Gao Junshan, UST Beijing

1
Staffing and Human Resource Management
2
Where We Are
Chapter 6 Staffing and Human Resource Management
3
Chapter Guide

• Over view of Human Resource Management
• Definition and significance
• Environmental factors influencing HRM
• Career Development
• Human Resource Management Process
• Planning, Recruitment, Selection, Orientation,
  Training and Development, Performance Management,
  Compensation and Benefits, Safety and Health
• Current Issues on Human Resource Management
• Work force diversity, Sexual harassment,
  Family-friendly benefits, Unions, Workforce
  violence, Survivors of layoffs, Outsourcing and
  contingent workforce

4
Human Resource Management
Overview definition and significance
Human Resource Management (HRM) concerns with
getting, training, motivating and keeping
competent employees
5
Overview environmental factors
Common Factors to all management practices
Environmental Factors Affecting HRM
Laws and government regulations
Labor Unions
6
The Legal Environment of HRM
Overview environmental factors
Affirmative Action
Employment
Training
Retention
7
Three Step Career Planning
Overview career development (see Career Module
p218)
Step III
Step I
Step II
Convert this information into general career
fields and specific job goals
Test your Career possibilities against
realities of organization or job market
Identify and Organize your skills,
interests, work-related needs, and values
8
Overview career development (see Career Module
p224)
Develop a network
Acquire and continue upgrading your skills
Participate in an internship
Think laterally
Stay mobile
Support your boss
Find a mentor
Dont stay too long
Stay visible
Gain control of organization resources
Learn the power structure
Present the right Image
Do good work
Select the job judiciously
9
Human Resource Management Process
HRM process
Planning
Recruitment and Downsizing
Selection
Orientation
Training and Development
Performance Appraisals
Safety and Health
Compensation and Benefits
10
HRM process planning
Human ResourcePlanning
Making a Future Assessment
Making a Current Assessment
Designing a Future Program
11
Job Specification
Job Analysis
12
HRM process recruitment and downsizing
13
HRM process recruitment and downsizing
Downsizing Options
Firing
Layoffs and Attrition
Transfers
Reduced Workweeks
Job Sharing
Early Retirements
14
HRM process selection
Selection Decision Outcomes
Selection Decision
15
HRM process selection
Property of Selection Devices
The proven relationship between a selection
device and some relevant criterion
The degree to which a selection device measurers
the same thing consistently
16
HRM process selection
17
The Effectiveness of Interviews
HRM process selection

• Prior knowledge about an applicant
• Attitude of the interviewer
• The order of the interview
• Negative information
• The first five minutes
• The content of the interview
• The validity of the interview
• Structured versus unstructured interviews

18
Management skills Interviewing
Interviewing Job Applicants

• Review the job description and job specification.
• Prepare a structured set of questions you want to
  ask all applicants for the job.
• Before meeting a candidate, review his or her
  application form and resume
• Open the interview by putting the applicant at
  ease and by providing a brief preview of the
  topics to be discussed.
• Ask your questions and listen carefully to the
  applicants answers.
• close the interview by telling the applicant what
  is going to happen next.
• Write your evaluation of the applicant while the
  interview is still fresh in your mind.

19
HRM process selection
20
Employee Orientation
HRM process orientation

• Smooth Insider-Outsider Transition
• Familiar with the job and its environment
• Reduce initial anxiety

21
HRM process training and development
Employee Training
What deficiencies, if any, do jobholders have in
terms of skills, knowledge, or abilities required
to exhibit the essential and necessary job
behaviors?
Is there a need for training?
What are the Organizations Strategic goals?
What tasks must be Completed to achieve
Organizational goals?
What behaviors are necessary for each jobholder
to complete his or her job duties?
22
HRM process training and development
23
Performance Management
HRM process performance management

• Performance management system is a process of
• Establishing standards and
• Evaluating performance
• The purpose of performance management is to
• Arrive at objective human resource decisions and
• Provide documentation to support any personnel
  actions
• Evaluation of the employees performance can be
  done by
• Comparing against some set of performance
  standards
• Comparing employees with one another
• Measuring the work on the bases of preset
  objectives

24
HRM process performance management
Performance Appraisal Methods
25
HRM process performance management
Performance Problems on the Job
Employee Counseling
Discipline Actions
26
HRM process compensation and benefits
Administration of Employee Compensation
Determining Benefits
Determining Pay Levels
27
Factors Influencing Pay Level
HRM process compensation and benefits

• Knowledge, skills, abilities
• Authority and responsibility
• Nature of the business
• The environment
• Geographic location
• Performance levels
• Seniority of the employee
• Compensation philosophy

28
Employee Benefits
HRM process compensation and benefits
Social security
Unemployment compensation
Life and disability insurance
Paid time off
Retirement programs
Health insurance
29
HRM process safety and health
Safety and Health

• Managers at all levels bare legal responsibility
  to ensure that workplace is free from unnecessary
  hazards
• Unsafe and unhealthy environments cost money and
  hurt the organizations competitive ability
• Preventing accidents at work is always a critical
  issue while maintaining the healthy work
  environment is always a right things to do
• Management should aware and comply with laws and
  government regulations on safety and health

30
Current issues Workforce diversity, sexual
harassment
Workforce Diversity
Sexual Harassment
31
Current issues Family-friendly benefits, union
and management
Current HRM Issues
Family-Friendly Benefits
Unions and Management
32
Current issues Workforce violence, survivors of
layoffs
Workplace Violence
Current HRM Issues
Survivors of Layoffs
33
Current issues Outsourcing and use of contingent
workforce (See chap 2 p66)
Outsourcing
Current HRM Issues
Contingent Workforce
34
Current issues Outsourcing and use of contingent
workforce (See chap 2 p68)
The Contingent Workforce
35
Chapter Summary

• Human resource management process
• Influence of government regulations on human
  resource decisions
• Job descriptions and job specifications
• Recruitment and downsizing
• Validity and reliability in selection
• Various selection devices

36
Chapter Summary

• Various training methods
• Performance evaluation techniques
• Compensation administration and wage structures
• Meaning of sexual harassment, family-friendly
  benefits, labor-management cooperation, workplace
  violence, and layoff-survivor sickness