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STAFFING

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Human Resource Management

The integration of all processes, programs, and systems in an organization that ensure staff are acquired and used in an effective way

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Human Resource Management (Contd.)

HR is multidisciplinary: It applies the disciplines of Economics (wages, markets, resources),Psychology (motivation, satisfaction), Sociology (organization structure, culture) and Law (min. wage, labor contracts)

What HR Professionals Do?

HR planning

Recruitment & Selection

Training and development

Compensation & Performance review

Labor relations

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Human Resource Planning

Assessing FutureHuman Resource

Needs

Assessing Current Human Resources

Developing aProgram to Meet

Needs

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Human Resource Planning

The process of systematically reviewing HR requirements to ensure that the required number of employees, with the required skills, are available when they are needed

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HR PlanningWe have found the gap, how do we fill this void?

Internal Labour Supply

Skill Inventory

Succession Planning

Replacement Planning– Inventory Chart

• Present & Future staffing situations• Helps in retention & expulsion strategy

External Labour Supply

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Job Analysis (Functional Job Analysis, Position analysis questionnaire)

A Basic Human Resource Management Tool

Tasks Responsibilities Duties

Job Analysis

Job Descriptions

Job Specifications

Knowledge Skills Abilities

Human Resource Planning

Recruitment

Selection

Training and Development

Performance Appraisal

Compensation and Benefits

Safety and Health

Employee and Labor Relations

Legal Considerations

Job Analysis for Teams

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DefinitionsJob - Consists of a group of tasks that must be performed for an organization to achieve its goals

Position - Collection of tasks and responsibilities performed by one person; there is a position for every individual in an organization

Job analysis - Systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization (functional job analysis , position analysis questionnaire)

Job description – document providing information regarding tasks, duties, and responsibilities of job

Job specification – minimum qualifications to perform a particular job

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RecruitmentProcess of locating,

identifying, and attracting

capable candidates

Can be for current or future needs

Critical activity for some corporations. What sources do we use for recruitment

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Sources of Recruitment

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RecruitmentSources

InternalSearches

EmployeeReferrals

Voluntary Applicants

EmploymentAgencies Advertisements

SchoolPlacement

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SELECTION

A series of steps from initial applicant screening to final hiring of the new employee.

Selection process.Step 1 Completing application materials.Step 2 Conducting an interview.Step 3 Completing any necessary tests.Step 4 Doing a background investigation.Step 5 Deciding to hire or not to hire.

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Selection processStep 1 Completing application materials.

Gathering information regarding an applicant’s background and experiences.

Typical application materials.

Traditional application forms.

Résumés.

Sometimes tests may be included with application materials.

Step 2 Conducting an interview.

Typically used though they are subject to perceptual distortions.

Interviews can provide rough ideas concerning the person’s fit with

the job and the organization.

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Selection processStep 3 Completing any necessary tests.

Administered before or after the interview.Common examples of employment tests.

Cognitive, clerical, or mechanical aptitudes or abilities.Personality.

Step 4 Doing a background investigation.

Can be used early or late in selection process.

Background investigations include:

Basic level checks.

Reference checks.

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Selection processStep 5 Deciding to hire or not to hire.

Draws on information produced in preceding selection steps.

A job offer is made.

A physical examination may be required if it is relevant to job performance.

Negotiation of salary and/or benefits for some jobs.

Step 6 Socialization.

The final step in the staffing process.

Involves orienting new employees to:

The firm.

The work units in which they will be working.

The firm’s policies and procedures.

The firm’s organizational culture.

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Performance Appraisal

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Performance Appraisal

The identification, measurement, and management of human performance in organizations.

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Why Conduct Performance Appraisals?

Make decisions about that person's future with the organization

Identify training requirements

Employee improvement

Pay, promotion, and other personnel decisions

Research

Validation of selection techniques and criteria

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A Model of Performance Appraisal

Skills/Activities/Output

Performance Appraisal System

Reward/Training/Punishment

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Techniques for Evaluating Managers

Evaluation by superiorsEvaluation by colleagues

Peer ratings tend to be more favorable for career development than for promotion decisions

Self‑evaluationSelf‑ratings suffer from leniency

Subordinate evaluationEffective in developing leadershipLeads to improved performance

360 degree feedback (multi‑source)

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360° Feedback

The combination of peer, subordinate, and self-review

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Key Steps in Implementing 360° AppraisalTop management communicates the goals

Employees and managers are involved in the development of the appraisal criteria and process.

Employees are trained in giving & receiving feedback.

Employees are informed of the nature of the 360° appraisal instrument and process.

The 360° system undergoes pilot testing

Management continuously reinforces the goals of the 360° appraisal and is ready to change the process when necessary.

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Measurement Tools

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Relative and Absolute Judgment

An appraisal format that asks supervisors to compare an employee's performance to the performance of other employees doing the same job.

Relative Judgment

An appraisal format that asks supervisors to make judgments about an employee’s performance based solely on performance standards.

Absolute Judgment

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Rating MethodsPerformance rating scales

Supervisors indicate how or to what degree a worker possesses a relevant job characteristic

Ranking techniqueSupervisors list the workers in order from highest to lowest

Paired‑comparison techniqueCompares the performance of each worker with that of every other

person in the group

Forced choice techniqueRaters are presented with groups of descriptive statements and are

asked to select the phrase in each group that is most descriptive of the worker being evaluated

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Rating MethodsBehaviorally anchored rating scales (BARS)

Appraisers rate critical employee behavior

Critical‑incident behaviors are established

These behaviors are used as standards for appraising effectiveness

The BARS items can be scored objectively by indicating whether the employee displays that behavior

Behavioral observation scales (BOS)Appraisers rate the frequency of critical employee behaviors

The ratings are assigned on a five point scale

The evaluation yields a total score

Management by objectives (MBO)

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Appraising Managers as Managers

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Organizational Change

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Concept of Organizational Change

Defined as adoption of a new idea or behavior by an organization.

Organizations need to continuously adapt to new situations if they are to survive and prosper

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Planned and Unplanned Organizational Changes

Planned Changes• Changes in products and

services• Changes in administrative

systems• Changes in organizational

size or structure• Introduction of new

technologies• Advances in information

processing and communication

Planned Changes• Changes in products and

services• Changes in administrative

systems• Changes in organizational

size or structure• Introduction of new

technologies• Advances in information

processing and communication

Unplanned Changes• Changing employee

demographics• Performance gaps• Governmental regulations• Economic competition in the

global arena

Unplanned Changes• Changing employee

demographics• Performance gaps• Governmental regulations• Economic competition in the

global arena

OrganizationalChange

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Forces ForForces ForChangeChange

WorkforceWorkforce

CompetitionCompetition

WorldWorldPoliticsPolitics

TechnologyTechnology

SocialSocialTrendsTrends

EconomicEconomicShocksShocks

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Resistance to Change - Forms

Overt and immediate

Voicing complaints, engaging in job actions

Implicit and deferred

Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism

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Resistance to ChangeResistance to Change

SelectiveInformationProcessing

Fear of the Unknown

Force ofHabit

Need forSecurity

Economic Factors

Individual Individual

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Resistance to ChangeResistance to Change

Structural &Group Inertia

Limited Focus

Threat to establish resource allocation

Threat to Expertise

Threat to establish power relationship

Organization Organization

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Education andEducation andCommunicationCommunicationEducation andEducation and

CommunicationCommunication ParticipationParticipationParticipationParticipation

NegotiationNegotiationNegotiationNegotiation FacilitationFacilitationand Supportand SupportFacilitationFacilitation

and Supportand Support

CoercionCoercionCoercionCoercionManipulationManipulationand Cooptationand CooptationManipulationManipulation

and Cooptationand Cooptation

Overcoming Overcoming Resistance to ChangeResistance to Change

Overcoming Overcoming Resistance to ChangeResistance to Change

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Unfreezing Changing Refreezing

Lewin’s Three-Step Process

Organizational ChangeOrganizational Change

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Unfreezing the Status QuoUnfreezing the Status QuoUnfreezing the Status QuoUnfreezing the Status Quo

Desired State

Status Quo

RestrainingForces

Driving Forces

Time

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Definition of OD

OD is a planned process of change in an organization’s culture through the utilization of behavioral science technology, research,

and theory.

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Organization Development is...

a systemwide application and transfer of behavioral science knowledge to the

planned development, improvement, and reinforcement of the strategies, structures,

and processes that lead to organization effectiveness.

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Organizational Development - The Organizational Development - The PremisesPremises

Respect for people

Trust and support

Power equalization

Confrontation

Participation

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OD Process

Diagnosis Intervention Evaluation

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OD InterventionsOD Interventions

Intergroup development

Process consultation

Sensitivity training

Third Party Intervention

Survey feedback

Team building

Culture Change

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Manager DevelopmentOn the Job Training

Planned ProgressionJob RotationCreation of “assistant-to”Temporary promotionCommittees

Off the JobTrainingConferenceMDPsBusiness Simulations

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Organizational Conflicts

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Sources of Conflict

Competition for scarce resources

Time pressure

Unreasonable standards, policies, rules or procedures

Communication breakdowns

Personality clashes

Ambiguous or overlapping jurisdictions

Unrealized expectations

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Managing Conflicts

AvoidanceProblem solvingCompromiseForcingSmoothingStructural change

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LEADING