HUMAN RESOURCE MANAGEMENT

1. HUMAN RESOURCE MANAGEMENT “Nurturing turns potential into performance” • What is the purpose and legal context of human resource management? • What are the essential human resource management practices?

2. HUMAN RESOURCE MANAGEMENTPurpose of Human Resource Management • Human resource management attracts, develops, and maintains a talented workforce. • Government legislation protects workers against • employment discrimination. • Employee rights and other issues complicate the legal environment of work. • Labor relations and collective bargaining are closely governed by law.

3. HUMAN RESOURCE MANAGEMENTPurpose of Human Resource Management • Human Resource Management • involves attracting, developing, and maintaining a quality workforce. • Basic Responsibilities of Human Resource Management • Attract a quality workforce—human resource planning, • recruitment, and selection. • 2. Develop a quality workforce—employee orientation, training, performance appraisal. • 3. Maintain a quality workforce—retention and career development.

4. PURPOSE OF HUMAN RESOURCE MANAGEMENTLegal Aspects Of HRM • Discrimination • When someone is denied a job or position for non job related reasons • Equal Employment Opportunity • The right to employment and advancement without regard to race, religion, sex, color or national origin • Affirmative Action • An effort to give preference in employment to women or other minorities • Employment criteria justified by capacity to perform a job • Comparable Worth • Persons performing jobs of similar worth should receive comparable pay • Bona-fide Occupational Qualifications • Employment criteria justified by capacity to perform a job

5. PURPOSE OF HUMAN RESOURCE MANAGEMENTLegal Aspects Of HRM

6. PURPOSE OF HUMAN RESOURCE MANAGEMENTLabor Relations & Collective Bargaining • Workplace Privacy • The right to privacy while at work • Independent Contractors • Hired on temporary contracts and are not part of the organization’s permanent work force • Labor Union • An organization that deals with employers on the workers collective behalf • Labor Contract • A formal agreement between a union and employer about the terms of work for union members • U.S. labor union facts: • • U.S. union membership was 12.5% in 2004, down from 20.1% in 1983. • • 8% of private sector workers belong to unions, and 36% of government workers. • • Many of the fastest growing unions represent white-collar workers. • • 75% of U.S. adults believe unions improve wages and working conditions; • 67% believe unions are too involved in politics.

7. PURPOSE OF HUMAN RESOURCE MANAGEMENTLegal Aspects Of HRM

8. HUMAN RESOURCE MANAGEMENTHuman Resource Practices MODULE GUIDE 15.2 • Human resource planning matches staffing with organizational needs. • Recruitment and selection attract and hire qualified job applicants. • Socialization and orientation integrate new employees into the organization. • Training continually improves employee skills and capabilities. • Performance management techniques appraise individual accomplishments. • Retention and career development provide career paths and options.

9. HUMAN RESOURCE MANAGEMENTHuman Resource Practices • Human resource planning is the process of analyzing staffing needs and identifying actions that should be taken to satisfy them over time.

10. HUMAN RESOURCE PRACTICESRecruitment And Training • Recruitment • the process of attracting qualified job candidates to fill vacant positions; realistic job previews try to provide candidates with accurate information on the job and organization. • Selection • Choosing whom to hire from a field of qualified applicants • Realistic Job Previews • Provide job candidates with pertinent information regarding a job and organization • Reliability • means a selection device gives consistent results over repeated measures • Validity • Means scores on a selection device have links to future performance • Assessment Centers • Examine how job candidates handle simulated job situations

11. HUMAN RESOURCE PRACTICESOrientation And Training • Orientation • the process of formally introducing new employees to their jobs and socializing them with performance expectations. • Training • keeping workers’ skills up to date and job relevant; important training approaches include coaching and mentoring. • Coaching • An experienced person offers performance advice to a less experienced person • Mentoring • Assigns early career employees as protégés to more senior ones

12. MANAGEMENT TIPS How to succeed in a telephone interview • Prepare ahead —study the organization; list your relevant strengths and capabilities. • Minimize Distractions —be in a quiet room, with privacy, without interruptions. • Dress professionally —this increases confidence, sets your interview tone. • Practice your verbal skills —what you say and how you sound affects your first impression. • Have materials handy —have all supporting documents within easy reach. • Have questions ready —be ready; don’t hesitate; ask questions during interview. • Ask what happens next —ask how to follow up, what information you can interview, formal application, in-depth interviews, employment testing, and reference checks.

13. HUMAN RESOURCE PRACTICESPerformance Appraisals • Performance Appraisal • The process of formally evaluating performance and feedback to an employee Two Purposes of Performance Appraisal 1. Evaluation—document and let people know how well they are doing; judgmental role. 2. Development—identify how training and support can improve performance; counseling role.

14. HUMAN RESOURCE PRACTICESPerformance Appraisals • Critical Incident Technique • Keeps a log of a person’s effective and ineffective job behavior • 360 Degree feedback • Includes superiors, subordinates, peers and even customers in the appraisal process • Multi-person Comparison • Rates employees against each other • Graphic Rating Scale • Uses a checklist of characteristics or traits to evaluate performance

15. HUMAN RESOURCE PRACTICESPerformance Appraisals • Behaviorally Anchored Rating Scale Uses specific descriptions of actual behaviors to rate various levels of actual performance

16. HUMAN RESOURCE PRACTICESRetention And Career Development • Career Development • Manages how a person grows and progresses in their career • Career Planning • The process of managing career goals and individual capabilities with opportunities for their fulfillment