Management 11e john schermerhorn
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Management 11e John Schermerhorn . Chapter 12 Human Resource Management. Planning Ahead — Chapter 12 Study Questions. What is human resource management? How do organizations attract a quality workforce? How do organizations develop a quality workforce?

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Management 11e john schermerhorn

Management 11e John Schermerhorn

Chapter 12Human Resource Management


Planning ahead chapter 12 study questions

Planning Ahead — Chapter 12 Study Questions

  • What is human resource management?

  • How do organizations attract a quality workforce?

  • How do organizations develop a quality workforce?

  • How do organizations maintain a quality workforce?

Management 11e Chapter 12


Study question 1 what is human resource management

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

Management 11e Chapter 12


Study question 1 what is strategic human resource management

Study Question 1: What is strategic human resource management?

  • Major human resource management responsibilities:

Management 11e Chapter 12


Study question 1 what is human resource management1

Study Question 1: What is human resource management?

  • Person-job fit

    • The individual’s 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

Management 11e Chapter 12


Study question 1 what is human resource management2

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


Figure 12 1 a sample of u s laws against employment discrimination

Figure 12.1 A sample of U.S. laws against employment discrimination

Management 11e Chapter 12


Study question 1 what is human resource management3

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

Management 11e Chapter 12


Study question 2 how do organizations attract a quality workforce

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

  • Human resource planning analyzes an organization’s 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

Management 11e Chapter 12


Figure 12 2 steps in strategic human resource planning

Figure 12.2Steps in strategic human resource planning

Management 11e Chapter 12


Study question 2 how do organizations attract a quality workforce1

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

Management 11e Chapter 12


Study question 2 how do organizations attract a quality workforce2

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

Management 11e Chapter 12


Study question 2 how do organizations attract a quality workforce3

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

Management 11e Chapter 12


Study question 2 how do organizations attract a quality workforce4

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

  • Selection process

Management 11e Chapter 12


Figure 12 3 steps in the selection process the case of a rejected job applicant

Figure 12.3 Steps in the selection process: the case of a rejected job applicant

Management 11e Chapter 12


Study question 2 how do organizations attract a quality workforce5

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

Management 11e Chapter 12


Study question 2 how do organizations attract a quality workforce6

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

Management 11e Chapter 12


Study question 3 how do organizations develop a quality workforce

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

Management 11e Chapter 12


Study question 3 how do organizations develop a quality workforce1

Study Question 3: How do organizations develop a quality workforce?

  • Training

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

Management 11e Chapter 12


Study question 3 how do organizations develop a quality workforce2

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 someone’s 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

Management 11e Chapter 12


Study question 3 how do organizations develop a quality workforce3

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

Management 11e Chapter 12


Figure 12 4 sample behaviorally anchored rating scale for performance appraisal

Figure 12.4 Sample behaviorally anchored rating scale for performance appraisal

Management 11e Chapter 12


Study question 3 how do organizations develop a quality workforce4

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

Management 11e Chapter 12


Study question 3 how do organizations develop a quality workforce5

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 person’s performance with that of one or more others

    • Types of multiperson comparisons:

      • Rank ordering

      • Paired comparisons

      • Forced distributions

Management 11e Chapter 12


Study question 3 how do organizations develop a quality workforce6

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 jobholder’s 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

Management 11e Chapter 12


Study question 4 how do organizations maintain a quality workforce

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

Management 11e Chapter 12


Study question 4 how do organizations maintain a quality workforce1

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

Management 11e Chapter 12


Study question 4 how do organizations maintain a quality workforce2

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

      • Worker’s compensation

    • Not required. Health insurance. Retirement plans

      And Paid time off

Management 11e Chapter 12


Study question 4 how do organizations maintain a quality workforce3

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

  • Management 11e Chapter 12


    Study question 4 how do organizations maintain a quality workforce4

    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

  • Management 11e Chapter 12


    Study question 4 how do organizations maintain a quality workforce5

    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

  • Management 11e Chapter 12


    Study question 4 how do organizations maintain a quality workforce6

    Study Question 4: How do organizations maintain a quality workforce?

    Management 11e Chapter 12


    The traditional adversarial view of labor management relations

    The traditional adversarial view of labor-management relations

    Management 11e Chapter 12


    Chapter 12 case

    Chapter 12 Case

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