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Managing Human

Resources, 4th edition

by Gomez-Mejia, Balkin, and
Cardy ( Ch 1 – 17)
GMAG 508 – Summer 2009
(A Birds Eye View)
Chapter 1 : Meeting Present and
Emerging Strategic Human

 This first chapter provides a broad

overview of the strategic human
resource challenges organizations face,
and provides a framework to
understand the role of human resource
strategies, activities, and programs to
achieve sustained competitive
 To support this broad perspective, some
of the most important external and
internal challenges vis-à-vis HR
strategies are discussed in three
categories: environmental challenges,
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Chapter 1 : Meeting Present and
Emerging Strategic Human
Resource Challenges
 The chapter explains the planning
and implementation of strategic HR
policies, as well as the role of line
managers and the HR department in
the effective use of human resources.
 Also explored here is how managers,
in partnership with human resource
professionals, adopt and implement
HR strategies through specific
strategies and programs.
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Chapter 1 : Meeting Present and
Emerging Strategic Human
Resource Challenges
 HR professionals are often responsible
for designing these programs in order to
meet business goals and employee
 While the line managers provide the
necessary input during the program
design phase, they are primarily
responsible for carrying out or
implementing such programs.
 This chapter provides a strong overview
of how firms can use HR strategies and
initiatives to deal with external and
internal challenges which are then
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 Explain how a firm’s human resource influences

its performance
 Describe how firms use HR initiatives to cope
with workplace changes & trends such as a
more diverse workplace, global economy,
downsizing and new legislation.
 Distinguish between the role of HR department
and the role of the firm’s managers in utilizing
human resources effectively.
 Indicate how members of the HR department
and managers within a company can establish a
strong relationship
 Identify HR strategies that fit corporate and
business unit strategies

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Chapter 2: Managing Work-flows
and Conducting Job Analysis
 Work-flow is a highly dynamic process,
and a well-designed organizational
structure will ensure that work is
performed efficiently and produces a
high quality product or service.
 This chapter discusses the various
aspects of organizational design and
structure, and the flow of work within
the structure to accomplish an
organization’s goals and objectives.
 The term organizational structurerefers
to relationships among people and
groups in an organization.
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Chapter 2: Managing Work-flows
and Conducting Job Analysis

 Work-flow refers to the way that work is

organized within the structure to meet
production or service goals.
 Work-flow can be viewed from three
different perspectives within the
organizational structure: the entire
organization, work groups, and
individual employees.
 When business conditions or
organizational strategy and objectives
change, often the design and structure
of the organization will also undergo
change in order to adapt, and each of
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Chapter 2: Managing Work-flows
and Conducting Job Analysis

 Job analysis is a tool used by

organizations to document and describe
job content, and measure how much
and what types of work are necessary
to achieve organizational objectives.
 Contingent workers and alternative
work schedules are also explored in this
chapter as a means to create a flexible
 Finally, Human Resource Information
Systems (HRIS) applications are
discussed, and the management of
security and privacy issues are
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 Describe bureaucratic, flat and boundary less

organization structures and the business
environments in which each is most
 List the factors influencing worker motivation
that are under the manager’s control.
 Conduct job analysis and prepare job
descriptions & specifications.
 Apply flexible work designs to situations in
which employees have conflicts between work
and family, or employees face fluctuating
demand for their products.
 Develop policies and procedures to protect
human resource information system data so
that employee’s privacy rights are maintained
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Chapter 3: Understanding Equal
Opportunity and the Legal
 This chapter examines the aspects of
HR law and regulations.
 The goal is to identify and discuss the
laws themselves and how best to
comply with them and do what is best
for the organization.
 The chapter unveils why understanding
the legal environment is important and
the context in which HR regulation
 It further explores the challenges to
legal compliance.
 It ends with ways for the effective
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 Explain why compliance with HR law is

an important part of doing business.
 Follow changes in HR law, regulation
and court decisions.
 Manage within equal employment
opportunity laws and understand the
rationale and requirements of
affirmative action.
 Make managerial decisions that will
avoid legal liability.
 Know when to seek the advice of legal
counsel on HRM matters.
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Chapter 4: Managing Diversity

 One of the greatest challenges facing

organizations today is managing workforce
diversity in a way that both respects the
employees' unique attitudes and promotes a
shared sense of corporate identity.
 This chapter explores the issues that are
linked to diversity management.
 In the present World, the design and
implementation of HR programs cannot
ignore the diverse nature of the workforce.
 Thus, by the end of this chapter the reader
should have a better grasp of diversity
issues and how to handle them successfully
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 Link affirmative action programs to

employee diversity programs to ensure that
the two support each other.
 Identify the forces that contribute to the
successful management of diversity within
the firm.
 Reduce potential conflicts among employees
resulting from clashes and
 Draw a profile of employee groups that are
less likely to be part of corporate
mainstream and develop policies specifically
targeted to these group’s needs.
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Chapter 5: Recruiting and
Selecting Employees
 This chapter focuses on staffing, one of
the most important HR activities in
which the manager is involved.
 First, the hiring process is defined and
 Second, the major challenges managers
face in trying to hire or promote the
best persons for the job are examined.
 Third, a set of procedures to deal with
these challenges and to avoid potential
problems is recommended.
 Finally, the legal issues involved in
staffing are briefly discussed.
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 Understand the supply and demand

of HR
 Weight the advantages and
disadvantages of internal & external
 Distinguish among the major
selection methods and use the most
legally defensible of them.
 Make staffing decisions that
maximize the hiring and promotion of
the best people.
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Chapter 6: Managing Employee
Separations, Downsizing, and
 Conducting a termination or layoff is
one of the most sensitive and difficult
things that a manager will ever have
to do.
 There are a number of factors to
consider when conducting this
process, and the manner in which the
termination or layoff is performed
and managed has impact on not only
the affected employee but also those
that remain with the organization in
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Chapter 6: Managing Employee
Separations, Downsizing, and
 Additionally,many separations
(voluntary or involuntary) can be
avoided through good management
 The cost of separations to the
organization are much higher than
many people realize, making good
management practices even more
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 Identify the costs and benefits

associated with employee separations.
 Understand the differences between
voluntary and involuntary separations.
 Avoid problems in the design of early
retirement policies.
 Design HRM policies for downsizing the
organization that are alternatives to a
layoff and when all else fails, develop a
lay off program that is effective and fair
to the firm’s stakeholders.
 Understand the significance and value
of outplacement programs.
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Chapter 7: Appraising and
Managing Performance
 An important function of effective
management is accurate measurement
of employee performance.
 This chapter discusses the foundation,
design, and implementation of
performance measurement systems.
 In addition, it describes the principles of
effective performance management so
that the reader will have an
understanding of how to create a
positive appraisal environment.
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 Explain why performance appraisal is

important and describe its components.
 Discuss the advantages and
disadvantages of different performance
rating systems.
 Manage the impact of rating errors and
bias on performance appraisals and
how to manage its impact.
 Identify the major legal requirements
for appraisal.
 Use performance appraisals to manage
and develop employee performance.
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Chapter 8: Training the Workforce

 Organizations face several questions

with respect to training. For
example, they have to respond to
"How can we effectively and
efficiently deliver training to
employees?" and "Should training
programs cut across functional or
craft lines?"
 These and other questions are
addressed in this chapter.
 The chapter distinguishes between
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Chapter 8: Training the Workforce

 The major challenges managers face

in trying to improve workers'
performance through training are
also presented.
 In addition, the chapter offers
suggestions on managing the three
phases of the training process,
explores particular types of training,
and considers ways to maximize and
evaluate training's effectiveness.
 The chapter closes with a discussion
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 Determine when employees need

training and the best type training given
a company’s circumstances
 Recognize the characteristics that make
training programs successful.
 Weigh the costs and benefits of a
computer based training program.
 Design job aids as complements or
alternatives to training.
 Understand how to socialize new
employees effectively.

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Chapter 9 :Developing Careers

 This chapter focuses on the career

development process.
 Firstly, career development is defined.
 Secondly, the major managerial
challenges related to career
development are explored.
 Approaches to assist managers avoid
career development problems are
presented as well.
 Then, the chapter ends by addressing
three special issues in career
 These include managerial development,
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 Establish a sound process for helping

employees develop their careers.
 Understand how to develop your own
 Identify the negative aspects of an
overemphasis on career
 Understand the importance of dual
career issues in career development.
 Develop a skills inventory and career
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Chapter 10 : Managing

 The way a firm handles compensation-

related issues has a direct impact on
employees and the business.
 Compensation affects the firm's ability
to attract, retain, and motivate
 It also has a direct bearing on the
extent to which labor costs detract from
or contribute to business objectives and
 Thus, managers need to understand the
important issues related to the design
and management of a compensation
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Chapter 10 : Managing

 This chapter addresses this matter.

 It defines the components of
compensation and presents the nine
criteria used in developing a
compensation plan.
 It also describes the process of
designing a compensation plan and
concludes with a discussion of the
legal and regulatory influences
surrounding employee compensation.
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 Identify the compensation policies and

practices that are most appropriate for a
particular firm.
 Weigh the strategic advantages and
disadvantages of the different compensation
 Establish a job based compensation scheme
that is internally consistent and linked to the
labor market.
 Understand the differences between a
compensation system in which employees
are paid for the skills they use and one in
which they are paid for the job they hold.
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Chapter 11 : Rewarding

 This chapter focuses on the effective design

and implementation of pay‑for-performance
 First, it addresses the major challenges and
pitfalls facing managers in their attempts to
link pay and performance.
 Second, the chapter offers a set of general
recommendations to deal with pay‑for-
performance challenges.
 Third, it describes and analyzes specific
types of pay‑for-performance programs.
 Finally, it discusses unique
pay‑for‑performance plans for executives
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 Recognize individual and group contributions to the firm by

rewarding high performers.
 Develop pay for performance plans that are appropriate for
different levels in an organization.
 Identify the potential benefits and drawbacks of different
pay for performance systems and choose the plan that is
most appropriate for a particular firm.
 Design an executive compensation package that motivates
to make decisions that are in the firm’s best interest.
 Weigh the pros and cons of different compensation methods
for sales personnel and create an incentive plan that is
consistent with the firm’s marketing strategy.
 Design an incentive system to reward excellence in
customer service

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Chapter 12 :Designing and
Administering Benefits
 The chapter begins with a broad view
of the importance of employee
benefits and how they are associated
with the total compensation package.

 The two categories of employee

benefits programs (i.e., legally
required benefits and voluntary
benefits) are described in detail.
 Lastly, this chapter presents some
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 Explain the significance of employee

benefits to both employers and
 Design a benefits package that
supports the firm’s overall
compensation strategy and other
HRM policies.
 Distinguish between a defined
benefit retirement plan and a defined
contribution retirement plan and
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 Discuss how traditional health insurance

plans and managed care health
insurance plans work and the
advantages and disadvantages of each.
 Develop cost containment strategies for
the different types of employee
 Understand the administrative
complexities of providing a full array of
benefits to the work force and suggest
ways to deliver benefits effectively.
 Recognize the HR department’s key role
in keeping accurate record of employee
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Chapter 13: Developing Employee

 This chapter addresses the

importance of effective employee
 It explores the roles of managers and
employee relations specialists, and it
describes how they should work to
coordinate an employee relations
 This chapter also presents a model of
how communication works.
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Chapter 13: Developing Employee

 Moreover, it explores specific policies

that give employees access to
important company information as
well as those which provide feedback
to top managers.
 Lastly, the chapter examines some
programs for recognizing employees'
contributions (both individual and
team) to company goals
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 Outline how good employee relations and

communication can contribute to business
 Describe the three types of programs used
to facilitate employee communications.
 Explain the various appeals procedures
through which employees can challenge
management actions.
 Understand how employees assistance
programs can help employees deal with
personal problems that may interfere with
job performance.
 Summarize the technological innovations
that allow managers to disseminate
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Chapter 14: Respecting Employee
Rights and Managing Discipline
 This chapter examines employee
rights and employee discipline.
 The concepts of employee rights,
management rights, and the
employment-at-will doctrine are
 Some challenges managers
encounter in balancing employee
rights with their own rights and
responsibilities (duties) are explored.
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Chapter 14: Respecting Employee
Rights and Managing Discipline

 Employee discipline is discussed, and

some suggestions for managing
difficult employees are offered.
 The chapter concludes with a
discussion of how the HR department
can support managers faced with
employee discipline issues.

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 Understand the origins and scope of

employee rights and management
 Explain why the HR department must
balance management’s rights and
employee rights when designing
employment policies.
 Describe the employment at will
 Distinguish between progressive
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 Apply fair standards to a case of

employee misconduct and justify the
use of discipline.
 Manage difficult people who
challenge their supervisors with such
problems as poor attendance, low
performance, insubordination, and
substance abuse.
 Avoid disciplinary actions by taking a
proactive and strategic approach to
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Chapter 15
Working with Organized Labor

 Some employees prefer to work in a unionized

setting, whereas others prefer a workplace that
is not unionized.
 This chapter explores the labor-management
relationship between companies and unions.
 It gives a brief review of the historical origins of
U.S. labor unions.
 This is followed by a description of the status of
labor relations in the U.S. and in other countries.
 Two different labor relations strategies used by
employers are addressed along with the rules
and procedures that govern union activities.
 The chapter closes with a discussion of the
impact of unions on HR policies and practices.
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 Understand why employees join

 Understand the National Labor
Relations (Wagner) Act and how the
National Labor Board regulates labor
practices and union elections.
 Describe labor relations in various
parts of the World.
 Identify labor relations strategies and
describe how they effect operational
and tactical labor relations decisions.
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 Describe the three phases of labor

relations process: union organizing,
collective bargaining, and contract
 Explain how the union grievance
procedure works and why the
supervisor’s role is critical in achieving
sound labor relations.
 Identify the ways in which a union can
effect a company’s entire pattern of
human resources management
including its staffing, employee
development, compensation and
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Chapter 16 : Managing Workplace
Safety and Health
 Organizations realize the importance
of social responsibility and that safe
organizations are more effective
 Moreover, the law requires that the
workplace be safe and free of health
 Thus, many firms seek to provide a
workplace environment that is safe
and healthy.
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Chapter 16 : Managing Workplace
Safety and Health

 This chapter presents workplace

safety and health in detail.
 First, it deals with the legal issues of
workplace safety and health.
 Second, it presents a variety of
contemporary safety and health
 Finally, the chapter evaluates
programs designed to maintain
employee safety and health.
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 Describe the extent of employer’s responsibility

to maintain a safe and healthy work
 Explain the reasons for safety and health laws
and the costs and obligations they impose on
 Identify the basic provisions of the worker’s
compensation laws and the Occupational Safety
and Safety and Health Act.
 Develop an awareness of contemporary health
and safety issues, including AIDS, work place
violence, smoking in the work place, cumulative
trauma disorders, fetal protection, hazardous
chemicals, and genetic testing.
 Describe the features of safety programs and
the reasons for and the effects of 46
Chapter 17: International HRM

 This chapter demonstrates how

managers can effectively utilize HRM
practices to enhance their firms’
competitive response in an era when
the opportunities and challenges facing
business are international in nature.
 It covers the stages of international
involvement, the challenges of
expatriate job assignments, and the
ways to make those assignments more
 It also discusses the development of
HRM policies in a global context and the
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 Specify the HRM strategies that are most

appropriate for firms at different stages of
 Identify the best mix of host county and
expatriate employees given the conditions
facing the firm.
 Explain why international assignments often
fail and the steps a firm can take to ensure
success in this area.
 Reintegrate returning employees into the
firm after they complete an international
 Develop HRM policies and procedures that
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 Skip Chapters – 3, 4, 8, 12 ,14 & 15

 Understanding Equal Opportunity & the Legal
 Managing Diversity
 Training the Workforce
 Designing & Administrating Benefits
 Respecting Employee Rights & Managing Discipline
 Working with Organized Labor
 Constitutes
 6 Questions (Ch 1 – Ch8 = 2 questions, Ch9 – Ch 17
=4 questions)
 1 Case Study
 20 MCQ’s
 Final Exam
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