1、Fundamentals of Management Tenth Edition Chapter 7 Managing Human ResourcesLearning Objectives(1 of 2)7.1 Describe the key components of the human resource management process and the important influences on that process.7.2 Discuss the tasks associated with identifying and selecting competent employ
2、ees.7.3 Explain how employees are provided with needed skills and knowledge.Learning Objectives(2 of 2)7.3 Describe strategies for retaining competent,high-performing employees.7.4 Discuss contemporary issues in managing human resources.Learning Objective 7-1 Describe the key components of the human
3、 resource management process and the important influences on that process.Human Resource ManagementHRM=Right People,Right Place,Right TimeHRM Process and InfluencesExhibit 7-1 The Human Resource Management ProcessThe Legal Environment(1 of 3)Exhibit 7-2 Major HRM Lawslaw or rulingYearDescriptionEqua
4、l Employment Opportunity and DiscriminationblankblankEqual Pay Act1963Prohibits pay differences for equal work based on genderCivil Rights Act,Title VII1964(amended in 1972)Prohibits discrimination based on race,color,religion,national origin,or genderAge Discrimination inEmployment Act1967(amended
5、in 1978)Prohibits discrimination against employees 40 years and olderVocational Rehabilitation Act1973Prohibits discrimination on the basis of physical or mental disabilitiesAmericans with Disabilities Act1990Prohibits discrimination against individuals who have disabilities or chronic illnesses;als
6、o requires reasonable accommodationsfor these individualsThe Legal Environment(2 of 3)Law or rulingyeardescriptionCompensation/BenefitsblankblankWorker Adjustment andRetraining Notification Act1990Requires employers with more than 100 employees to provide60 days notice before a mass layoff or facili
7、ty closingFamily and Medical Leave Act1993Gives employees in organizations with 50 or more employees up to 12 weeks of unpaid leave each year for family or medical reasonsHealth Insurance Portability and Accountability Act1996Permits portability of employees insurance from one employer to anotherLil
8、ly Ledbetter Fair Pay Act2009Changes the statute of limitations on pay discrimination to 180 days from each paycheckPatient Protection andAffordable Care Act2010Health care legislation that puts in place comprehensivehealth insurance reformsThe Legal Environment(3 of 3)Law or rulingyeardescriptionHe
9、alth/SafetyblankblankOccupational Safety and HealthAct(OSHA)1970Establishes mandatory safety and health standards in organizationsPrivacy Act1974Gives employees the legal right to examine personnel files and letters of referenceConsolidated OmnibusReconciliation Act(COBRA)1985Requires continued heal
10、th coverage following termination(paid by employee)Source:Robbins,Stephen P.,Coulter,Mary,Management,13th Ed.,2016,p.341.Reprinted and electronically reproduced by permission of Pearson Education,Inc.,New York,NY.Affirmative Action Programs that ensure that decisions and practices enhance the employ
11、ment,upgrading,and retention of members of protected groupsDifferences in HRM Laws Canada Mexico Australia GermanyLearning Objective 7-2 Discuss tasks associated with identifying and selecting competent employees.Identifying and Selecting EmployeesHRM Process:1.Employment planning 2.Recruitment and
12、downsizing3.SelectionConducting Employee AssessmentsWhy IS JOB ANALYSIS so important?Job analysis results in:Job description describes the job&Job specification describes the personDetermining Future Employment Needs Demand for human resources(employees)is a result of the demand for the organization
13、s products or servicesRecruiting ApplicantsExhibit 7-3 Recruiting SourcesSourceAdvantagesDisadvantagesInternetReaches large numbers of people;can get immediate feedbackGenerates manyunqualified candidatesEmployee referralsKnowledge about theorganization provided bycurrent employee;cangenerate strong
14、 candidatesbecause a good referralreflects on the recommenderMay not increase thediversity and mix ofemployeesCompany Web siteWide distribution;can betargeted to specific groupsGenerates manyunqualified candidatesCollege recruitingLarge centralized body of candidatesLimited to entry-levelpositionsPr
15、ofessional recruitingorganizationsGood knowledge of industry challenges and requirementsLittle commitment tospecific organizationSource:Robbins,Stephen P.,Coulter,Mary,Management,13th Ed.,2016,p.346.Reprinted and electronically reproduced by permission of Pearson Education,Inc.,New York,NY.Handling
16、LayoffsExhibit 7-4 Downsizing OptionsOptionDescriptionFiringPermanent involuntary terminationLayoffsTemporary involuntary termination;may last only a fewdays or extend to yearsAttritionNot filling openings created by voluntary resignationsor normal retirementsTransfersMoving employees either lateral
17、ly or downward;usually does not reduce costs but can reduce intraorganizationalsupplydemand imbalancesReduced workweeksHaving employees work fewer hours per week,sharejobs,or through furloughs perform their jobs on a part-time basisEarly retirementsProviding incentives to older and more-senior emplo
18、yees for retiring before their normal retirement dateJob sharingHaving employees,typically two part-timers,share onefull-time positionSelecting Job ApplicantsExhibit 7-5 Selection Decision OutcomesReliability and ValidityReliability:the degree to which a selection device measures the same thing cons
19、istently.Validity:the proven relationship between a selection device and some relevant criterion.Selection Devices:TestsTestsnot just for school!Effective InterviewingHow Can I Be a Good Interviewer?Tips For Managers:Make interviews more valid and reliable!1.Review the job description and job specif
20、ication to help in assessing the applicant.2.Prepare a structured set of questions to ask all applicants for the job.3.Review an applicants rsum before meeting him or her.4.Ask questions and listen carefully to the applicants answer.5.Write your evaluation of the applicant while the interview is sti
21、ll fresh in your mind.Closing the DealIts just as important to retain good people as it is to hire them in the first place.Learning Objective 7-3 Explain how employees are provided with the needed skills and knowledge.Orientation Job orientation Work unit orientation Organization orientationProvidin
22、g Skills and KnowledgeExhibit 7-6 Determining Whether Training Is NeededEmployee Training Methods(1 of 2)Exhibit 7-7 Training MethodsTraditional Training MethodsOn the job employees learn how to do tasks simply by performing them,usually after an initial introduction to the task.Job rotation-employe
23、es work at different jobs in a particular area,getting exposure to a variety of tasks.Monitoring and coaching-employees work with an experienced worker who provides information,support,and encouragement;also called apprenticeships in certain industries.Experiential exercise-employees participate in
24、role-playing,simulations,or other face-to face types of training.Workbooks/manuals-employees refer to training workbooks and manuals for information.Classroom lectures-employees attend lectures designed to convey specific information.Employee Training Methods(2 of 2)Technology-Based Training Methods
25、 CD-ROM/DVD/videotapes/audiotapes/podcastsEmployees listen to or watch selected media that convey information or demonstrate certain techniques.Videoconferencing/teleconferencing/satellite TVEmployees listen to or participate as information is conveyed or techniques demonstrated.E-learningEmployees
26、participate in Internet-based learning,including simulations or other interactive modules.Mobile learningEmployees participate in learning activities delivered via mobile devices.Source:Robbins,Stephen P.,Coulter,Mary,Management,13th Ed.,2016,p.353.Reprinted and electronically reproduced by permissi
27、on of Pearson Education,Inc.,New York,NY.Learning Objective 7-4 Describe strategies for retaining competent,high-performing employees.Retaining Competent Employees(1 of 2)Exhibit 7-8 Specific Performance Appraisal MethodsMethodAdvantageDisadvantage(a)Written essay descriptions of employees strengths
28、 and weaknessesSimple to useMore a measure of evaluators writing abilitythan of employees actual performance(b)Critical incidents examples of critical behaviors that were especially effective or ineffectiveRich examples;behaviorally basedTime-consuming;lack quantification(c)Adjective rating scalesli
29、sts descriptive performance factors(work quantity andquality,knowledge,cooperation,loyalty,attendance,honesty,initiative,and so forth)with numerical ratingsProvide quantitative data;less timeconsumingthan othersDo not provide depth of job behaviorassessedRetaining Competent Employees(2 of 2)MethodAd
30、vantageDisadvantage(d)BARSrating scale+examples ofactual job behaviors30,31Focus on specific and measurable jobbehaviorsTime-consuming;difficult to develop measures(e)MBOevaluation of accomplishment ofspecific goalsFocuses on end goals;results orientedTime-consuming(f)360-degree appraisal32feedbackf
31、rom full circle of those who interact withemployeeMore thoroughTime-consuming(g)Multipersonevaluation comparison ofwork groupCompares employees with one anotherUnwieldy with large number of employeesIssues with Performance Evaluation Systems Systems may be outdated due to:Downsizing Project teams Wh
32、en An Employees Performance is Not Up to ParCompensating EmployeesExhibit 7-9 What Determines Pay and Benefits?Learning Objective 7-5 Discuss contemporary issues in managing human resources.Managing DownsizingExhibit 7-10 Tips for Managing DownsizingCommunicate openly and honestly:Inform those being
33、 let go as soon as possible Tell surviving employees the new goals and expectations Explain impact of layoffsFollow any laws regulating severance pay or benefitsProvide support/counseling for surviving employeesReassign roles according to individuals talents and backgroundsFocus on boosting morale:O
34、ffer individualized reassurance Continue to communicate,especially one-on-one Remain involved and availableWorkforce Diversity Nontraditional recruitment sources Non-discriminatory selection Accommodation of diverse needs Diversity consciousness workshops Mentoring programsSexual Harassment Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individuals employment,performance,or work environment Sexual harassment is a serious issue.Controlling HR Costs Health Care Pensions
