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Human Resource Management Review

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Responsibilities of HR Departments 1. Employment and Recruiting 2. Training and Development 3. Compensation 4. Benefits 5. Employee Services 6. Employee and Community Relations 7. Personnel Records 8. Health and Safety 9. Strategic Planning 1-2

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Talent Management Talent management is the systematic planned strategic effort by a company to use bundles of HRM practices including acquiring and assessing employees, learning and development, performance management, and compensation to attract, retain, develop, and motivate highly skilled employees and managers. Growth of contingent workers and part-time employees Alternative work arrangements 1-3

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The Balanced Scorecard The balanced scorecard provides a view of the company from the perspective of internal and external customers, employees and shareholders. The balanced scorecard should be used to: Link HRM activities to the companys business strategy. Evaluate the extent to which HR is helping meet the companys strategic objectives. 1-4

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McGraw-Hill/Irwin 2012 The McGraw-Hill Companies, All Rights Reserved5

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Legal and Ethical Issues 5 legal areas that influenced HRM : 1. Equal employment opportunity legislation 2. Employee safety and health 3. Employee pay and benefits 4. Employee privacy 5. Job security Women and minorities still face the glass ceiling Sarbanes-Oxley Act of 2002 Federal health care legislation Companies which employ unlawful immigrants or abuse laborers Data-security practices and protecting intellectual property 1-6

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Strategic Management Process Model Strategy FormulationStrategy Implementation HR Practices Recruiting Training Performance management Labor relations Employee relations Job analysis Job design Selection Development Pay structure Incentives Benefits HRCapability Skills, Abilities Knowledge HRNeeds Skills Behavior CultureStrategicChoiceGoalsMission InternalAnalysis Strengths Weaknesses 2-7

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Job Analysis Information 4-11

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Sample Job Description Job Title: Maintenance Mechanic General Job Description: General maintenance and repair of all equipment used in operations of a particular district. Includes servicing company used vehicles, shop equipment and machinery used on job sites. 1. Essential duty (40%) Maintenance of Equipment 2. Essential duty (40%) Repair of Equipment 3. Essential duty (10%) Testing and Approval 4. Essential duty (10%) Maintain Stock Nonessential functions: Other duties assigned 4-12

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Job Analysis Methods Position Analysis Questionnaire (PAQ)PAQ Fleishman Job Analysis System (FJAS)FJAS Occupational Information Network (ONET)ONET 4-13

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PAQs 6 Sections Information Input how and where information comes from Relationships how the individual interacts with other persons to perform the job Mental Processes reasoning, decision making, planning & information processing Job Context physical and social Work Output physical activities, tools & devices used Other Characteristics 4-14

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PAQ Rating Once an item is found to apply to a position, that item is rated against other items using six scales: 1. Extent of use, 2. Amount of time, 3. Importance to the job, 4. Possibility of occurrence, 5. Applicability, and 6. Special code (applicable to that item) McGraw-Hill/Irwin 2012 The McGraw-Hill Companies, All Rights Reserved

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Job Design and Job Redesign 4-16

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Job Design Using the Motivational Approach Jobs designed using this approach tend to focus on the meaningfulness of the job: 1. Job Enlargement broadens the types of tasks performed in the job 2. Job Enrichment adds more decision making authority to the job 3. Self Managing Teams work performed without specific guidance from management McGraw-Hill/Irwin 2012 The McGraw-Hill Companies, All Rights Reserved

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Trade-Offs Among Job Design Approaches 4-18

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Forecasting Demand for Employees Trend projections (top down)) Forecasting Techniques Unit-demand forecasting (bottom up)) Statistical modeling (top down)) Expert estimates (top down) Success depends on accurate and freely shared information 5-19

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Exhibit 5-3 Movement of Nurses Exhibit 5-4 Probabilities of Retention of Nurses in Three Local Hospitals 5-20

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Validity Validity is the extent to which a performance measure assesses all the relevantand only the relevantaspects of job performance. Criterion-related validation is a method of establishing the validity of a personnel selection method by showing a substantial correlation between test scores and job-performance scores. The types include: Predictive validation Concurrent validation Small sample sizes make a determination of statistical validity in testing impossible 6-21

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Content Validation Content validation is a test-validation strategy performed by demonstrating that the items, questions, or problems posed by a test are a representative sample of the kinds of situations or problems that occur on the job. Best for small samples Achieved primarily through expert judgment 6-22

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Generalizability Generalizability is the degree to which the validity of a selection method established in one context extends to other contexts. 3 Contexts include: 1. different situations (jobs or organizations) 2. different samples of people 3. different time periods 6-23

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Utility Utility is the degree to which information provided by selection methods enhances the effectiveness of selecting personnel. Utility is impacted by reliability, validity and generalizability. 6-24

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Legality All selection methods must conform to existing laws and legal precedents. Three acts have formed the basis for a majority of the suits filed by job applicants: Civil Rights Act of 1964 and 1991 Age Discrimination in Employment Act of 1967 Americans with Disabilities Act of 1991 6-25

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Interviews Selection interviews-a dialogue initiated by one or more persons to gather information and evaluate the applicants qualifications for employment. To increase an interviews utility: Interviews should be structured, standardized, and focused on goals oriented to skills and observable behaviors. Interviewers should be able to quantitatively rate each interview. Interviewers should have a structured note-taking system that will aid recall to satisfying ratings. 6-26

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Situational Interview A situational interview confronts applicants on specific issues, questions, or problems likely to arise on the job. Situational interviews consist of: experience-based questions future-oriented questions 6-27

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Other Selection Methods Individuals should manage their digital identity the same way they manage their rsum. References, biographical data, and applications gather background information on candidates. Physical ability tests are relevant for predicting job performance, occupational injuries and disabilities. Physical ability tests include: muscular tension, power, and endurance cardiovascular endurance flexibility balance coordination 6-28

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Other Selection Methods A cognitive ability test differentiates individuals based on mental rather than physical capacities. Commonly assessed abilities: verbal comprehension quantitative ability reasoning ability Personality inventories categorize individuals by personality characteristics. Work samples simulate a job in miniaturized form. Any testing method used should be validated to avoid potential adverse impact on protected groups 6-29

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Measuring Performance Comparative approach compares performance with that of others. Ranking Simple ranking ranks employees from highest to lowest performer. Alternation ranking is crossing off the best and worst employees. Forced distribution is employees ranked in groups. Paired comparison Managers compare every employee with every other employee in work group. 8-31

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Attribute Approach Graphic rating scales list of traits evaluated by 5-point rating scale. legally questionable. Mixed-standard scales define relevant performance dimensions develop statements representing good, average, and poor performance along each dimension. 8-32

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Mixed Standard Scale McGraw-Hill/Irwin 2012 The McGraw-Hill Companies, All Rights Reserved

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Behavioral Approach Critical incidents approach requires managers to keep record of specific examples of effective and ineffective performance. Behaviorally anchored rating scales (BARS) Behavioral observation scales (BOS) Organizational behavior modification is a formal system of behavioral feedback and reinforcement. Assessment centers are multiple raters who evaluate employees performance on a number of exercises. 8-34

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BARS for a Patrol Officer McGraw-Hill/Irwin 2012 The McGraw-Hill Companies, All Rights Reserved

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Sample BOS It is generally agreed that a BOS provides the best means for differentiating employee performance

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Competency Model Competencies are sets of skills, knowledge, abilities and personal characteristics that enable employees to successfully perform their jobs. A competency model identifies competencies necessary for each model and provides descriptions common for an entire occupation, organization, job family or specific job. Also useful for recruiting, selection, training and development. 8-37

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Competency Assessment for a Managerial Position McGraw-Hill/Irwin 2012 The McGraw-Hill Companies, All Rights Reserved

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Strengths and Weaknesses of the Behavioral Approach Strengths include effectiveness, the ability to link business strategy with employee behaviors, can have high validity when linked to job analysis, are generally highly accepted, and can be very reliable when used properly Weaknesses include difficulty in insuring that behaviors are linked with the organizations strategy, assumes that favored behaviors are the best way to perform the job, and can be less suited to complex jobs McGraw-Hill/Irwin 2012 The McGraw-Hill Companies, All Rights Reserved

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Withstand Legal Scrutiny 1. Conduct a valid job analysis related to performance. 2. Base system on specific behaviors or results. 3. Train raters to use system correctly. 4. Review performance ratings and allow for employee appeal. 5. Provide guidance/support for poor performers. 6. Use multiple raters. 7. Document performance evaluations. 8-42