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HRM Human Resource
Management
• What disciplinary measure to do managers
enforce for bad employee behavior
• When is the best time to discuss a
person’s bad behavior at work. Right
away or let it sit.
• How do you know how strict to act to your
employees?
• Not many HR questions.
HR and Corporate Strategy
• People implement strategy.
• Need the right people to implement
strategy.
• Recruiting selection are obvious tools
• But so are training, performance appraisal
and development.
• HRM as a control
system.
• Feedforward controls – ensures directions
and resources are right before the work
begins.
• Recruitment and selection
• Feedback control takes place after an
action is completed.
• Performance appraisal and discipline.
Together these insure
• That people are more likely to follow
corporate strategy.
• People are very important (some argue
most important).
Legal issues
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Employment Law Prohibits discrimination
Age
Race
Sex
Disabilities
Religion
Ethnicity
Interesting questions
• Can you get into a law suit if you fail to hire an
other wise qualified candidate who does speak
English well and is a US citizen or permanent
resident?
• Can you fire someone because they have
cancer?
• Can you refuse to hire someone who is an
orthodox Muslim and wear a headscarf because
customers would not like it.
• Can Hooters only hire female table attendants?
• HR procedures in place to deal with legal
issues.
• Policies that discourage discrimination.
• Examples.
• As a supervisor this does minimize
freedom to hire/promote.
• If experience this, just know its intent.
• Intent is based on objectivity
Feedforward control and HR
• Recruitment and selection. Hire the right
people and the organization has fewer
problems.
Mixture of what is done, what
should be done
Recruitment
• Attracting a pool of qualified
Job applicants
Internal recruitment
• Soliciting current employees (including
internships).
External Recruitment
• Soliciting employees from general labor
market. (College placement, placement
agencies, want ads, walk ins, etc
General comments
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Why internal?
Why external?
Tradeoffs to consider.
Competencies vs work style
• Common modes of recruitment for College
students, post college, higher level
positions.
Selection
• Resumes (Book leaves off)
• Interviews (structured and unstructured)
• Tests (work sampling; assessment
centers; work sampling: written tests)
• Background checks and References
What should you do
• First: Know what you are looking for.
• Job analysis is the cornerstone of all HR
decisions. Job analysis determine scope
and depth of job. The requisite skills
abilities and knowledge to perform the job.
• Does so before one makes a choice.
Guides the information gathering process.
• Example.
Based on this what types of
information are you going to ask of
job applicants.
• How do you determine skills knowledge
and abilities to do the job using the tools
we described earlier?
Lets see what is really done.
• Hudson’s video.
Career talk
• Job as a manager?
• Me and my choice (several asked
questions how I got into it).
• Your choice. Have a good image of
management.
• Little Difference between Marketing and
Management. Jobs similar.
Sales/manager trainee in retail
organization.
Summary
• Recruitment and selection as feedforward
control. Systematize the selection
process.
Performance Appraisal.
Evaluating job performance and providing
feedback to the job holder.
Two Elements
• Evaluation
• Communication
Evaluation
• Everyone hates evaluation. Supervisors
and subordinates.
• Minimize stress – feedback regularly
throughout the week. Both positive and
negative. Not once a year.
• Share the evaluation sheet with
subordinate during orientation. Explain
what it takes to get good ratings
• Forced distribution vs Absolute
distribution.
• Minimize leniency bias.
• Lots of efforts to minimize other biases
(bosses pet).
• Objective measures of performance.
• Behavior indicators of performance (check
lists).
Communication
• Hardest part is giving negative feedback.
• Attribution bias personality or situation.
Errors
• Rush through the positives and focus on
the negative.
• Get argumentative and persuasive.
• Poor listening.
• No error tolerance.
• Take your time.
• No surprises.
• Review goals against which employee is
measured
• Provide specific positive and negative
examples of performance
• Discuss causes of performance problems
and listen to employee explanation.
• Establish strategy, timetable and review
process
• Set new goals/standards (if changes)
• Leave the meeting on an encouraging
note.
video
Role play
If poor performance continues
• Discipline and progressive discipline.
• Progressive discipline. Employee entitled
to due process in disciplinary actions.
• Advance warning of grounds for
termination. Except in extreme cases
(theft, gross negligence), employees
warned about inappropriate behavior and
given chance to correct behaviors.
• Determine actions that entail discipline
and levels of discipline.
• Set a schedule of communications
appropriate to infractions.
• Verbal Warning, written warning,
suspension, termination.
• Minor infractions, significant infractions,
major infractions.
• Progressive discipline vs employment at
will.
• Make termination a part of due process.
Can not instantly fire someone. Must first
talk about employment problems and give
a chance to rectify.
• If not working out--give person time to look
elsewhere.
• Avoid social ostracism. Everyone who
leaves should leave with OK feelings.
• Recommend late Friday PM. Time to cool
off.
• Debate about explanations for termination.
Employment at will vs progressive
discipline.
compensation
• Ways to use positive reinforcement.
Compensation consists of
• Base pay (retention and recruitment)
• Benefits (retention and recruitment)
• Performance based pay (book uses
incentive plans). This influences
performance.
• Firms need to choose the right mix of
these meet organizational objectives.
• Tradeoffs to consider. More of one less
than the other. Also add labor costs.
Summary
• Go to top and respond to student
questions.