Management 12e richard draft chapter 12

Chapter 12 Managing Human Resources © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part The Strategic Role of HRM  HR must drive organizational performance; it’s the competitive edge  The right people: Matching process Integrate strategy HR builds culture To become more competitive on a global basis For improving quality, innovation, and customer service To retain during mergers and acquisitions To apply new information technology for e-business © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 12.1 Top Three Factors for Maintaining Competitive Success © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 12.2 Strategic Human Resource Management © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Building Human Capital to Drive Performance  Strategic decisions are related to human decisions  More companies rely on information, creativity, knowledge, and service  Human Capital is the economic value of the combined knowledge, experience, skills, and capabilities of employees © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 12.3 The Role and Value of Human Capital Investments © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part The Impact of Federal Legislation on HRM    HR managers must stay on top of legal and regulatory environment Many laws exist to ensure equal opportunity and stop discrimination Discrimination – The hiring or promotion of applicants based on criteria that are not job relevant © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part The Impact of Federal Legislation on HRM  Affirmative action – Requires employers to take positive steps to guarantee equal employment opportunities for people of protected groups  Sexual harassment is a growing concern that is a violation of the Civil Rights Act © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 12.4 Major Federal Laws Related to Human Resource Management © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part The Changing Nature of Careers   Employees operate under a new social contract     Subsidized benefits are decreasing Downsizing, outsourcing, rightsizing, and restructuring have left little stability Employees are expected to be self-motivated Organizations must be creative with training and development New performance appraisal processes are required 10 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Recruiting (Talent Acquisition)  Assessing Organizational Needs: Job analysis: Systematic process of gathering information about the responsibilities of a job Job description: Summary of the duties of a job Job specification: Characteristics required to perform the job 16 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Recruiting (Talent Acquisition)  Realistic Job Previews – Provide pertinent information; positive and negative  Legal Considerations – Recruiting practices must be legal  Innovations in Recruiting: eRecruiting through Twitter, LinkedIn, and other social media  Internships – Student exchanges low cost labor for valuable work experience 17 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 12.7 Sara Lee’s Required Skills for Finance Executives 18 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Selecting Employers assess applicants for a “fit” HR professionals us a combination of devices:  Application Form  Avoid irrelevant questions  Avoid questions with adverse impact  Interview; cannot violate EEO guidelines  Structured interviews  Biographical interviews  Behavioral interviews  Situational interviews  Panel interviews  Employment Tests  Assessment Center  Online Checks  Cognitive ability tests  Physical ability tests  Personality tests  Brain teasers  Work sample tests © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 19 12.8 Employment Applications and Interviews: What Can You Ask? 20 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 12.9 Interview Brain Teasers 21 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Developing Talent  Training and Development  Performance Appraisal On-the-Job Training Social Learning Corporate Universities Promotion from Within Mentoring and Coaching Developmentrecording involves teaching broader skills and providing feedback assessment, Evaluating performance, 22 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 12.10 Methods and Goals of Training 23 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Performance Appraisal  Assessing Performance Accurately – system should evaluate relevant performance Performance-review ranking systems pit employees against each other 360-degree Feedback – Uses multiple raters, including self-rating to appraise employees and development 24 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Performance Appraisal  Performance Evaluation Errors Stereotyping – Placing an employee into a class or category based on a few characteristics Behaviorally Anchored Rating Scale (BARS) – Rating technique that relates an employee’s performance to specific job-related incidents 25 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 12.11 - Example of a Behaviorally Anchored Rating Scale 26 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Compensation All monetary payments and all goods or commodities used to reward employees Wage and Salary Systems Job-based pay Skill-based pay Competency-based pay Compensation Equity – Fairness and equity Pay for Performance – Raise productivity and cut labor costs in competitive environment 27 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Benefits  Social security, unemployment compensation, and workers’ compensation are required by law  Cafeteria-plan benefits packages allow employees to select benefits for themselves   Benefits have been cut due to the recession Companies are not planning to renew benefits to prerecession levels 28 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Rightsizing the Organization  Reducing the company’s workforce to the “right” size; also called downsizing  Makes company stronger and more competitive  HR must effectively and humanely manage the process  Many organizations use communication and provide assistance to address emotional needs 29 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Termination  Employees leave voluntarily, retire, are rightsized, and are fired for poor performance  Poor performing employees can be disruptive and cause problems for morale  Exit interviews can be used to learn about dissatisfaction and reason for departure 30 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part ... or duplicated, or posted to a publicly accessible website, in whole or in part 12. 2 Strategic Human Resource Management © 2016 Cengage Learning All Rights Reserved May not be scanned, copied... duplicated, or posted to a publicly accessible website, in whole or in part 12. 4 Major Federal Laws Related to Human Resource Management © 2016 Cengage Learning All Rights Reserved May not be scanned,... scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 12. 3 The Role and Value of Human Capital Investments © 2016 Cengage Learning All Rights Reserved