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Chapter
12
Learning Objectives
After studying the chapter, you should be able to:
Explain why strategic human resource management can help an organization gain a competitive advantage.
Describe the steps managers take to recruit and select organizational members. Discuss the training and development options that ensure organization members can effectively perform their jobs. Explain why performance appraisal and feedback is such a crucial activity.
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HRM Activities
Recruitment and selection Training and development Performance appraisal and feedback Pay and benefits Labor relations
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Figure 12.1
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Selection
The process that managers use to determine the relative qualifications of job applicants and their potential for performing well in a particular job.
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Figure 11.2
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Job Analysis
Job Analysis
Identifying the the tasks, duties and responsibilities that make up a job and the knowledge, skills, and abilities needed to perform the job.
Recruitment
External Recruiting
Seeking outside the firm for people who have not worked at the firm previously. A multi-prong approach to external recruiting works best: newspapers advertisements, open houses, on-campus recruiting, employee referrals, and through the Internet. External recruiting challenges: Higher costs of external recruiting. Jobs that require employer-specific skills. Difficulty in assessing recruits qualifications.
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Recruitment
Internal Recruiting
Seeking to fill open positions with current employees from within the firm. Benefits of internal recruiting: Job candidates, their qualifications, and availability are already known. Current employees know the firms culture and are familiar with the organization.
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Selection Tools
Figure 11.3
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Ability tests assess if applicants have the right skills for the job.
Personality tests seek to determine if applicants possess traits (e.g.,honesty) relevant to job performance. Tests must show reliability and validity to avoid costly discrimination lawsuits.
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Selection Process
Physical ability tests Measures of dexterity, strength, and stamina for physically demanding jobs. Measures must be job-related to avoid discrimination.
Performance tests
Tests that measure an applicants current ability to perform the job or part of the job such as requiring an applicant to take typing speed test. Tests must be related to job requirements.
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Selection Process
Specialized performance tests Assessment centers are facilities where managerial candidates are assessed on jobrelated activities over a period of a few days. References
Obtaining relevant information can be difficult to due to legal liability and privacy issues.
Employers must carefully check references of prospective employees where safety and risk to others is a concern. Failure to check references can create additional employer liability for an employees actions.
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Validity is the degree to which the test measures what it is supposed to measure.
Example: how well a physical ability test predicts the job performance of a firefighter. Managers have both an ethical obligation and a legal duty to develop good selection tools.
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Development
Building the knowledge and skills of organizational members to enable them to take on new duties and challenges.
Training is used more often at lower levels of firm; development is common with managers.
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Figure 12.4
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Types of Training
Classroom Instruction
Employees acquire skills in a classroom setting. Includes use of lectures, videos, role-playing, and work simulations.
On-the-Job Training
Employee learning occurs in the work setting as new worker does the job. Training is given by co-workers and can be done continuously to update the skills of current employees.
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Formal Education
Tuition reimbursement is common for managers taking classes for MBA or job-related degrees. Long-distance learning can be used to reduce travel and expenses for managerial training.
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Performance Feedback
The process through which managers share performance appraisal information, give subordinates an opportunity to reflect on their own performance, and develop, with subordinates, plans for the future.
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Results Appraisals
Assesses what a worker accomplishes or the results they obtain from performing their jobs.
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Subjective Appraisals
Assessments based on a managers perceptions of traits, behavior, or results.
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Figure 11.6
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Peer Appraisal
Coworkers provide appraisal; common in team settings.
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Informal Appraisals
An unscheduled appraisal of ongoing progress and areas for improvement.
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Benefits
Legally required: Social Security, unemployment insurance and workers compensation. Voluntary: health insurance, retirement, day care.
Cafeteria-style benefits plans allow employees to choose the best mix of benefits for them; such plans can be hard to manage.
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Labor Relations
Labor Relations
The activities managers engage in to ensure they have effective working relationships with the labor unions that represent their employees interests. Laws regulating areas of employment.
Fair Labor Standards Act (1938) prohibits child labor, sets a minimum wage and maximum working hours.
Equal Pay Act (1963) requires that men and women doing equal work will get equal pay. Work Place Safety (1970) OSHA mandates procedures for safe working conditions.
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Unions
Unions
Represent workers interests to management in organizations. The power that managers has over an individual worker causes workers to join together in unions to try to counter managements strength. Unions are permitted by the National Labor Relations Act (1935) which also created the National Labor Relations Board (NLRB) to oversee the relationship between employers and unions.
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Unions (contd)
Unions and Workers
Not all workers want unions. Union membership costs money in dues and workers might not want to strike. Union membership is lower now than 40 years ago. The manufacturing and heavy industries where unions are dominant have declined. Workers no longer see the need for union representation in the work place.
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Unions (contd)
Collective bargaining
Negotiation between labor and management to resolve conflicts and disputes about issues such as working hours, wages, benefits, working conditions, and job security.
The process that unions and management go through to negotiate work agreements that are included in a contract which spells out agreed-upon terms such as the grievance procedure for resolving differences between the union and management over managements administration of the contract.
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