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Organizing People

Organizing People. 3. Chapter 9. Learning Objectives. Outline the human resource planning process. Define job analysis, job description, job specification, and skills inventory. Distinguish between affirmative action and reverse discrimination. Explain formal and informal work groups.

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Organizing People

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  1. Organizing People 3 Chapter 9

  2. Learning Objectives • Outline the human resource planning process. • Define job analysis, job description, job specification, and skills inventory. • Distinguish between affirmative action and reverse discrimination. • Explain formal and informal work groups. • Define Groupthink. • Discuss the concept of team building.

  3. Staffing • Secure and develop people • Major concern of all managers Job Analysis • Job description • Job specification

  4. Job Analysis Skills Inventory • Contains basic information about each employee • Six broad categories • Primary advantage • Specialized versions • Human resource planning • Basic planning process • First basic question – where are we now?

  5. Job Analysis Forecasting • Second basic question – where do we want to go? • Attempts to determine future HR needs • All levels of management should be involved Transition • Final phase • Transitional activities • Current trend

  6. Job Analysis Legal Considerations • Equal Pay Act of 1963 • Title VII of the Civil Rights Act of 1964 • Equal employment opportunity • Age Discrimination in Employment Act • Rehabilitation Act of 1973 • Americans with Disabilities Act (ADA) of 1990 • Civil Rights Act of 1991 • Family and Medical Leave Act (FMLA)

  7. Recruitment • Amount of recruitment • Effective job of recruiting has the best source of supply • Temporary help • Employee leasing companies Legal Considerations in the Recruitment Process • EEOC suggestions • Protective legislation awareness

  8. Selection • Dependent on proper planning • Ultimate objective Who Makes the Decision? • Different levels of management • Final choice • Alternative approach

  9. Selection Legal Considerations in the Selection Process • Affirmative action plan • Reverse Discrimination Selection Procedure • Eliminates candidates • Review • Screen out

  10. Selection Testing • Tests • 7 types • Validity • Reliability Background and Reference Checks • 3 categories • Previous employers • Credit rejection

  11. Employment Interview • Important step • Purpose is to supplement information • Limitations placed on the types of questions Types of Interviews • Structured • Semi-structured • Situational • Unstructured • 3 interviewing techniques

  12. Employment Interview Problems in Conducting Interviews • First and most significant • Common pitfalls • Personal biases • Halo effect • Over-generalizing

  13. Employment Interview Conducting Effective Interviews • Five suggestions • Proper selection and training of interviewers • Specific outline • Put the applicant at ease • Record the facts • Evaluation of interview effectiveness Personal Judgment • Final step • Sometimes none of the applicants are “best”

  14. Transfers, Promotions, and Separations • Final step in the HR planning process • Transfer • Most common difficulty • Promotion • Merit and seniority • Separation • Termination

  15. Understanding Work Groups and Teams Formal Work Groups • Time span • Task group – Single goal • Functional group Informal Work Groups • Interest group • Satisfy social needs • Work closely; Share fears or complaints

  16. Understanding Work Groups and Teams Groups Norms • May be simple • Don’t govern every action Group Behavior • Share similar behaviors Group Cohesiveness • Size • Success and status • Outside pressures • Stable membership • Physical isolation

  17. Understanding Work Groups and Teams Group Conformity • Two reasons • Independent behavior • Consistent behavior • Certain conditions Groupthink • Members unwilling to say • Justify any action

  18. The Importance of Teams • More knowledge • Overcome cultural differences Influencing Work Groups • Hawthorne Studies Building Effective Teams • Linchpin concept • Team building

  19. The Importance of Teams Creating Groups • Must be able to perform tasks • First step – identify qualified people Building Trust • Sharing responsibilities Influencing Group Cohesiveness and Conformity • Successful teams • Managers can influence cohesiveness

  20. The Importance of Teams Phases in the Life of Teams • Four phases: forming, storming, norming, and performing Quality Circles • Formal work group • Inexpensive Self-Directed Work Teams • SDWT • Most teams plan and schedule their work

  21. The Importance of Teams Virtual Work Teams Groups and Leaders Gaining Acceptance Encouraging Participation • Act as a coach • Vision • Lead by example

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