HUMAN RESOURCE MANAGEMENT

1. HUMAN RESOURCE MANAGEMENT February 22, 2010

2. Human Resource Management • Activities necessary for staffing the organization and sustaining high employee performance.

3. HR Functions • Staffing • HR Planning • Recruitment • Selection • Performance Management • Orientation and Training • Appraisal • Compensation

4. Strategic Human Resource Management Process

5. HR Planning • Process by which management ensures it has the right personnel to complete the organization’s tasks. • Why? • How?

6. Steps in HR Planning • Collect Information • Job analysis • Description • Human resource inventory • Forecast HR demand • Business Demand • Productivity ratios • Adjust for changes • Forecast HR supply • Reconcile demand and supply

7. Productivity Analysis

8. Productivity Analysis: Adjusted for Productivity Change

9. Simple Turnover Analysis

10. Legal Environment of Human Resource Management Labor Relations Wagner Act (1935)--NLRB Compensation & Benefits Fair Labor Standards Act (1938) federal minimum wage, hours, child labor Health and Safety OSHA (1970) Equal Employment Opportunity

11. Major EEO Laws • Title VII, CRA • ADEA (1967/1986) • ADA (1990) • Executive Order 11246

12. Title VII CRA (1991) Prohibits discrimination in any employment-related decision on the basis of race, color, religion, sex, or national origin.

13. Equal Employment Opportunity Sexual harassment consists of unwanted sexual attention that creates an adverse work environment Quid pro quo – tangible economic injury Hostile environment – offensive work environment

14. Types of Discrimination • Disparate Treatment • Individuals are treated differently because of their membership in a protected class. • Disparate Impact • Equal application of an employment standard has an unequal effect. • 4/5th rule

15. Four-Fifths Rule • A practice has adverse impact if the hiring rate of a protected class is less than four-fifths of the hiring rate of the group with the highest rate.

16. To determine compliance: • Calculate majority group hiring rate • # majority hired/# majority applied • Calculate minority group hiring rate • #minority hired/#minority applied • Divide step 2 by step 1 • If < .80, then Disparate Impact

17. EEO Implications • Costs • Job-relatedness • Interview Carefully • Document Decisions

18. HUMAN RESOURCE MANAGEMENT Continued

19. Recruiting • Goal? • Issues • Who? (internal vs. external) • How? (methods) • What?

20. Advantages Disadvantages Internal (vs. External) Recruitment

21. Recruiting Methods • Referrals from current employees • Former employees • Customers • Internet/e-recruitment • Advertisement • Newspaper/Television • Trade or professional publications • Billboards • Employment Agencies • Executive Recruiting Firms • College Recruiting

22. Recruitment Realistic job preview gives a candidate a picture of both the positive and negative features of the job and the organization before he is hired People tend to quit less frequently and be more satisfied

23. Selection Selection process Initial screening of job applicants Background information, application forms, résumés, reference checks Evaluation of remaining candidates Interviews Employment Tests

24. Selection: Validity • Primary method of demonstrating job-relatedness • Represented by the correlation coefficient • Strength of the relationship between scores on the predictor and job performance • Symbolized as "r"; e.g., r=.30 • Higher numbers indicate stronger relationship

25. Selection Tool Validities PREDICTOR Amount of Education Job Tryout Biographical Inventory References Cognitive Ability Tests (IQ) GPA Interview

26. Selection Unstructured interview no fixed set of questions and no systematic scoring procedure

27. Selection Structured interview involves asking each applicant the same questions and comparing their responses to a standardized set of answers Situational – focuses on hypothetical situations Behavioral – explore what applicants have actually done in the past

28. Orientation, Training, & Development Orientation helping the newcomer fit smoothly into the job and the organization designed to give employees the information they need to be successful

29. Training & Development • Training: Teaching operational or technical employees how to do the job for which they were hired. • Development: Teaching employees the KSAs needed to do their job in the future.

30. Five Steps in the Training Process

31. Example: E-Learning Millions of people are taking short-term, practical courses related to their careers Advantages no transportation is needed You can follow a flexible schedule You can work at your own pace Drawbacks?

32. Why do Organizations Conduct Performance Appraisals?

33. Appraisal Tools--***CHECK TEXT DESCRIPTION*** • Subjective appraisal of • Employees traits • Employee behaviors • BARS • Objective appraisal-(MBO) • based on results • harder to challenge legally • Forced ranking (Curve)

34. Common Rater Problems • Stereotyping • Central Tendency • Halo Effect • First Impression • Similar to Me • Dissimilar to Me • Contrast Effect

35. Improving Appraisals

36. PERFORMANCE MANAGEMENT Goal Setting Formal Feedback Session Coaching And feedback Rate and Evaluate

37. Managing Promotions, Transfers, Disciplining, & Dismissals Promotion moving upward Transfer moving sideways Disciplining & Demotion moving downward Dismissal moving out of the organization

38. Concerns • Nondiscrimination • Legality • Procedural Fairness • Decision Rule, Consistency, Explanations • Interpersonal Fairness • Communication, respect, notice • Others’ resentments