Supervision in Organizations Chapter 5 Acquiring the Right People

1. Supervision in Organizations Chapter 5 Acquiring the Right People

2. Learning OutcomesAfter reading this chapter, I will be able to: • Describe the human resource management process. • Discuss the influence of government regulations on human resource decisions. • Contrast recruitment and downsizing options. • Explain the importance of validity and reliability in selection. • Describe the selection devices that work best with various kinds of jobs. • Identify various training methods.

3. Human Resources Management (HRM) • The management function that is concerned with getting, training, motivating, and keeping competent employees. • Balancing the supply of employees with the demand for employees. • Matching the talents and skills of employees with those required by the organization. • Creating a working environment that fosters high employee performance. • Meeting the pay and benefits needs of employees.

4. The Strategic Human Resources Management Process

5. The Legal Environment Of HRM • The impact of federal, state and local laws on HRM practices • Affirmative action programs • Programs that ensure that decisions and practices enhance the employment, upgrading, and retention of members of protected groups

6. Major U.S. Federal Laws and Regulations Related to HRM YEAR LAW OR REGULATION 1963 Equal Pay Act 1964 Civil Rights Act, Title VII (amended in 1972) 1967 Age Discrimination in Employment Act (amended in 1978) 1973 Vocational Rehabilitation Act 1974 Privacy Act 1978 Pregnancy Discrimination Act, Title VII 1978 Mandatory Retirement Act 1986 Immigration Reform and Control Act 1988 Polygraph Protection Act 1988 Worker Adjustment and Retraining Notification Act 1990 Americans with Disabilities Act 1991 Civil Rights Act 1993 Family and Medical Leave Act 2002 Sarbanes-Oxley Act

7. Employment Planning • Employment planning • The process by which management ensures it has the right number and kinds of people in the right places at the right time, who are capable of helping the organization achieve its goals • Steps in the planning process: • Assessing current human resources. • Assessing future human resources needs and developing a program to meet those needs.

8. How Does a Supervisor Conduct an Employee Assessment • Human resource inventory report • A report listing the name, education, training, prior employer, languages spoken, and other information about each employee in the organization • Job analysis • An assessment of the kinds of skills, knowledge, and abilities needed to successfully perform each job in an organization

9. Job Analysis Components • Job description • A written statement of what a job holder does, how it is done, and why it is done • Tasks, duties and responsibilities that the job entails • Job specification • A statement of the minimum acceptable qualifications that an incumbent must possess to perform a given job successfully • Knowledge, skills, and abilities required of the job holder

10. Recruitment And Selection • Recruitment • The process of locating, identifying, and attracting capable applicants • Selection process • The process of screening job applicants to ensure that the most appropriate candidates are hired

11. Internal searches Advertisements (Newspaper ads are near extinction) Employee referrals (most effective) Public employment agencies Private employment agencies School placement (excellent source for entry-level positions) Temporary help services Employee leasing and independent contractors Internet (4 out of 5 companies) Recruiting Sources for Organizations

12. Downsizing Options • Firing • Layoffs • Attrition • Transfers • Reduced workweeks • Early retirements • Job sharing

13. How Does A Supervisor Handle Layoffs? • Dealing with the “Downsizing Survivors” • Provide opportunities for employees to talk to counselors about their guilt, anger, and anxiety. • Provide group discussions for the survivors to vent their feelings. • Implement employee participation programs such as empowerment and self-managed work teams.

14. How Does A Supervisor Handle Layoffs? • For the downsized employee: • Offering a variety of job-help services • Psychological counseling • Support groups • Severance pay • Extended health insurance benefits

15. Selection Terms • Reliability • The degree to which a selection device measures the same thing consistently (stability) • Example: an individual consistently achieves nearly identical scores on the same exam. • Validity • The proven relationship between a selection device and some relevant criterion (a measure of job success) • Example: superior job performance and high employment test scores

16. Selection Devices • Written tests • Intelligence, aptitude, ability, and interest test batteries • Performance-simulation tests • Selection devices that are based on actual job behaviors; work sampling and assessment centers • Interviews • Effective if conducted correctly • Realistic job preview (RJP) • Providing positive and negative information about the job and the company during the job interview

17. Interviews • The interview method of selection is most valid at determining: • Professionalism • Intelligence • Level of motivation • Interpersonal skills

18. Potential Biases in Interviews • Prior knowledge about the applicant will bias the interviewer’s evaluation. • The interviewer tends to hold a stereotype of what represents a good applicant. • The interviewer tends to favor applicants who share his or her own attitudes. • The order in which applicants are interviewed will influence evaluations. • The order in which information is elicited during the interview will influence evaluations.

19. Potential Biases in Interviews (cont’d) • Negative information is given unduly high weight. • The interviewer may make a decision concerning the applicant’s suitability within the first four or five minutes of the interview. • The interviewer may forget much of the interview’s content within minutes after its conclusion. • The interview is most valid in determining an applicant’s intelligence, level of motivation, and interpersonal skills. • Structured and well-organized interviews are more reliable than unstructured and unorganized ones.

20. Making Interviews More Effective • Behavioral (Situation) Interview • An interview in which candidates are observed not only for what they say, but how behave to determine how they might behave under stress. • Candidates are presented a complex situation and asked to “deal with” it. • Research indicates that behavioral interviews are nearly eight times more effective than other interview formats.

21. Introducing Employee to the Organization • Employee Orientation • The introduction of a new employee to the job and the organization • Objectives of orientation • To reduce the initial anxiety all new employees feel as they begin a new job • To familiarize new employees with the job, the work unit, and the organization as a whole • To facilitate the outsider–insider transition

22. Training • Employee training • A learning experience in that it seeks a relatively permanent change in employees such that their ability to perform on the job improves. • Changing skills, knowledge, attitudes, or behavior • Changing what employees know, how they work; or their attitudes toward their jobs, co-workers, managers, and the organization Fact: U.S. business firms spend over $30 billion a year on formal training

23. Determining if Training Is Needed

24. Typical Training Methods • On-the-Job Training Methods • Job rotation • Understudy assignments • Off-the-Job Training Methods • Classroom lectures • Films and videos • Simulation exercises • Vestibule training Exhibit 6.7

25. Compensation And Benefits • Compensation administration • Determining a cost-effective pay structure that will attract and retain competent employees, provide an incentive for them to work hard, and ensure that pay levels will be perceived as fair. • Factors influencing pay levels • Employee’s job • Kind of business • Environment surrounding the job • Geographic location • Employee performance levels and seniority.

26. Benefits • Employee benefits • Nonfinancial rewards designed to enrich employees’ lives • Types of benefits • Social Security • Workers’ and unemployment compensations • Paid time off from work • Life and disability insurance • Retirement programs • health insurance