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- the field of business concerned with recruiting and managing employees

Human resource MANAGEMENT

Human resources

-Ensures that the company has a high-quality work force and enough people to fill important management roles.

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- Activities necessary for staffing the organization and sustaining high employee performance

Human Resource Planning

Recruitment Selection Identify and select competent

employeesDecruitmen

t

Human Resource Management Process

Orientation Training Provide employees with up-to-date skills and knowledge

Performance Management

Compensation and Benefits

Career development

Retain Competent and high-performing

employees

ENVIRONMENT

ENVIRONMENT

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EmployeeLaborUnions

Government Laws and

Regulations

Demographic Trends

A labor union is an organization that represents workers and seeks to protect their interests through collective bargaining.

HRM practices are governed by country’s laws, which vary from country to country.

a part of a population

identified as a group, especially

as a target for sales or

advertising

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Human Resource Planning

•The process by which managers ensure that they have the right number and kinds of capable people in the right places and at the right times.•Human Resource Planning consists of 2 Steps:

Assessing Current Human Resources

Meeting Future Human Resource Needs

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Current asseSsment

Managers begin HR Planning by reviewing the organization’s current Human Resource Inventory.

Human Resource Inventory - created from forms filled out by employees with information such as name, education, training, prior employment, languages spoken, special capabilities, and specialized skills.

Stephanie Cox, the Schlumberger’s director of personnel for North and South America, uses a company planning program called PeopleMatch to help pinpoint Managerial talent. Suppose that she needs a manager for Brazil. She types in the qualifications someone who is mobile, can speak Portuguese, and is a “high potential” employee. Using the planning program, 31 names of possible candidates pop up with in a minute.

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Job Analysis – an assessment that defines jobs and the behaviors necessary to perform them.

What are the duties of a Level 3 Accountant who works for Kodak?

What minimal knowledge, skills, and abilities are necessary to be able to adequately perform this job?

How do these requirements compare with those for a level 2 accountant or for an accounting manager?

Information can be gathered by directly observing individuals on the job, interviewing employees individually or in a group, having experts identify a job’s specific characteristics.

With Information from the job analysis, managers develop or revise job descriptions and job specifications.

Job description – A written statement that describes a job. (job content, environment and conditions for employment).

Job Specification – statement of the minimum qualifications that a person must possess to perform a given job succesfully.

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Meeting future human resource needs

Determined by the organization’s mission, goals and strategies.

Demand for employees is a result of demand for the organization’s products or services.

At Corning Inc. the company’s expansion into some markets in developing countries was being slowed by the lack of capable employees in manufacturing. To continue its strategic growth, it needs more employees with those skills and now has a plan to meet those needs.

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RECRUITMENT AND DECRUITMENT

RECRUITMENT- locating, identifying, and attracting capable applicants

Source Advantages Disadvantages

Internet

Employee Referrals

Company web site

College recruiting

Professional recruiting organizations

Reaches large numbers of people; can get immediate feedbackKnowledge about the organization provided by current employee; can generate strong candidates because a good referral reflects on the recommenderWide Distribution; can be targeted to specific groupsLarge Centralized body of candidates

Good knowledge of industry challenges and requirements

Generates many unqualified candidatesMay not increase the diversity and mix of employees

Generates many unqualified candidatesLimited to entry-level positionsLittle commitment to specific organization

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Option Description

Firing Permanent Involuntary termination

LayoffsTemporary involuntary termination; may last only a few days or extend to years

AttritionNot filling openings created by voluntary resignations or normal retirements

TransfersMoving employees either laterally or downward; usually does not reduce costs but can reduce intraorganizational supply-demand imbalances

Reduced workweeksHaving employees work fewer hours per week, share jobs, or perform their jobs on a part-time basis

Early RetirementsProviding incentives to older and more senior employees for retiring before their normal retirement date

Job sharing Having employees share one full-time position

DECRUITMENT- Reducing an organization’s workforce.

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Later Job Performance

Selection Decision

Accept Reject

Successful

Correct Decision

Reject Error

Unsuccessful

Accept Error

Correct Decision

Selection- Screening job applicants to ensure that the most appropriate candidates are hired.

Any selection decision can result in four possible outcomes. Two outcomes would be correct, and two would indicate errors.

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Types of selection DEVICES

1. Application Forms

Strengths: Relevant biographic facts that can be verified have been shown to be valid performance measures for jobs

When items on the form have been weighted to reflect job relatednessWeaknesses:

Usually only a couple of items on the form prove to be valid predictors of job performance and then ony for a specific job

-a form containing a comprehensive history profile, detailing the person's activities, skills and accomplishments.

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2. Written Tests

Types of selection devices

Strengths: Tests intellectual ability, spatial and mechanical ability, perceptual accuracy, and motor ability

Intelligence tests are reasonably good predictors for supervisory postions

Weaknesses:Intelligence and other tested characteristics can be somewhat removed from actual job performance, thus reducing their validity.

-include tests of intelligence, aptitude, ability, and interest.

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3. Performance-Simulation Tests

Strengths: Based on job analysis data and easily meet the requirement of job relatedness

Have proven to be valid prdedictors of job performance

Weaknesses: Expensive to create and administer.

-made up of actual job behaviors. (i.e. Work Sampling and Assessment Centers)

Work Sampling – a type of job tryout in which applicants perform a task or set of tasks that are central to it. (for jobs where work is routine or standardized)

Assessment Centers – evaluating managerial potential through job simulation activities.

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Types of selection devices

4. Interviews

Strengths: Must be structured and well organized to be effective predictors.

Interviewers must use common questioning to be effective

Weaknesses: Interviewers must be aware of legality of certain questions

Subject to potential biases, especially if interviewers are not well structured and standardized.

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Types of selection devices

5. Background Investigations

Strengths: Verifications of background data are valuable sources of informationWeaknesses:

Reference checks are essentially worthless as a selection tool.

Verifications of application data and Reference Checks

6. Physical ExaminationsStrengths: Has some validity for jobs with certain physical requirements

Done primarily for insurance purposesWeaknesses:Must be sure that physical requirements are job related and do not discriminate.

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Orientation

Introducing a new employee to his/her job and the organization

2 TYPES:

2. Work unit orientationfamiliarizes the employee with the goals of the work unit,

Clarifies how his/her job contributes to the unit’s goals

Includes an introduction to his/her new-coworkers

1. Organization OrientationInforms new employee about company’s goals,

history, philosophy, procedures and rules.

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Employee trainingTypes of Training

1. GeneralCommunication Skills, computer systems application and programming, customer service, executive development, management skills and development, personal growth, sales, supervisory skills, and technological skills and knowledge.

2. SpecificBasic life/work skills, creativity, customer

education, diversity/cultural awareness, remedial writing, managing change, leadership, product knowledge, public speaking, safety, ethics, sexual harassment, team building, wellness and others.

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Training Methods1. Traditional

On-the-job – Employees learn how to do tasks simply by performing them

Job Rotation – employees work at different jobs in a particular area, getting exposure to a variety of tasks.

Mentoring and Coaching – employees work with an experienced worker who provides information, support, and encouragement; also called an apprentice in certain industries.

Experiential Exercises – employees participate in 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 lectured designed to convey specific information.

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2. Technology-based

CD-ROM/DVD/videotapes/audiotapes -employees listen or watch selected

media that convey information or demonstrate certain techniques. Videoconferencing/teleconferencing/satellite TV

-employees listen to or participate as information is conveyed or techniques demonstrated.

E-learning -internet-based learning where

employees participate in multimedia simulations or other interactive modules.

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THE END

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Presentation by:

Laspiñas, ZariMirasol, Dianne

Montealegre, Mia

Sacmar, FrancesVargas, Cristine

Virata, Bethel

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Quiz

Prepare your 1/4

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1. Ensures that the company has a high-quality work force and enough people to fill important management roles.

2-4. Factors that influence HRM Process

5. The process by which managers ensure that they have the right number and kinds of capable people in the right places and at the right times.6. Is the process of Screening job applicants to ensure that the most appropriate candidates are hired.7.True or False. Decruitment is the process of locating, identifying, and attracting capable applicants.8-9. Give at least 2 Selection devices.

10. True or False. Job Rotation is part of the Traditional Training Method.