Download Fundamentals of Management 6e.

Fundamentals of Management
Sixth Edition
Robbins and DeCenzo
with contributions from Henry Moon
CHAPTER
6
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.
© 2008 Prentice Hall, Inc. All rights reserved.
6–2
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.
© 2008 Prentice Hall, Inc. All rights reserved.
6–3
The Legal Environment Of HRM (cont’d)
• 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 company’s board of directors and
represent the interests of employees
© 2008 Prentice Hall, Inc. All rights reserved.
6–4
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.
© 2008 Prentice Hall, Inc. All rights reserved.
6–5
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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6–6
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
© 2008 Prentice Hall, Inc. All rights reserved.
6–7
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.
© 2008 Prentice Hall, Inc. All rights reserved.
6–8
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.
© 2008 Prentice Hall, Inc. All rights reserved.
6–9
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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6–10
Potential Biases in Interviews
•
Prior knowledge about the applicant.
•
An interviewer’s tendency to hold a stereotype of what represents a
good applicant.
•
An interviewer’s 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 interviewer’s decision concerning the applicant’s suitability
within the few minutes of the interview.
•
An interviewer’s forgetting much of the interview’s content within
minutes after its conclusion.
© 2008 Prentice Hall, Inc. All rights reserved.
6–11
Potential Biases in Interviews (cont’d)
• Interviews Are Most Useful:
 For determining an applicant’s 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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6–12
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.
© 2008 Prentice Hall, Inc. All rights reserved.
6–13
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 outsider–insider transition.
© 2008 Prentice Hall, Inc. All rights reserved.
6–14
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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6–15
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.
© 2008 Prentice Hall, Inc. All rights reserved.
6–16
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.
© 2008 Prentice Hall, Inc. All rights reserved.
6–17
Direct Comparison Methods (cont’d)
• 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.
© 2008 Prentice Hall, Inc. All rights reserved.
6–18
When Performance Falls Short
• Performance Impediments
 Mismatched skills
 Inadequate training
 Employee’s personal problems
• Discipline
 Is actions taken by a manager to enforce an
organization’s standards and regulations.
• Employee Counseling
 Is a process designed to help employees overcome
performance-related problems.
© 2008 Prentice Hall, Inc. All rights reserved.
6–19
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
 Employee’s job
 Kind of business
 Environment surrounding the job
 Geographic location
 Employee performance levels and seniority.
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6–20
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
© 2008 Prentice Hall, Inc. All rights reserved.
6–21
Current Issues in HRM: Workforce Diversity
• Improving Workforce Diversity:
 Widen the recruiting net to broaden the pool of
applicants.
 Ensure that the organization’s selection process is
nondiscriminatory.
 Assist new employees in assimilating into the firm’s
culture.
 Conduct specialized orientations and workshops for
new employees.
© 2008 Prentice Hall, Inc. All rights reserved.
6–22
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 individual’s work; or

Adversely affects an employee’s employment opportunities.
© 2008 Prentice Hall, Inc. All rights reserved.
6–23
Sexual Harassment (cont’d)
• 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.
© 2008 Prentice Hall, Inc. All rights reserved.
6–24
Current Issues in HRM:
Labor Relations and Unions
• Labor–Management 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.
© 2008 Prentice Hall, Inc. All rights reserved.
6–25
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.
© 2008 Prentice Hall, Inc. All rights reserved.
6–26
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?
© 2008 Prentice Hall, Inc. All rights reserved.
6–27
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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6–28
Career Module
BUILDING YOUR CAREER
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6–29
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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6–30
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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6–31
Developing a Management Career
• Organization’s career development
responsibilities:
 Communicating clearly the organization’s 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.
© 2008 Prentice Hall, Inc. All rights reserved.
6–32
Developing a Management Career (cont’d)
• 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 can’t
be transferred quickly to other employers.
© 2008 Prentice Hall, Inc. All rights reserved.
6–33
Developing a Management Career (cont’d)
• Managing your career (cont’d):
 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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6–34