Download Human Resource Management

Human
Resource
Management
Chapter Ten
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Learning Objectives
LO 1 Discuss how companies use human resources
management to gain competitive advantage.
LO 2 Give reasons companies recruit both internally
and externally for new hires.
LO 3 Identify various methods for selecting new
employees.
LO 4 Evaluate the importance of spending on training
and development.
10-2
Learning Objectives (cont.)
LO 5 Explain alternatives for who appraises an
employee’s performance.
LO 6 Describe the fundamental aspects of a reward
system.
LO 7 Summarize how unions and labor laws influence
human resources management.
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Human Resource Management
 Human resources
management (HRM)
 Formal systems for
the management of
people within an
organization.
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Strategic Human Resources
Management
Creates
value
Is rare
Is difficult
to imitate
Is organized
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Strategic Human Resources
Management
 Human capital
 The knowledge,
skills, and abilities of
employees that have
economic value.
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The HR Planning Process
 Demand forecasts
 determining how
many and what type
of people are
needed.
 Supply of labor
 how many and what
types of employees
the organization
actually will have.
10-7
An Overview of the HR
Planning Process
Figure 10.1
10-8
Question
What tool is used for determining what is
done on a given job and what should be done
on that job?
A. Job description
B. Job specification
C. Job analysis
D. Occupation breakdown
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The HR Planning Process
 Job analysis
 A tool for
determining what is
done on a given job
and what should be
done on that job.
10-10
Staffing the Organization
 Recruitment
 The development of
a pool of applicants
for jobs in an
organization
 Internal, external
 Selection
 Choosing from
among qualified
applicants to hire
into an organization
10-11
Selection
Applications
and Résumés
Interviews
Reference
Checks
Background
Checks
Personality
Tests
Drug Testing
Cognitive
Ability Tests
Performance
Tests
Integrity
Tests
10-12
Interviews
 Structured interview
 Selection technique
that involves asking
all applicants the
same questions and
comparing their
responses to a
standardized set of
answers.
10-13
Screening Tools Used Most Often
Figure 10.2
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Performance Tests
Assessment center

A managerial performance test in which
candidates participate in a variety of exercises
and situations.
10-15
Reliability and Validity
 Reliability
 The consistency of
test scores over time
and across
alternative
measurements.
 Validity
 The degree to which
a selection test
predicts or correlates
with job
performance
 Criterion, content
10-16
Workforce Reductions
Outplacement

The process of helping people who have been
dismissed from the company regain employment
elsewhere.
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Termination
 Employment-at-will
 The legal concept
that an employee
may be terminated
for any reason.
10-18
Advice on Termination
Table 10.1
10-19
Legal Issues and
Equal Employment Opportunity
Adverse impact

When a seemingly neutral employment practice
has a disproportionately negative effect on a
protected group.
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U.S. Equal Employment Laws
Table 10.2
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U.S. Equal Employment Laws (cont.)
Table 10.2
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Training and Development
 Training
 Teaching lower-level
employees how to
perform their
present jobs.
 Development
 Helping managers
and professional
employees learn the
broad skills needed
for their present and
future jobs.
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Training and Development
 Needs assessment
 An analysis
identifying the jobs,
people, and
departments for
which training is
necessary.
10-24
Training Delivery Methods:
Percent of Total Hours
Figure 10.4
10-25
Types of Training
Orientation training

Training designed to introduce new employees to
the company and familiarize them with policies,
procedures, culture, and the like
Team training

Training that provides employees with the skills
and perspectives they need to collaborate with
others.
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Types of Training
Diversity training

Programs that focus on identifying and reducing
hidden biases against people with differences
and developing the skills needed to manage a
diversified workforce.
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Performance Appraisal
 Performance
appraisal (PA)
 Assessment of an
employee’s job
performance.
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Types of Appraisals
Trait
Behavior
Results
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Performance Appraisal
Management by objectives (MBO)

A process in which objectives set by a
subordinate and a supervisor must be reached
within a given time period.
10-30
Question
___________ is the process of using multiple
sources of appraisal to gain a comprehensive
perspective on one’s performance.
A. 360-degree appraisal
B. Peer appraisal
C. Content appraisal
D. Equity appraisal
10-31
Performance Appraisal
360-degree appraisal

Process of using multiple sources of appraisal to
gain a comprehensive perspective on one’s
performance
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Giving Feedback
1.
2.
3.
4.
5.
Summarize the employee’s performance, and be
specific.
Explain why the employee’s work is important to
the organization.
Thank the employee for doing the job.
Raise any relevant issues, such as areas for
improvement.
Express confidence in the employee’s future good
performance.
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Factors Affecting the Wage Mix
Figure 10.6
10-34
Pay Structure
Figure 10.7
10-35
Employee Benefits
 Cafeteria benefit
 Flexible benefit
program
programs
 An employee benefit
 Benefit programs in
program in which
employees choose
from a menu of
options to create a
benefit package
tailored to their needs.
which employees are
given credits to spend
on benefits that fit
their unique needs.
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Labor Relations
 Labor relations
 The system of
relations between
workers and
management.
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Collective Bargaining
 Union shop
 An organization with
a union and a union
security clause
specifying that
workers must join
the union after a set
period of time.
 Right-to-work
 Legislation that
allows employees to
work without having
to join a union.
10-38
Determinants of Union
Voting Behavior
Figure 10.8
10-39
Video: SAS
Why is SAS rated as a top company to work
for by Forbes?
How does SAS attract and keep top talent?
10-40