Fundamentals of Management

Sixth Edition

Robbins and DeCenzo

with contributions from Henry Moon

C H AP T E R

Part III: Organizing

Staffing and
Human Resource Management

2008 Prentice Hall, Inc.

All rights reserved.

PowerPoint Presentation by Charlie Cook

The University of West Alabama

Human Resources Management (HRM)

The management function that is concerned
with getting, training, motivating, and keeping
competent employees.
Balancing the supply of employees with the demand

for employees.
Matching the talents and skills of employees with

those required by the organization.

Creating a working environment that fosters high

employee performance.
Meeting the pay and benefits needs of employees.

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The Legal Environment Of HRM

The impact of federal, state and local laws on
HRM practices
Affirmative action programs

Programs that ensure that decisions and practices enhance

the employment, upgrading, and retention of members of
protected groups.

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The Legal Environment Of HRM (contd)

Does HRM Face the Same Laws Globally?
HR practices and employment laws of other

countries differ significantly from HR practices and

laws in the United States.
Work councils

Nominated or elected employees who must be consulted

when management makes decisions involving personnel

Board representatives

Employees who sit on a companys board of directors and

represent the interests of employees

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Employment Planning
Employment Planning
The process by which management ensures it has

the right number and kinds of people in the right

places at the right time, who are capable of helping
the organization achieve its goals

Steps in the Planning Process:

1. Assessing current human resources and future

human resources needs

2. Developing a program to meet those needs.

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Employee Assessment
Human Resource Inventory
Lists the name, education, training, prior employer,

languages spoken, and other information about each

employee in the organization.

Job Analysis
Is an assessment of the kinds of skills, knowledge,

and abilities needed to successfully perform each job

in an organization.

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Job Analysis Components

Job Description
Is a written statement of what a job holder does, how

it is done, and why it is done

Tasks, duties and responsibilities that the job entails

Job Specification
Is a statement of the minimum acceptable

qualifications that an incumbent must possess to

perform a given job successfully.

Knowledge, skills, and abilities (KSAs) required of the job

holder

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Recruitment And Selection

Recruitment
Is the process of locating, identifying, and attracting

capable applicants.

Selection Process
Is the process of screening job applicants to ensure

that the most appropriate candidates are hired.

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Selection Terms
Reliability
Is the degree to which a selection device measures

the same thing consistently (stability).

Example: an individual consistently achieves nearly identical

scores on the same exam.

Validity
Is the proven relationship between a selection device

and a relevant criterion (a measure of job success).

Example: high employment test scores and superior job

performance for an employee.

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Selection Devices
Written Tests
Include intelligence, aptitude, ability, and interest test batteries.

Performance-Simulation Tests
Are selection devices that are based on actual job behaviors;

work sampling and assessment centers.

Interviews
Are effective if conducted correctly.

Realistic Job Preview (RJP)

Provides positive and negative information about the job and

the company during the job interview.

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Potential Biases in Interviews

Prior knowledge about the applicant.

An interviewers tendency to hold a stereotype of what represents

a good applicant.

An interviewers tendency to favor applicants who share his or her

own attitudes.

The order in which applicants are interviewed.

The order in which information is elicited during the interview.

Negative information about the applicant which is given unduly

high weight.

An interviewers decision concerning the applicants suitability

within the few minutes of the interview.

An interviewers forgetting much of the interviews content within

minutes after its conclusion.

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Potential Biases in Interviews (contd)

Interviews Are Most Useful:
For determining an applicants intelligence, level of

motivation, and interpersonal skills.

If they are structured and well-organized as opposed

to unstructured and unorganized interviews.

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Making Interviews More Effective

Behavioral (Situation) Interview
An interview in which candidates are observed not

only for what they say, but how behave to determine

how they might behave under stress.

Candidates are presented a complex situation and asked to

deal with it.

Research indicates that behavioral interviews are nearly

eight times more effective than other interview formats.

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Introducing Employee to the Organization

Employee Orientation
Is the introduction of a new employee to the job and

the organization.

Objectives of Orientation:
To reduce the initial anxiety all new employees feel

as they begin a new job.

To familiarize new employees with the job, the work

unit, and the organization as a whole.

To facilitate the outsiderinsider transition.

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What Is Employee Training?

Employee Training
Is a learning experience that seeks a relatively

permanent change in employees such that their

ability to perform on the job improves.

Changing skills, knowledge, attitudes, or behavior

Changing what employees know, how they work; or their

attitudes toward their jobs, co-workers, managers, and the
organization

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Performance Management
Performance Management System
Is the process of establishing performance standards

and evaluating performance in order to arrive at

objective human resource decisions and to provide
documentation to support personnel actions.

Adjective Rating Scales

Rate an individual on each job performance factor on

an incremental scale.

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Direct Comparison Methods

Group-Order Ranking
Requires the evaluator to place employees into a

particular classification such as top fifth or second

fifth.

Individual Ranking Approach

Requires the evaluator merely to list the employees

in order from highest to lowest.

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Direct Comparison Methods (contd)

Paired Comparison Approach
Compares each employee with every other

employee in the comparison group and rates the

employee as either the superior or weaker member
of the pair.
Assigns each employee a summary ranking based
on the number of superior scores achieved.

MBO
Evaluates employees by how well they accomplish a

specific set of objectives determined to be critical in

the successful completion of their jobs.
Emphasizes quantitative results-oriented outcomes.
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When Performance Falls Short

Performance Impediments
Mismatched skills
Inadequate training
Employees personal problems

Discipline
Is actions taken by a manager to enforce an

organizations standards and regulations.

Employee Counseling
Is a process designed to help employees overcome

performance-related problems.

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Compensation And Benefits

Compensation Administration
Involves determining a cost-effective pay structure

that will attract and retain competent employees,

provide an incentive for them to work hard, and
ensure that pay levels will be perceived as fair.

Factors Influencing Pay Levels/Compensation

Employees job
Kind of business
Environment surrounding the job
Geographic location
Employee performance levels and seniority.

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Why Do Organizations Offer Employee

Benefits?
Employee Benefits
Are nonfinancial rewards designed to enrich

employees lives.

Types of Benefits
Social Security
Workers and unemployment compensations
Paid time off from work
Life and disability insurance
Retirement programs
Health insurance

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Current Issues in HRM: Workforce Diversity

Improving Workforce Diversity:
Widen the recruiting net to broaden the pool of

applicants.
Ensure that the organizations selection process is
nondiscriminatory.
Assist new employees in assimilating into the firms
culture.
Conduct specialized orientations and workshops for
new employees.

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Current Issues in HRM: Sexual Harassment

What Is Sexual Harassment?
Sexual harassment includes sexually suggestive

remarks, unwanted touching and sexual advances,

requests for sexual favors, or other verbal and
physical conduct of a sexual nature that:

Creates an intimidating, offensive, or hostile environment;

Unreasonably interferes with an individuals work; or

Adversely affects an employees employment opportunities.

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Sexual Harassment (contd)

Hostile (or Offensive) Environment
Meritor Savings Bank v. Vincent
The employer can be held liable for harassment.
The harassing act (not the outcome) is deciding factor.

Protecting the Organization and Employees

Educating employees about sexual harassment.
Having a sexual harassment policy in place that is

enforced fairly.
Taking action on the first instance of a sexual
harassment complaint.

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Current Issues in HRM:

Labor Relations and Unions
LaborManagement Cooperation
Involves mutual efforts on the part of a labor union

and the management of an organization.

Successful efforts to increase productivity, improve quality,

and lower costs require employee involvement and
commitment.

Labor unions now recognize that they can help their

members more by cooperating with management

than fighting it.

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Current Issues in HRM: Workplace Violence

Workplace Violence
The increase in violent crimes being committed at

the work site.

Preventing Violence in the Workplace

Training supervisory personnel to identify troubled

employees before the problem results in violence.

Designing employee assistance programs (EAPs)

specifically to help individuals in need.

Implementing stronger security mechanisms.
Preventing violence paraphernalia from entering

facilities altogether.
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Current HRM Issues: Workplace Spirituality

Workplace Spirituality
A spiritual culture that recognizes that employees

have both a mind and a spirit, seek to find meaning

and purpose in their work, and desire to connect with
other employees and be part of a community.

Workplace Spirituality Issues

Do organizations have the right to impose spiritual

values on their employees?

Are spirituality and profits compatible?

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Current HRM Issues:

Layoffs and Downsizing
Layoff-Survivor Sickness
Is the set of attitudes, perceptions, and behaviors of

employees who remain after involuntary staff

reductions.

Dealing with the Survivor Syndrome:

Provide opportunities for employees to talk to

counselors about their guilt, anger, and anxiety.

Provide group discussions for the survivors to vent
their feelings.
Implement employee participation programs such as
empowerment and self-managed work teams.

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Career Module
BUILDING YOUR CAREER

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Making a Career Decision

Career
The sequence of positions occupied by a person

during the course of a lifetime

Self-Assessment Process
1. Identify and organize your skills, interests, work-

related needs, and values.

2. Convert this information into general career fields
and specific job goals.
3. Test your career possibilities by talking with
knowledgeable people in the fields, organizations,
or jobs you desire.
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Getting Into The Organization

Jobs advertised on the Internet
Job and career web sites issues:
Low probability of immediate success
Security of e-resumes

Preparing your resume

Proper formatting
Salient content

Ways to Excel at an Interview

Prepare, prepare, prepare

Know the company and its industry

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Developing a Management Career

Organizations career development
responsibilities:
Communicating clearly the organizations goals and

future strategies.
Creating personal growth opportunities.
Offering financial assistance through tuition

reimbursement to help employees keep current.

Helping employees to learn by providing paid time off

off-the-job training and adjusting workloads to allow

employees to develop skills, abilities, and
knowledge.
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Developing a Management Career (contd)

Managing your career as a entrepreneur
manages a small business:
Know yourself; your strengths and weaknesses.
Manage your reputation by letting others know about

your achievements. Make accomplishments visible.

Build a network contacts through professional

associations, conferences, and social gatherings.

Develop current specific skills and abilities that are in

high demand.
Avoid learning organization-specific skills that cant

be transferred quickly to other employers.

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Developing a Management Career (contd)

Managing your career (contd):
Balance your specialist and generalist competencies.
Document your achievements that offer objective

evidence of your competencies.

Keep your mobility options open with contingency

plans that you can call on when needed.

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