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.)