emba human resource management

8/2/2019 EMBA Human Resource Management

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Human Resource Management

Organizational Effectiveness


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Development of Human

Resource ManagementParallels the protection and treatment of workers

1. Social Welfare Department18801935

a. Helping injured workers and their familiesb. Company unions: parties and social events

c. Worker health

2. Labor Relations Department

19351950

a. Collective bargaining

b. Contract administration

3. Industrial Relations Department19501970

a. Labor relations

b. Benefits and vacations

c. Testing and selection

d. Compensation systems

4. Personnel Department19701990

a. Legal complianceb. Staffing

c. Performance evaluation

d. Compensation and benefits

e. Employee relations

f. Safety and health

5. Human Resource Management


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Staffing Model

Strategic PlanningEnvironmental

Scanning

Operational Planning Forecasting

Projected StaffingRequirements

Goals and Objectives

Recruitment Planning

Applicant Search

Preliminary Screening

Selection Decision

Placement

Strategic

Business

Planning

Human

Resource

Planning

Long-rangeplanning

Selection

Recruitment

Middle-range

planning

Short-rangeplanning

HumanResource

Planning


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Forecasting Employment

Needs1. Budgeting

2. Work-load Analysis

3. Unit Demand

4. Expert Opinion

5.

Trend Predictions


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Example of Predicting Labor Supply and Required New

Hires for a Hotel ChainSupply Analysis Supply Demand Comparison

Key Positions

A

% Quit(rounded)

(1996-1998)

B

Number ofPresent

Employees

C

ProjectedTurnover by

2000

D

EmployeesLeft by 2000

E

ProjectedLabor Demand

in 2000

F

Projected NewHires in 2000

General Manager 38 25 10 15 32 17

Resident Manager 77 9 7 2 12 10

Food/Beverage Director 47 23 11 12 29 17

Controller 85 25 21 4 32 28

Assistant Controller 66 14 9 5 18 13

Chief Engineer 81 24 16 8 31 23

Director of Sales 34 25 9 16 32 16

Sales Manager 68 45 30 15 58 43

Convention Manager 90 14 13 1 18 17

Catering Director 74 19 14 5 24 19

Banquet Manager 60 19 12 7 24 17

Personnel Director 43 15 6 9 19 10

Restaurant Manager 89 49 44 5 63 58

Executive Chef 70 24 17 7 31 24

Sous Chef 92 24 22 2 31 29

Executive Housekeeper 63 25 16 9 32 23

Total Employees 379 257 122 486 364


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Typical Steps in the Selection Process

Reference checks

Employment testing

Drug testing

Final interview

Selection decision

Placement on the job

Reject applicantPreliminary screening

Application blanks

Interviews


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Information that Generally Should Not Be

Used in Employment Decisions

1. Height and weight2. Marital Status/Number of Children/Child care3. Educational level4. English language skill5. Names of friends or relatives working for the employer6. Arrest records7. Conviction records8. Discharge from military service9. Citizenship10. Economic Status11. Availability to work weekends/holidays

Employers must show that there is a business necessity to use thesecriteria. For example, an employer would probably be able to discriminate inhiring a teller who had been convicted of embezzling.


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3D Model of

an

Organization

Source: E.H. Schein, The Individual, the

Organization, and the Career: AConceptual Scheme,Journal of Applied

Behavioral Science(1971): 401-426.)


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Methods of Socialization

Custodial Behavior Innovative Behavior

1. Formal

2. Collective3. Sequential

4. Variable

5. Serial

6. Tournament

7. Divestiture

versus

versusversus

versus

versus

versus

versus

Informal

IndividualNonsequential

Fixed (Time)

Disjunctive

Contest

Investiture


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Professional Career Stages:

Central Activities, Relationships, and

Psychological Issues in the Four Career StagesStage I Stage II Stage III Stage IV

Central

Activity

Helping

LearningFollowingdirections

Independent

contributor

Training

Interfacing

Shaping the

direction oftheorganization

Primary

Relationship

Apprentice Colleagues Mentor Sponsor

Major

Psychological

Issues

Dependence Independence Assumingresponsibilityfor others

Exercisingpower


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A Systems Model

for Training

Assess trainingneeds and resources

Identify trainingobjectives

Developcriteria

Pretesttrainees

Select trainingmethods andlearning principles

Conducttraining

Monitortraining

Compare trainingoutcomes againstcriteria

Assessment Phase

Training and Development Phase

Evaluation Phase

Feedback


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Solving Performance Problems

1. Describe the situation

2. Diagnose whether its an ability or motivation

problem3. Use joint problem solving to come up with

solutions to the problem

4.

Communicate consequences for the problem5. Handle emergent problems (but dont get

deflected from the core problem)

6. Decide who will do what by when and follow up


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Progressive Discipline

1. Verbal Warning

2. Verbal Reprimand

3. Written Reprimand

4. Suspension

5.

Discharge


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Solving the Surplus Personnel

Problem1. Layoffs

2. Attrition

3. Reduced Hours/Job Sharing

4. Unpaid Vacations

5.

Early Retirements


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High Performance Work

PracticesFinancial Performance

Sample: 968 U.S. firms with 100 or more employees

Financial Data: 10-K reports with the SEC

High Performance Work Practices: What proportion of the workforce participates in:

1. Formal information sharing program

2. Formal job analysis

3. Hiring from within

4. Employee attitude surveys

5. Quality of Work Life Programs

6. Company incentive, profit-sharing, or gain-sharing plans

7. Formal grievance and complaint procedures

8. Pre-employment testing9. Performance appraisals are used to determine promotion

10. Formal performance appraisals

11. Promotion by seniority or performance

12. Selection ratio for hiring

13. What is the average number of hours of training received per employee per year?


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High Performance Work

Practices - ResultsA one standard deviation increase in high

performance work practices is associated

with: 7.05% decrease in turnover

$27,044 increase in salesannually per employee

$18,641 increase in market valueannually peremployee

$3,814 increase inprofitsannually per employee

Source: Mark A. Huselid, The Impact of Human Resource Management Practices on Turnover,

Productivity, and Corporate Financial Performance.Academy of Management Journal, vol 38 (1995): 635-672

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