Part 3: Organizing

Chapter 6
Staffing
and
Human
Resource
Management

PowerPoint Presentation by Charlie Cook

Copyright 2004 Prentice Hall, Inc.
All rights reserved.
 LEARNING OUTCOMES
After reading this chapter, I will be able to:
1. Describe the human resources management
process.
2. Identify the influence of government
regulations on human resource decisions.
3. Differentiate between job descriptions and job
specifications.
4. Contrast recruitment and downsizing options.
5. Explain the importance of validity and reliability
in selection.
6. Describe the selection devices that work best
with various kinds of jobs.
Copyright 2004 Prentice Hall, Inc. All rights reserved. 62
 L E A R N I N G O U T C O M E S (contd)
After reading this chapter, I will be able to:
7. Identify various training methods.
8. Explain the various techniques managers can
use in evaluating employee performance.
9. Describe the goals of compensation
administration and factors that affect wage
structures.
10. Explain what is meant by the terms sexual
harassment, labor-management cooperation,
workplace violence, and layoff-survivor
sickness.

Copyright 2004 Prentice Hall, Inc. All rights reserved. 63

 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

Copyright 2004 Prentice Hall, Inc. All rights reserved. 64

The Strategic
Human Resources
Management Process
EXHIBIT 6.1
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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
The globalization of business
HR practices and laws of other countries that differ
from the U.S.
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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 Major U.S. Federal Laws and Regulations Related
to HRM
YEAR LAW OR REGULATION
1963 Equal Pay Act
1964 Civil Rights Act, Title VII (amended in 1972)
1967 Age Discrimination in Employment Act (amended in 1978)
1973 Vocational Rehabilitation Act
1974 Privacy Act
1978 Pregnancy Discrimination Act, Title VII
1978 Mandatory Retirement Act
1986 Immigration Reform and Control Act
1988 Polygraph Protection Act
1988 Worker Adjustment and Retraining Notification Act
1990 Americans with Disabilities Act
1991 Civil Rights Act
1993 Family and Medical Leave Act
EXHIBIT 6.2
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 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.
2. Assessing future human resources needs and
developing a program to meet those needs.

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 Employee Assessment
Human resource inventory report
A report listing the name, education, training, prior
employer, languages spoken, and other information
about each employee in the organization
Job analysis
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
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
A statement of the minimum acceptable qualifications
that an incumbent must possess to perform a given
job successfully
Knowledge, skills, and abilities required of the job
holder

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 Recruitment And Selection
Recruitment
The process of locating, identifying, and attracting
capable applicants
Selection process
The process of screening job applicants to ensure
that the most appropriate candidates are hired

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 Traditional Recruiting Sources

Internal searches
Advertisements
Employee referrals
Public employment
agencies
Private employment
agencies
School placement
Temporary help services
Employee leasing and
independent contractors EXHIBIT 6.3
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 Downsizing Options

Firing
Layoffs
Attrition
Transfers
Reduced workweeks
Early retirements
Job sharing

EXHIBIT 6.4
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 Selection Decision Outcomes

EXHIBIT 6.5
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 Selection Terms
Reliability
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
The proven relationship between a selection device
and some relevant criterion (relatedness)
Example: superior job performance and a high
employment test score

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 Selection Devices
Written tests
Intelligence, aptitude, ability, and interest test batteries

Performance-simulation tests
Selection devices that are based on actual job behaviors;
work sampling and assessment centers

Interviews
Effective if conducted correctly

Realistic job preview (RJP)

Providing 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 will bias the
interviewers evaluation.
The interviewer tends to hold a stereotype of what
represents a good applicant.
The interviewer tends to favor applicants who share
his or her own attitudes.
The order in which applicants are interviewed will
influence evaluations.
The order in which information is elicited during the
interview will influence evaluations.

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 Potential Biases in Interviews (contd)
Negative information is given unduly high weight.
The interviewer may make a decision concerning the
applicants suitability within the first four or five
minutes of the interview.
The interviewer may forget much of the interviews
content within minutes after its conclusion.
The interview is most valid in determining an
applicants intelligence, level of motivation, and
interpersonal skills.
Structured and well-organized interviews are more
reliable than unstructured and unorganized ones.
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 Employee Orientation
Orientation
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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 Training
Employee training
A learning experience in that it 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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 Determining if Training Is Needed

EXHIBIT 6.6
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 Typical Training Methods

On-the-Job Training Methods

Job rotation
Understudy assignments
Off-the-Job Training Methods
Classroom lectures
Films and videos
Simulation exercises
Vestibule training

EXHIBIT 6.7
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 Performance Management
Performance management system
A 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.

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 Other Appraisal Methods
Adjective rating scales
Rating an individual on each job performance factor
on an incremental scale.
360-degree appraisal
An appraisal device that seeks feedback from a
variety of sources for the person being rated.

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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
Each employee is compared with every other
employee in the comparison group and rated as
either the superior or weaker member of the pair.
Each employee is assigned a summary ranking
based on the number of superior scores achieved.
MBO
Employees are evaluated by how well they
accomplish a specific set of objectives determined to
be critical in the successful completion of their jobs.

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 Performance Appraisal Methods
METHOD ADVANTAGE DISADVANTAGE
Written essay Simple to use More a measure of evaluators
writing ability than of employees
actual performance
Critical incidents Rich examples Time-consuming; lack
behaviorally based quantification
Graphic rating Provide quantitative Do not provide depth of job
scales data; less time- behavior assessed
consuming than others
BARS Focus on specific Time-consuming; difficult to
and measurable job develop measures
behaviors
Multiperson Compares employees Unwieldy with large number of
with one another employees
MBO Focuses on end goals; Time-consuming
results oriented
360Appraisal More thorough Time-consuming
EXHIBIT 6.8
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 When Performance Falls Short
Performance impediments
Mismatched skills
Inadequate training
Employees personal problems
Discipline
Actions taken by a manager to enforce an
organizations standards and regulations
Employee counseling
A process designed to help employees overcome
performance-related problems

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 Performance Matters

Source: Dilbert reprinted by permission of United Features Syndicate, Inc.

EXHIBIT 6.9
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 Compensation And Benefits
Compensation administration
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
Employees job
Kind of business
Environment surrounding the job
Geographic location
Employee performance levels and seniority.
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 Benefits
Employee benefits
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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 Workforce Diversity
Improving workforce diversity
Widen the recruiting net to broaden the pool of
applicants.
Ensure the 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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 Sexual Harassment
Sexual harassment
Sexually suggestive remarks, unwanted touching and
sexual advances, requests for sexual favors, or other
verbal and physical conduct of a sexual nature
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
Organizationcan be held liable for harassment
Harassing act (not subsequent outcome) is deciding
factor
Protecting the organization
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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 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 have come to recognize that they can
help their members more by cooperating with
management than fighting it.

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 Violence in the Workplace
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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 Layoffs and Downsizing
Layoff-survivor sickness
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.
Copyright 2004 Prentice Hall, Inc. All rights reserved. 638