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CHAPTER 8
Managing Human Resources
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The Foundations of Human
Resource Management (HRM)
Human Resource Management (HRM)
Set of organizational activities directed at attracting,developing, and maintaining an effective workforce
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The Strategic Importance of HRM
HRMs importance has grown dramatically inthe last two decades. This new importance
stems from:
Increased legal complexities
The recognition that human resources are avaluable means for improving productivity
The awareness today of the costs associatedwith poor human resource management
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Human Resource Planning
HR planning involvesjob analysisandforecastingthedemand for and supply of labor.
Job Analysis
Systematic analysis of jobs in an organization
Job Description
Systematic evaluation of the duties, workingconditions, tools, materials, and equipment related to
the performance of a jobJob Specification
Description of the skills, abilities, and other credentialsrequired by a job
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The Human Resource Planning Process
Perform Job Analysis
Forecast Demand for Labor
Forecast Internal
Supply of Labor
Develop Plan to Match
Demand with Supply
Forecast External
Supply of Labor
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Forecasting HR Demand &
SupplyForecasting the supply of labor is really twotasks:
Forecasting Internal Supply
The number and type of employees who will be inthe firm at some future date
Forecasting External Supply
The number and type of people who will beavailable for hiring from the labor market at large
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Forecasting HR Demand & Supply
Replacement ChartsListing of each managerial position, who occupiesit, how long that person will likely stay in the job,and who is qualified as a replacement
Employee Information System (or SkillsInventory)
Computerized system containing information oneach employees education, skills, workexperiences, and career aspirations
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Matching HR Supply & Demand
After comparing future demand and internal supply,managers can make plans to manage predictedshortfalls or overstaffing.
If a shortfall is predicted:
New employees can be hired. Present employees can be retrained and
transferred into understaffed areas.
Individuals approaching retirement can be
convinced to stay on. Labor-saving or productivity-enhancing systems
can be installed .
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Staffing the
OrganizationExternal StaffingThe process of acquiring staff from outside the
company
Internal Staffing
The process of promoting staff from within thecompany
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Recruiting Human Resources
Recruiting
Process of attracting qualified persons to apply foropen jobs
Internal Recruiting
Practice of considering present employees ascandidates for job openings
External Recruiting
Practice of attracting people outside anorganization to apply for jobs
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Selecting Human Resources
Application Forms (Blanks)
Tests
Interviews
Other Techniques
Validation
Process of determining the predictive value ofinformation
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Developing Human
Resources
Orientation
Process of introducing new employees tothe organization so that they can becomeeffective contributors more quickly.
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Assessing Training &
Development Needs
Needs Analysis
Determines the organizations true needs and the
training programs necessary to meet them
What knowledge, skills, and abilities does the
organization need to compete?
What skills must its workforce possess in order to
perform the organizations work effectively?
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Training & Development
Techniques & MethodsWork-Based Program
Training technique that ties training and developmentactivities directly to task performance
On-the-Job Training:Work-based training, sometimes
informal, conducted while an employee is in actual work
situation
Vestibule Training:Worked-based training conducted in a
simulated environment away from the work site
Systematic Job Rotation & Transfer:Work-based training in
which employees are systematically moved from one job to
another so that they can learn a wider array of tasks and skills
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Training & Development
Techniques & MethodsInstructional-Based Program
Training designed to impart new knowledge andinformation
Lecture or Discussion Approach:Instructional-based training
in which knowledge and information are descriptively
presented
Computer-Assisted Training:Instruction-based training in
which is knowledge and information are presented via
computer
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Training & Development
Techniques & Methods
Training Technology
Video Teleconferencing
Trainers in centralized locations deliver material
live by satellite hookup to remote sites
Interactive Video
Material is presented via video technology on amonitor from a central serving mechanism, a
video disk, CD-ROM, or web site
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Training & Development
Techniques & Methods
Team Building & Group-Based Training
More and more organizations are using teams as abasis for doing their jobs.
Many of the same companies are developing
training programs specifically designed to facilitateintragroup cooperation among members of teams.
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Evaluating Employee
Performance
Performance Appraisal
Formal evaluation of an employees jobperformance in order to determine the
degree to which the employee isperforming effectively
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The Performance Appraisal
Process
Conducting the Performance AppraisalWho should conduct the performance appraisal?
What sources of information should be used?
Providing Feedback360 Feedback:Performance appraisal system inwhich information is provided from all sourcessupervisors, employees, peers, and so forth
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The Performance Appraisal
Process
Methods for Appraising Performance
Ranking MethodsSimple Ranking Method:Performance appraisal method that ranks
employees from best to worstForced Distribution Method:Performance appraisal method thatclassifies employees into different performance categories based on a
predetermined distribution
Rating MethodsGraphic Rating Scale:Performance rating method using a numericalscale to rate performance along a set of dimensions
Critical Incident Method:Performance rating method based on statedexamples that reflect especially good or poor performance
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Providing Compensation
& Benefits
Compensation
Set of rewards that organizationsprovide to individuals in return fortheir willingness to perform various
jobs and tasks
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Determining Basic Compensation
Basic CompensationThe base level of wages or salary paid to anemployee
Wages:Compensation in the form of money paidfor time worked
Salary:Compensation in the form of money paid
for discharging the responsibilities of a job
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Determining Basic Compensation
Pay Surveys in CompensationMethod used to obtain information aboutcompensation paid to employees by other employers
Job EvaluationMethods for determining the relative worth of jobs inorder to set compensation levels
Establishing a Pay Structure
Compensation for different jobs is based on theorganizations assessment of the relative value to theorganization of each job class.
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Performance-Based Compensation
Merit Pay Plan
Performance-based pay plan basing part of
compensation on employee merit
Skill-Based or Knowledge-Based Pay
Performance-based pay plan rewarding employees foracquiring new skills or knowledge
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Incentive Compensation
Systems
Piece-Rate Incentive Plan
Incentive-based pay plan that provides payment for each unitproduced
Individual Incentive Plan
Incentive-based pay plan that rewards individual performanceon a real-time basis
Sales Commission
Individual incentive plan rewarding employees with apercentage of sales volume that they generate
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Team & Group Incentive
SystemsGainsharing Program
Group-based incentive plan that gives rewards for
productivity improvements
Profit Sharing
Group-based incentive plan in which employees are paida share of company profits
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Indirect Compensation &
Benefits
Benefits
Compensation other than wages andsalaries
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Mandated Protection Plans
Unemployment Insurance:Mandated coverage protectingemployees who are laid off
Social Security:Mandated federal retirement program
Workers Compensation Insurance: Legally requiredinsurance covering workers who are injured or become ill onthe job
Protect employees when their income isthreatened or reduced by illness, disability,
death, unemployment, or retirement.
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Optional Protection Plans
Private Pension Plan:Prearranged company pensionsprovided to retired employees
Protect employees in the same manner asmandatory plans, except companies can
choose whether or not to provide them.
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Paid Time Off
Paid holidays, paid vacations, sick leave, & personal
leave
Other Types of Benefits
Wellness Program:Benefit in the form of programs
designed to help employees from becoming sickChildcare:These plans might include scheduling help,referrals to various types of services, or reimbursementaccounts for childcare expenses. In many cases, they
actually include company-paid day care.Cafeteria Benefit Plan: Benefit plan that sets limits onbenefits per employee, each of whom may choosefrom a variety of alternative benefits
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The Legal Context of Human
Resource Management
Equal Employment Opportunity
Legally mandated nondiscrimination in employment on the
basis of race, creed, sex, or national originIllegal Discrimination
Discrimination against protected classes that causes them tobe unfairly differentiated from others
Protected ClassSet of individuals who by nature of one or more commoncharacteristics are protected by law from discrimination on thebasis of any of those characteristics
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Enforcing Equal Employment
OpportunityEqual Employment Opportunity Commission (EECO)
Agency created by Title VII to enforce discrimination-related laws
Affirmative Action Program
Practice of recruiting qualified employees belonging to racial,gender, or ethnic groups who are underrepresented in anorganization
Reverse Discrimination
Practice of discriminating against well-represented groups by over-hiring members of underrepresented groups
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Legal Issues in Compensation
Laws Affecting Total Compensation
Fair Labor Standards Act:Federal law settingminimum-wage and over-time pay requirements
Laws Affecting Other Forms of Compensation
Employee Retirement Income Security Act of 1974
(ERISA):Federal law regulating private pension plans
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Contemporary Legal Issues in
HR ManagementOccupational Safety and Health Act of 1970 (OSHA)
Federal law setting and enforcing guidelines for protecting
workers from unsafe conditions and potential health hazards inthe workplace
Emerging Areas of Discrimination Law
AIDS in the Workplace
Sexual Harassment
Quid Pro Quo Harassment
Hostile Work Environment
Employment-at-Will
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New Challenges in the
Changing Workplace
Managing Workforce
DiversityRange of workers attitudes,values, and behaviors thatdiffer by gender, race, and
ethnicity
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New Challenges in the
Changing Workplace
Managing Knowledge
WorkersEmployee who is of valuebecause of the knowledge thathe or she possesses
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New Challenges in the
Changing Workplace
Contingent Worker
Employee hired on somethingother than a full-time basis tosupplement an organizationspermanent work force