Copyright © Houghton Mifflin Company. All rights reserved. 11-1 Chapter 11 Human Resource Management.

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  • Slide 1
  • Copyright Houghton Mifflin Company. All rights reserved. 11-1 Chapter 11 Human Resource Management
  • Slide 2
  • Copyright Houghton Mifflin Company. All rights reserved. 11-2 Chapter Outline Human Resource Planning u A Systems Perspective u Assessing Current Needs u Forecasting Future Needs u Formulating a Staffing Strategy u Evaluation and Update
  • Slide 3
  • Copyright Houghton Mifflin Company. All rights reserved. 11-3 Chapter Outline (continued) Selection u Equal Employment Opportunity u Employment Selection Tests u Effective Interviewing
  • Slide 4
  • Copyright Houghton Mifflin Company. All rights reserved. 11-4 Chapter Outline (continued) Performance Appraisal u Making Performance Appraisals Legally Defensible u Alternative Performance Appraisal Techniques
  • Slide 5
  • Copyright Houghton Mifflin Company. All rights reserved. 11-5 Chapter Outline (continued) Training u Modern Training: Content and Delivery u The Ingredients of a Good Training Program u Skill Versus Factual Learning
  • Slide 6
  • Copyright Houghton Mifflin Company. All rights reserved. 11-6 Chapter Outline (continued) Contemporary Human Resource Challenges and Problems u Fostering Union-Management Cooperation u Discouraging Sexual Harassment u Controlling Alcohol and Drug Abuse
  • Slide 7
  • Copyright Houghton Mifflin Company. All rights reserved. 11-7 HUMAN RESOURCE MANAGEMENT Human resource management: involves the planning, acquisition, and development of human resources necessary for organizational success.
  • Slide 8
  • Copyright Houghton Mifflin Company. All rights reserved. 11-8 Figure 11.1 A General Model for Human Resource Management
  • Slide 9
  • Copyright Houghton Mifflin Company. All rights reserved. 11-9 HUMAN RESOURCE MANAGEMENT (continued) Key Human Resource Management Activities (Based on the organizations strategy and structure): u Human resource planning u Selection u Performance appraisal u Training u Identifying and solving human resource problems
  • Slide 10
  • Copyright Houghton Mifflin Company. All rights reserved. 11-10 HUMAN RESOURCE MANAGEMENT (continued) Desired Result of the Human Resource Management Process u The right number of appropriately skilled people in the right jobs at the right time.
  • Slide 11
  • Copyright Houghton Mifflin Company. All rights reserved. 11-11 HUMAN RESOURCE MANAGEMENT (continued) For Discussion: What is the practical significance of switching from the term personnel to human resources?
  • Slide 12
  • Copyright Houghton Mifflin Company. All rights reserved. 11-12 HUMAN RESOURCE PLANNING u Human resource planning: the development of a comprehensive staffing strategy for meeting the organizations future human resource needs.
  • Slide 13
  • Copyright Houghton Mifflin Company. All rights reserved. 11-13 Figure 11.2 A Basic Model for Human Resource Planning Systems
  • Slide 14
  • Copyright Houghton Mifflin Company. All rights reserved. 11-14 HUMAN RESOURCE PLANNING (continued) For Discussion: What would you say to a manager who makes this statement? Writing job descriptions is a waste of time today because things will change before the ink is dry.
  • Slide 15
  • Copyright Houghton Mifflin Company. All rights reserved. 11-15 EMPLOYEE SELECTION Title VII of the Civil Rights Act of 1964 and related amendments and executive orders are the foundation of Equal Employment Opportunity law in the United States. u Employment decisions -- including hiring, transfer, promotion, and pay -- cannot be made on the basis of uncontrollable personal characteristics such as ones gender, national origin, race, skin color, disability, or age and personal preferences such as religion (and, in some jurisdictions, sexual preference).
  • Slide 16
  • Copyright Houghton Mifflin Company. All rights reserved. 11-16 EMPLOYEE SELECTION (continued) Equal Employment Opportunity versus Affirmative Action u EEO is aimed at preventing future discrimination. u Affirmative action is a concerted effort to make up for past discrimination.
  • Slide 17
  • Copyright Houghton Mifflin Company. All rights reserved. 11-17 EMPLOYEE SELECTION (continued) Managing Diversity In short, diversity advocates want to replace all forms of bigotry, prejudice, and intolerance with tolerance and, ideally, appreciation of interpersonal differences.
  • Slide 18
  • Copyright Houghton Mifflin Company. All rights reserved. 11-18 EMPLOYEE SELECTION (continued) Employment Selection Tests and Interviews u Employment selection test: any procedure used as a basis for an employment decision. u Structured interview: a series of job-related questions with standardized answers that are consistently applied across all interviews for a particular job.
  • Slide 19
  • Copyright Houghton Mifflin Company. All rights reserved. 11-19 Source: Richard D. Arvey and Robert H. Faley, Fairness in Selecting Employees (Figure 9.1 from p. 323), 1988 by Addison-Wesley Publishing Company, Inc. Reprinted by permission of Addison Wesley Longman, Inc. Figure 11.3 Adverse Impact of Screening Techniques on Minorities
  • Slide 20
  • Copyright Houghton Mifflin Company. All rights reserved. 11-20 EMPLOYEE SELECTION (continued) For Discussion: What sorts of abuses have you observed in recent years with employment selection tests and interviewing? What needs to be done to curb these abuses?
  • Slide 21
  • Copyright Houghton Mifflin Company. All rights reserved. 11-21 PERFORMANCE APPRAISAL Performance appraisal: the process of evaluating individual job performance as a basis for making personnel decisions.
  • Slide 22
  • Copyright Houghton Mifflin Company. All rights reserved. 11-22 PERFORMANCE APPRAISAL (continued) Criteria for Legally-defensible Performance Appraisals 1.A job analysis used to develop the performance appraisal system. 2.The appraisal system is behavior-oriented, not trait-oriented. 3.Evaluators follow specific written instructions when conducting appraisals. 4.Evaluators review the results of appraisals with ratees.
  • Slide 23
  • Copyright Houghton Mifflin Company. All rights reserved. 11-23 PERFORMANCE APPRAISAL (continued) For Discussion: What has been your personal experience with performance appraisals? What improvements could have been made?
  • Slide 24
  • Copyright Houghton Mifflin Company. All rights reserved. 11-24 ALTERNATIVE PERFORMANCE APPRAISAL TECHNIQUES u Goal setting (management by objectives) u Written essays u Critical incidents u Graphic rating scales Behaviorally anchored rating scales (BARS): performance rating scales divided into increments of observable job behavior determined through job analysis.
  • Slide 25
  • Copyright Houghton Mifflin Company. All rights reserved. 11-25 Source: Adapted from Performance Appraisal: Assessing Human Behavior at Work by Bernardin, Beatty. Copyright 1984. By permission of South-Western College Publishing, a division of Thomson Learning. Fax 800-730-2215. Figure 11.4 A Sample Behaviorally Anchored Rating-Scale for a College Professor
  • Slide 26
  • Copyright Houghton Mifflin Company. All rights reserved. 11-26 ALTERNATIVE PERFORMANCE APPRAISAL TECHNIQUES (continued) u Weighted check lists u Rankings / comparisons u Multi-rater appraisals 360-Degree review: a manager is evaluated by her or his boss, peers, and subordinates.
  • Slide 27
  • Copyright Houghton Mifflin Company. All rights reserved. 11-27 ALTERNATIVE PERFORMANCE APPRAISAL TECHNIQUES (continued) For Discussion: 1.As a top-level executive, which appraisal technique would you use in your organization? Why? 2.As a first-line supervisor, which technique would you prefer? Why? 3.Which technique would you like to have manager use for appraising your job performance? Why?
  • Slide 28
  • Copyright Houghton Mifflin Company. All rights reserved. 11-28 TRAINING Training: process of changing employee behavior and/or attitudes through some type of guided experience.
  • Slide 29
  • Copyright Houghton Mifflin Company. All rights reserved. 11-29 TRAINING (continued) Skill (Versus Factual) Learning 1.Goal setting 2.Modeling (Substitute meaningful presentation of materials for factual learning) 3.Practice 4.Feedback
  • Slide 30
  • Copyright Houghton Mifflin Company. All rights reserved. 11-30 Source: Data from Industry Report 1999, Training, 36 (October 1999): 54, 56. Reprinted with permission from the October 1999 issue of Training magazine. Copyright 1999, Bill Communications, Minneapolis, Minn. All rights reserved. Not for resale. Figure 11.5 The Content and Delivery of Todays Training (a)
  • Slide 31
  • Copyright Houghton Mifflin Company. All rights reserved. 11-31 Figure 11.5 The Content and Delivery of Todays Training (b) Source: Data from Industry Report 1999, Training, 36 (October 1999): 54, 56. Reprinted with permission from the October 1999 issue of Training magazine. Copyright 1999, Bill Communications, Minneapolis, Minn. All rights reserved. Not for resale.
  • Slide 32
  • Copyright Houghton Mifflin Company. All rights reserved. 11-32 TRAINING (continued) For Discussion: How important is feedback for both skill and factual learning? Explain.
  • Slide 33
  • Copyright Houghton Mifflin Company. All rights reserved. 11-33 WHAT CAN VICTIMS OF SEXUAL HARASSMENT DO? Victims of Sexual Harassment Tend to Win Their Lawsuits When: u There was severe harassment. u There were witnesses. u Management had been notified. u There was supporting documentation. u Management failed to take action.
  • Slide 34
  • Copyright Houghton Mifflin Company. All rights reserved. 11-34 WHAT CAN VICTIMS OF SEXUAL HARASSMENT DO? (continued) For Discussion: What needs to be done to rid the workplace of sexual harassment (of both women and men)?

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