Lecture Management (2nd edition) – Chapter 11: The human side of management

This chapter’s objectives are to: Describe how managers make a significant difference by attracting, selecting, and retaining the best available talent within legal requirements; explain how managers assess human resource needs and select talent to meet demand; discuss different approaches to increasing organizational performance through the education of employees;…

MANAGEMENT SECOND EDITION Chapter 11 The Human Side of Management Learning Objectives § § § § § Describe how managers make a significant difference  by attracting, selecting, and retaining the best  available talent within legal requirements Explain how managers assess human resource needs  and select talent to meet demand Discuss different approaches to increasing  organizational performance through the education of  employees Describe how managers retain employees and adjust  to turnover Design a performance development process based on  organizational needs Copyright ©2017 John Wiley & Sons, Inc Human Resources Management (p.  276) Đ Đ Organizationalfunctionthatdealswithpeopleưrelated issues(e.g.,recruitment,performancemanagement, benefits,andtraining)whileensuringcompliance withemploymentandlaborlaws Collectivebargaining ã Đ Processofnegotiationbetweenemployersandtradeunions withrespecttotheconditionsofwork Laborrelations ã Relationshipbetweenmanagementandtheworkforce Copyrightâ2017JohnWiley&Sons,Inc HumanResourcesManagement(cont.) Đ Equalemploymentopportunity(p.277) ã ã Principlethateveryemployeehasanequalrightto advanceinacompanyregardlessofage,sex,race, disability,orcolor Increasinglyimportantasworkforcebecomes morediverse Copyrightâ2017JohnWiley&Sons,Inc HumanResourcesManagement(cont.) Đ Makingthehumansideofmanagement strategic • • Talent management – strategic deliberate  approach to attracting new highly skilled workers  and developing the abilities of existing employees  to meet current and future organizational  objectives (p. 277) Human capital – employee skills and experience  gained by education and training that increase the  economicvalueforemployers Copyrightâ2017JohnWiley&Sons,Inc IdentifyingTalent(p.279) Đ Definingandplanninghumanresourceneeds ã ã Đ Employmentatwill(p.280) ã § Concept that employees can quit their jobs at any time without any reason, and  employers can terminate employees at any time and for any reason Knowledge workers • § HR managers analyze the needs of each department Determine the type of employee that has the skills appropriate for work in the  department Self­motivated employees that use a variety of skills to enhance their overall  understandingofaparticularsubjectorarea Independentcontractors ã Selfưemployedindividualsorindependentbusinessthatprovideservicesto anotherentity Copyrightâ2017JohnWiley&Sons,Inc IdentifyingTalent(cont.) Đ Recruiting(p.282) ã • • Process of identifying the best applicants Internal recruiting – creating a pool of existing  employees who may have the qualifications to fill  required job vacancies in an organization External recruiting – creating a pool of qualified  applicants from outside of the organization Copyright ©2017 John Wiley & Sons, Inc Identifying Talent (cont.) § Selection (p. 282) • • • Process that assesses the level of skills and abilities  possessed by an individual to perform a specific  role Psychometric tools – questionnaires or tools that  measure an individual’s personality, intelligence,  andaptitude Jobdescriptionwrittenaccountofspecifictasks, duties,andresponsibilitiesrequiredwithina particularrole Copyrightâ2017JohnWiley&Sons,Inc IdentifyingTalent(cont.) Đ Interviewingpotentialcandidates(p.285) ã ã § Interview ­ meeting or conversation arranged to assess the  qualifications of an individual and evaluate whether that  person has the skills and abilities to a job Not all questions are appropriate for the interview Selecting candidates (p. 287) • • Predictive validity – extent to which a selection test  predicts future job performance Grievancecomplaintmadebyanemployeeclaiming unfairtreatment Copyrightâ2017JohnWiley&Sons,Inc TrainingTalent(p.287) Đ Onboardingprograms ã Onboardingnewemployeeorientationwhere workersacquiretheskills,knowledge,and behaviorstoaidtransitionintoanorganization Đ Integratesthenewemployeeintotheorganization successfully Copyrightâ2017JohnWiley&Sons,Inc TrainingTalent(cont.) Đ Typesoftrainingstrategies(p.288) ã ã ã Training – teaching new or existing employees the  skills necessary to carry out their roles and  improve current job performance Development – managers help employees learn the  skills necessary to carry out their present or future  roles Cross­training – team members freely share  knowledge and provide peer­to­peer mentorship Copyright ©2017 John Wiley & Sons, Inc Training Talent (cont.) § ADDIE model (p. 289) • • • • • Analysis Design Development Implementation Evaluation Copyrightâ2017JohnWiley&Sons,Inc RetainingQualifiedTalent(p.289) Đ Affirmativeaction(p.290) ã Đ Glassceiling ã § Purposeful effort taken by an organization to create equal  employment opportunities for minority groups and women Invisible barrier that keeps women and minorities from  moving up the corporate ladder, regardless of qualifications  and achievements Performance development • Managing employee performance and assessing  opportunities for growth and development Copyrightâ2017JohnWiley&Sons,Inc RetainingQualifiedTalent(cont.) Đ Plannedandunplannedturnover(p.290) ã ã Đ Plannedturnoveranticipatedretirements Unplannedturnoverresignations Payandbenefits ã ã Compensationremunerationinsalaryorwagestoreward employeesfortheirwork Benefitsnonưmonetarycompensationintheformof healthinsurance,pensions,paidvacation,etc Đ Variesfromindustrytoindustry Copyrightâ2017JohnWiley&Sons,Inc RetainingQualifiedTalent(cont.) § Employee engagement (p. 290) • • Engaged employees are enthusiastic about work  and fully committed to contributing to the  organization’s success Career surveys – questionnaires that employers  use to assess employee satisfaction and career  aspirations, in order to tailor development  programsandprojectopportunitiesthatsupport growthtowardthesegoals(p.291) Copyrightâ2017JohnWiley&Sons,Inc PerformanceDevelopment(p.291) Đ Appraisal ã Đ Processofmeasuringandassessinganemployeesperformance objectivelyandprovidingfeedbacktothatemployee Designing appraisals (p. 292) • • 360­degree review – confidential feedback obtained from the  performance appraisal about an individual provided by peers,  subordinates, and supervisors that is intended to assess training and  development needs Behaviorally anchored rating scale (BARS) – method that rates  employee performance based on specific behaviors relating to a  particular role  Copyright ©2017 John Wiley & Sons, Inc  ... advanceinacompanyregardlessofage,sex,race, disability,orcolor Increasinglyimportantasworkforcebecomes morediverse Copyrightâ2017JohnWiley&Sons,Inc HumanResourcesManagement(cont.) Đ Makingthehumansideofmanagement... HR managers analyze? ?the? ?needs? ?of? ?each department Determine? ?the? ?type? ?of? ?employee that has? ?the? ?skills appropriate for work in? ?the? ? department Self­motivated employees that use a variety? ?of? ?skills to enhance their overall ... Processofnegotiationbetweenemployersandtradeunions withrespecttotheconditionsofwork Laborrelations ã Relationshipbetweenmanagementandtheworkforce Copyrightâ2017JohnWiley&Sons,Inc HumanResourcesManagement(cont.)