal – performance criteria and rating scale are not defined
• Objective Performance Appraisal – performance criteria and the method of measurement are specifically defined
SELECTION
WHAT IS HUMAN RESOURCE?
Have a nice weekend!
The Flow
• Definition
• Approaches and their Implications
• Functions
• Emerging Roles
• Challenges
• Strategic HR Management
• In a Nutshell
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Definition
Human resource management is the function performed in an organization that
facilitates the most effective use of people(employees) to achieve
organizational and individual goals
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Maintaining HR
Scientific management approach
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Human relations approach
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Why human relations approach Failed??
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Human Resources Approach
• Organization goal & needs of employee are capable of existing in harmony
• Employees are asset for organization
• Organization should create contributive work environment to reap maximum benefit
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Challenges Before HR Manager
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Operative Functions
60
Employment
61
Human Resource Planning
• Present and future manpower requirements
• Net human resource requirements
• Mould, change and develop employees to meet future organizational requirements
• Attract and acquire human resources from the market
62
Selection
63
Human Resource Development
64
Compensation
65
Emerging Role of Human Resource Management
It is the competence and attitude of the human resource that can make or break a business.
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Value of Human Resources
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Human resources- A competitive advantage
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Human resource accounting
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THE CHALLENGES
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STRATEGIC HUMAN RESOURCE MANAGEMENT
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IN A NUTSHELL
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