staffing and human resource management -...
TRANSCRIPT
©Prentice Hall, 2001 Chapter 6 2
Learning Outcomes
• Describe the human resource management
process
• Learn how government regulations affect
human resource decisions
• Study job descriptions and job specifications
• Contrast recruitment and downsizing options
• Explain how validity and reliability impact
selection
©Prentice Hall, 2001 Chapter 6 3
Learning Outcomes
• Review various selection devices
• Identify various training methods
• Review performance evaluation techniques
• Review compensation administration and
factors that affect wage structures
• Define sexual harassment, family-friendly
benefits, labor-management cooperation,
workplace violence, and layoff-survivor
sickness
©Prentice Hall, 2001 Chapter 6 4
Human Resource Management Process
Human
Resource
Planning
Recruitment
or Downsizing
Selection
of Employees Orientation
Training and
Development
Performance
Appraisals
Safety and
Health
Compensation
and Benefits
Competent High-Performing Workers
©Prentice Hall, 2001 Chapter 6 5
The Legal Environment of HRM
Affirmative Action
Employment Training Retention
©Prentice Hall, 2001 Chapter 6 6
Human Resource Planning
Making a Future
Assessment
Making a Current
Assessment
Designing a Future
Program
©Prentice Hall, 2001 Chapter 6 7
Traditional Recruiting
Sources
Internal
Searches Employee
Referrals
Employee
Leasing
Temp
Services
Employment Agencies
Advertisements
School
Placement
©Prentice Hall, 2001 Chapter 6 8
Firing Layoffs
and Attrition
Transfers Reduced
Workweeks
Job
Sharing
Early
Retirements
Downsizing Options
©Prentice Hall, 2001 Chapter 6 9
Reject
Error
Correct
Decision
Accept
Error
Correct
Decision
Selection Decision
Accept Reject
Su
ccessfu
l U
nsu
ccessfu
l
Selection Decision Outcomes
©Prentice Hall, 2001 Chapter 6 11
The 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
©Prentice Hall, 2001 Chapter 6 12
Well-Matched
Applicants
Realistic
Expectations
Increased
Commitment
Realistic Job Previews
©Prentice Hall, 2001 Chapter 6 13
Employee Orientation
Smooth Insider-Outsider Transition
Improve Work Performance
Minimize Resignations
©Prentice Hall, 2001 Chapter 6 14
Employee Training
• Determine strategic goals
• Identify essential tasks
• Determine critical behaviors
• Assess deficiencies in skills,
knowledge, and abilities
©Prentice Hall, 2001 Chapter 6 15
Training Methods
Job
Rotation
Simulation
Exercises
Classroom
Lectures
Understudy
Assignments
Vestibule
Training
Films
and Videos
©Prentice Hall, 2001 Chapter 6 16
Multiperson Graphic
Rating Scales
Critical
Incidents
Written
Essay
BARS
Performance Appraisal Methods
360-Degree
Appraisal MBO
©Prentice Hall, 2001 Chapter 6 17
Employee
Counseling
Discipline
Problems
Performance Problems on the Job
©Prentice Hall, 2001 Chapter 6 18
Compensation Administration
• Knowledge, skills, abilities
• Authority and responsibility
• Nature of the business
• The environment
• Geographic location
• Performance levels
• Seniority
• Compensation philosophy
©Prentice Hall, 2001 Chapter 6 19
Determining
Benefits
Determining
Pay Levels
Administration of Employee Compensation