Management 11e John Schermerhorn

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Management 11e John Schermerhorn

• Chapter 12Human Resource Management

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Planning Ahead Chapter 12 Study Questions

1. What is human resource management?
2. How do organizations attract a quality workforce?
3. How do organizations develop a quality workforce?
4. How do organizations maintain a quality workforce?

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Study Question 1 What is human resource
management?

• Human Resource Management is a process of
  attracting, developing, and maintaining a
  talented work force
• Human capital is the economic value of people
  with job-relevant abilities, knowledge, ideas,
  energies and commitments

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Study Question 1 What is strategic human
resource management?

• Major human resource management responsibilities

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Study Question 1 What is human resource
management?

• Person-job fit
• The individuals skills, interests, and personal
  characteristics are consistent with the
  requirements of work
• Person-organization fit
• The individuals values, interests, and behavior
  are consistent with the culture of the
  organization

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Study Question 1 What is human resource
management?

• Strategic human resource management mobilizes
  human capital to implement organizational
  strategies
• Discrimination in employment
• Occurs when someone is denied a job or job
  assignment for reasons that are not job relevant
• Equal employment opportunity
• The right to employment without regard to race,
  color, national origin, religion, gender, age, or
  physical or mental ability
• Title VII of the Civil Rights Act of 1964
• Equal Employment Opportunity Act of 1972
• Civil Rights Act (EEOA) of 1991

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Figure 12.1 A sample of U.S. laws against
employment discrimination
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Study Question 1 What is human resource
management?

• Affirmative action
• An effort to give preference in employment to
  women and minority group members
• Bona fide occupational qualifications
• employment criteria justified by capacity to
  perform a job
• Additional laws against employment
  discrimination
• Americans With Disabilities Act of 1990
• Age Discrimination in Employment Act of 1967 as
  amended in 1978 and 1986
• Pregnancy Discrimination Act of 1978
• Family and Medical Leave Act of 1993
• Current legal issues in HRM
• Sexual harassment
• Equal pay and comparable worth
• Legal status of independent contractors
• Workplace privacy

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Study Question 2 How do organizations attract a
quality workforce?

• Human resource planning analyzes an
  organizations HR needs and how to best fill them
  
• The foundation of human resource planning is job
  analysis
• The orderly study of job facts to determine just
  what is done, when, where, how, why, and by whom
  in existing or potential new jobs
• Job analysis provides information for developing
• Job descriptions
• Job specifications

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Figure 12.2 Steps in strategic human resource
planning
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Study Question 2 How do organizations attract a
quality workforce?

• Recruitment
• Activities designed to attract a qualified pool
  of job applicants to an organization
• Steps in the recruitment process
• Advertisement of a job vacancy
• Preliminary contact with potential job
  candidates
• Initial screening to create a pool of qualified
  applicants

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Study Question 2 How do organizations attract a
quality workforce?
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Study Question 2 How do organizations attract a
quality workforce?

• Selection
• Choosing from a pool of applicants the person or
  persons who offer the greatest performance
  potential

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Study Question 2 How do organizations attract a
quality workforce?

• Selection process

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Figure 12.3 Steps in the selection process the
case of a rejected job applicant
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Study Question 2 How do organizations attract a
quality workforce?

• Reliability means that a selection device gives
  consistent results time after time
• Validity means that there is a clear relationship
  between what the selection device measures and
  job performance
• Interviews
• Unstructured interviews do not follow a formal
  and pre-established of questions
• Behavioral interviews ask job applicants about
  past behaviors that relate to the job
• Situational interviews ask job applicants how
  they would react in specific situations

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Study Question 2 How do organizations attract a
quality workforce?

• Employment Tests
• Used to further screen applicants by gathering
  additional job-relevant information
• Assessment centers examine how job candidates
  handle simulated work situations
• Work sampling involves observing applicants
  performing actual work tasks
• Biodata methods collect biographical information
  that has been proven to correlate with good job
  performance along with other traits such as

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Study Question 3 How do organizations develop a
quality workforce?

• Socialization
• Process of influencing the expectations,
  behavior, and attitudes of a new employee in a
  way considered desirable by the organization
• Orientation
• Set of activities designed to familiarize new
  employees with their jobs, coworkers, and key
  aspects of the organization

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Study Question 3 How do organizations develop a
quality workforce?

• Training
• Activities that provide the opportunity to
  acquire and improve job-related skills

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Study Question 3 How do organizations develop a
quality workforce?

• Performance management systems ensure that
• Performance standards and objectives are set
• Performance results are assessed regularly
• Actions are taken to improve future performance
  potential
• Performance appraisal
• Formally assessing someones work accomplishments
  and providing feedback
• Purposes of performance appraisal
• Evaluation lets people know where they stand
  relative to objectives and standards
• Development assists in training and continued
  personal development of people

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Study Question 3 How do organizations develop a
quality workforce?

• Graphic rating scales
• A trait-based performance appraisal that includes
  checklists of traits or characteristics to
  evaluate performance
• Relatively quick and easy to use
• Questionable reliability and validity
• Behaviorally anchored rating scales (BARS)
• A behavior-based performance appraisal that
  describes actual behaviors that exemplify various
  levels of performance achievement in a job
• More reliable and valid than graphic rating
  scales
• Helpful in training people to master important
  job skills

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Figure 12.4 Sample behaviorally anchored rating
scale for performance appraisal
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Study Question 3 How do organizations develop a
quality workforce?

• Recency bias is the tendency for evaluators to
  focus on recent behaviors instead of behavior
  that occurred throughout the evaluation period

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Study Question 3 How do organizations develop a
quality workforce?

• Critical-incident techniques
• Keeping a running log or inventory of effective
  and ineffective behaviors
• Documents success or failure patterns
• Results-based performance appraisals focus on
  accomplishments
• Usually qualitative and objective
• Determining what to measure may be difficult
• May create ethical problems
• Multiperson comparisons
• Formally compare one persons performance with
  that of one or more others
• Types of multiperson comparisons
• Rank ordering
• Paired comparisons
• Forced distributions

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Study Question 3 How do organizations develop a
quality workforce?

• 360 feedback
• Occurs when superiors, subordinates, peers, and
  even internal and external customers are involved
  in the appraisal of a jobholders performance
• Work-life balance
• How people balance career demands with personal
  and family needs
• Progressive employers support a healthy work-life
  balance
• Contemporary work-life balance issues
• Single parent concerns
• Dual-career couples concerns
• Family-friendliness as screening criterion used
  by candidates

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Study Question 4 How do organizations maintain a
quality workforce?

• Compensation and benefits
• Base compensation Salary or hourly wages
• Flexible benefits
• Employees can select a set of benefits within a
  certain dollar amount
• Pay for performance
• Paying people for performance is consistent with
• Equity theory
• Expectancy theory
• Reinforcement theory
• Merit pay
• Awards a pay increase in proportion to individual
  performance contributions
• Provides performance contingent reinforcement

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Study Question 4 How do organizations maintain a
quality workforce?

• Bonus pay plans
• One-time payments based on the accomplishment of
  specific performance targets or some
  extraordinary contribution
• Profit-sharing plans
• Some or all employees receive a proportion of
  net profits earned by the organization
• Gain-sharing plans
• Groups of employees share in any savings realized
  through their efforts to reduce costs and
  increase productivity

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Study Question 4 How do organizations maintain a
quality workforce?

• Employee stock ownership plans
• Employees purchase company stock directly through
  employer, sometimes at a discount
• Stock options
• Employees have the right to purchase company
  stock at a fixed price in the future as a
  performance incentive
• Benefits Non-monetary forms of compensation
• Required
• Social security
• Unemployment insurance
• Workers compensation
• Not required. Health insurance. Retirement plans
• And Paid time off

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Study Question 4 How do organizations maintain a
quality workforce?

• Flexible benefits
• Allow employees to choose from a set of benefits
• Family-friendly benefits
• Help in balancing work and nonwork
  responsibilities
• Employee assistance programs
• Help employees deal with troublesome personal
  problems
• Retention
• Keeping well trained and productive employees
• Turnover
• management of promotions, transfers,
  terminations, layoffs, and retirements

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Study Question 4 How do organizations maintain a
quality workforce?

• Early retirement
• Financial incentive offered to employees who
  retire early
• Termination
• Involuntary dismissal of an employee
• Labor-management relations
• Labor unions deal with employers on the workers
  behalf
• Collective bargaining
• Process of negotiating, administering and
  interpreting a labor contract

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Study Question 4 How do organizations maintain a
quality workforce?

• Employment-at-will
• Employees can be terminated at any time for any
  reason
• Wrongful discharge
• Workers have legal protection from discriminatory
  firings
• Labor-management relations
• Labor unions deal with employers on the workers
  behalf
• Collective bargaining
• Process of negotiating, administering and
  interpreting a labor contract

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Study Question 4 How do organizations maintain a
quality workforce?
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The traditional adversarial view of
labor-management relations
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Chapter 12 Case

• Netflix Making Movie Magic