390 likes | 1.16k Views
Chapter 12. Managing Human Resources. The Strategic Role of HRM. HR must drive organizational performance; it’s the competitive edge Matching process Integrate strategy HR builds culture The right people: To become more competitive on a global basis
E N D
Chapter 12 Managing Human Resources
The Strategic Role of HRM • HR must drive organizational performance; it’s the competitive edge • Matching process • Integrate strategy • HR builds culture • The right people: • To become more competitive on a global basis • For improving quality, innovation, and customer service • To retain during mergers and acquisitions • To apply new information technology for e-business
Building Human Capital to Drive Performance • Strategic decisions are related to human decisions • More companies rely on information, creativity, knowledge, and service • Human Capital is the economic value of the combined knowledge, experience, skills, and capabilities of employees
The Impact of Federal Legislation on HRM • HR managers must stay on top of legal and regulatory environment • Many laws exist to ensure equal opportunity and stop discrimination • Discrimination – The hiring or promotion of applicants based on criteria that are not job relevant
The Impact of Federal Legislation on HRM • Affirmative action – Requires employers to take positive steps to guarantee equal employment opportunities for people of protected groups • Sexual harassment is a growing concern that is a violation of the Civil Rights Act
12.4 Major Federal Laws Related to Human Resource Management
The Changing Nature of Careers • Employees operate under a new social contract • Downsizing, outsourcing, rightsizing, and restructuring have left little stability • Subsidized benefits are decreasing • Employees are expected to be self-motivated • Organizations must be creative with training and development • New performance appraisal processes are required
Innovations in HRM • Becoming an Employer of Choice • Organizations that are highly attractive to potential employees because of HR practices • Using Temporary and Part-Time Employees • Contingent workers are not permanent, maintain flexibility, and keep costs low • Acquiring Start-ups to Get the Talent • Acqui-hiring- buying an early-age start-up
Finding the Right People • Using the matching model, the organization and the individual attempt to match the needs, interests, and values that they offer each other
Human Resource Planning • What new technologies are emerging? • What is the volume of the business likely to be in the next 5 to 10 years? • What is the turnover rate? • What types of engineers will we need? • How many administrative personnel will we need to support additional engineers? • Can we use temporary, part-time, or virtual workers?
Recruiting (Talent Acquisition) • Assessing Organizational Needs: • Job analysis:Systematic process of gathering information about the responsibilities of a job • Job description:Summary of the duties of a job • Job specification:Characteristics required to perform the job
Recruiting (Talent Acquisition) • Realistic Job Previews – Provide pertinent information; positive and negative • Legal Considerations – Recruiting practices must be legal • Innovations in Recruiting: • eRecruiting through Twitter, LinkedIn, and other social media • Internships – Student exchanges low cost labor for valuable work experience
Selecting Employers assess applicants for a “fit” HR professionals us a combination of devices: • Employment Tests • Cognitive ability tests • Physical ability tests • Personality tests • Brain teasers • Assessment Center • Work sample tests • Online Checks • Application Form • Avoid irrelevant questions • Avoid questions with adverse impact • Interview; cannot violate EEO guidelines • Structured interviews • Biographical interviews • Behavioral interviews • Situational interviews • Panel interviews
12.8 Employment Applications and Interviews: What Can You Ask?
Developing Talent • Training and Development • On-the-Job Training • Social Learning • Corporate Universities • Promotion from Within • Mentoring and Coaching • Performance Appraisal • Evaluating performance, recording assessment, and providing feedback Development involves teaching broader skills
Performance Appraisal • Assessing Performance Accurately – system should evaluate relevant performance • Performance-review ranking systems pit employees against each other • 360-degree Feedback – Uses multiple raters, including self-rating to appraise employees and development
Performance Appraisal • Performance Evaluation Errors • Stereotyping – Placing an employee into a class or category based on a few characteristics • Behaviorally Anchored Rating Scale (BARS) – Rating technique that relates an employee’s performance to specific job-related incidents
Compensation All monetary payments and all goods or commodities used to reward employees • Wage and Salary Systems • Job-based pay • Skill-based pay • Competency-based pay • Compensation Equity – Fairness and equity • Pay for Performance – Raise productivity and cut labor costs in competitive environment
Benefits • Social security, unemployment compensation, and workers’ compensation are required by law • Cafeteria-plan benefits packages allow employees to select benefits for themselves • Benefits have been cut due to the recession • Companies are not planning to renew benefits to prerecession levels
Rightsizing the Organization • Reducing the company’s workforce to the “right” size; also called downsizing • Makes company stronger and more competitive • HR must effectively and humanely manage the process • Many organizations use communication and provide assistance to address emotional needs
Termination • Employees leave voluntarily, retire, are rightsized, and are fired for poor performance • Poor performing employees can be disruptive and cause problems for morale • Exit interviews can be used to learn about dissatisfaction and reason for departure