human resource recruiting
Post on 17-Oct-2014
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DESCRIPTION
Describing human resource management processes.TRANSCRIPT
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Chapter 5
STAFFING and RECRUITING
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2Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Chapter Outcomes Describe the human resource management process. Discuss the influence of government regulations on
human resource decisions. Contrast recruitment and downsizing options. Explain the importance of validity and reliability in
selection. Describe the selection devices that work best with various
kinds of jobs. Identify various training methods. Describe the goals of compensation administration and
factors that affect wage structures. Explain what is meant by the terms sexual harassment
and layoff-survivor sickness.
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3Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 5–1The human resource management process.
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4Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Supervision and HRM Affirmative action Employment planning Human resource inventory Recruitment
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5Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 5–2Major U.S. federal laws and regulations related to HRM.
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6Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
EEOC Equal Employment Opportunity Commission Born out of Title VII of the Civil Rights Act Enforcing body for Title VII Policies have the force of law
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7Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Employment planning Assessing current human resources Assessing future human resource needs Developing a program to meet future human
resource needs Recruitment issues Selection issues
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8Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Recruitment sources Internal Advertising Employee referrals Employment agencies Educational institutions Professional organizations Temp services Walk-ins Online
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9Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Downsizing options
Firing Layoffs Attrition Transfers Reduced workweek Early retirements Job sharing
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10Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Selection process
Reliability Validity Written tests Performance-simulation tests Personality profiles Interviews Realistic job preview
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11Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Interviewer behaviors Review the job description and job
specification. Prepare a structured set of questions. Review the applicant’s information. Put the interviewee at ease. Ask questions and listen carefully. Close by telling the applicant the next steps in
the process. Write the evaluation immediately.
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12Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Orientation
An expansion on information a new employee obtained during the recruitment and selection stages; an attempt to familiarize new employees with the job, the work unit, and the organization as a whole.
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13Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 5–6Determining training needs.
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14Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Typical training methods
On-the-job Apprenticeship Job instruction training
Off-the-job Classroom lectures Multimedia Simulation exercises Computer-based training Vestibule training Programmed instruction
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15Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Current issues in HRM Workforce diversity Sexual harassment Layoffs Layoff-survivor sickness
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16Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
Sexual harassment Any unwanted activity of a sexual nature that
affects an individual’s employment. Sexual harassment can occur if verbal or physical
conduct toward an individual: Creates an intimidating, offensive, or hostile
environment Unreasonably interferes with an individual’s work Adversely affects an employee’s employment
opportunities
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17Supervision Today! 6th EditionRobbins, DeCenzo, Wolter
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.
What can be considered sexual harassment?
Sexually suggestive remarks Unwanted touching Sexual advances Requests for sexual favors Verbal or physical conduct of a sexual
nature