Chapter 12 human resource management learning objectives
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Chapter 12 – Human Resource Management – Learning Objectives. Importance of strategic HRM Environmental considerations HRM process - 8 steps Current HRM Issues. HRM: Traditional vs. Strategic.

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Chapter 12 human resource management learning objectives

Chapter 12 – Human Resource Management – Learning Objectives

  • Importance of strategic HRM

  • Environmental considerations

  • HRM process - 8 steps

  • Current HRM Issues


Hrm traditional vs strategic

HRM: Traditional vs. Strategic

  • HRM Process: Activities necessary for staffing the organization with competent people and sustaining high employee performance

  • Strategic HRM: Using HRM as a tool to achieve the organization’s strategic initiatives


Importance of people

In the century ahead, “skilled people become the only sustainable competitive advantage” (Lester Thurow – MIT Economist)

The traditional factors of production (land, labor, capital), have become secondary. Knowledge is the only meaningful resource today. (Peter Drucker – Management guru, Claremont)

“The organizations that will truly excel in the future will be the organizations that discover how to tap people’s commitment and capacity to learn at all levels of the organization” (Peter Senge - MIT)

“Empowerment is no longer a nice thing to do, some new-fangled notion. It is a business imperative.” (Murli Thirumale - HP)

Importance of People


Chapter 12 human resource management learning objectives

Best companies to work for in California (according to Fortune 2004 list)

  • http://www.fortune.com/fortune/bestcompanies/subs/2004/fulllist/


Examples of high performance work practices

Examples of High-Performance Work Practices

  • Self-Directed Work Teams

  • Job Rotation

  • Skills Training

  • Problem-Solving Groups

  • Total Quality Management

  • Innovation and Creativity

  • Employee Involvement

  • Use of Employee Suggestions

  • Pay for Performance

  • Coaching and Mentoring

  • Information Sharing

  • Use of Attitude Survey

  • Cross-Functional Integration

  • Recruiting and Selection


Chapter 12 human resource management learning objectives

Human Resource Management Process

Environment

Human

Resource

Planning

Recruitment

and

Decruitment

Selection of

Employees

Orientation

Training

Career

Development

Compensation

and Benefits

Performance

Appraisal

High-Performing

Committed

Employees

Environment


Environmental considerations

Environmental Considerations

  • Labor unions

  • Federal laws and regulations

    • BFOQ’s


Chapter 12 human resource management learning objectives

  • Answer Question #1


Common labor unions

Common Labor Unions

  • United Steelworkers of America (USWA)

  • California Faculty Association (CFA)

  • United Auto Workers (UAW)

  • National Education Association (NEA)

  • American Federation of Teachers (AFT)

  • American Civil Liberties Union (ACLU)

  • Screen Actors Guild (SAG)

  • Teamsters

  • Service Employees Industry Union (SEIU)


Selected major u s federal laws and regulations related to hrm

Selected Major U.S. Federal Laws and Regulations Related to HRM

  • 1963 Equal Pay Act

  • 1964 Civil Rights Act, Title VII

  • 1967 Age Discrimination in Employment Act

  • 1974 Privacy Act

  • 1978 Mandatory Retirement Act

  • 1988 Worker Adj. and Retrain. Notif. Act

  • 1990 Americans with Disabilities Act

  • 1993 Family and Medical Leave Act


Step 1 human resource planning

Step 1 - Human Resource Planning

  • Assess current and future human resource needs

    • HR inventory

    • Job analysis

    • Job description

    • Job specification

  • Develop a plan to meet future needs

PLEASE ANSWER QUESTIONS 2 & 3


Management vacancy announcement manager university cash services csun

Management Vacancy Announcement Manager University Cash Services CSUN

The Position of Manager of University Cash Services: Under general supervision, the Manager of University Cash Services (UCS) is responsible for management of all cash receipt functions for the entire campus including the General Fund, Extended Learning, Parking, Housing, Lottery and Trust Accounts, disbursement of payroll, student refunds, and financial aid payments. Ensures integrity and accuracy of all cash transactions; maintains and/or develops internal accounting and operating controls to safeguard cash assets of the university; reviews existing internal controls to ensure effectiveness; identifies and corrects quality control issues to reduce risk of error; monitors and/or establishes business practices and procedures to maintain or improve customer service; establishes accountability, evaluates performance, and measures progress; interprets university and CSU policies and state and federal regulations for compliance purposes; plans and organizes utilization of resources in response to changes in volume; acts as liaison to other departments to identify and resolve common problems and issues; provides financial and statistical reports as necessary; and participates as a member of various committees and teams as they may affect changes in workload or functional requirements of UCS.

Qualifications: Equivalent to a Bachelor’s Degree from an accredited college or university with an emphasis in business administration, accounting, finance, or related field. Minimum seven years fiscal service experience including four years operational management experience in a high volume, fast-paced organization. Demonstrated experience in the use of computerized accounting and information systems for financial analysis, reconciliations, and reporting. Experience in higher education, specifically in fiscal management preferred. Comprehensive knowledge of: accounting standards, practices, and procedures with demonstrated experience in development and implementation of internal accounting and operating controls. Ability to: work with and respond to a diverse customer base in a professional and flexible manner; organize and coordinate a multifunctional organization; meet deadlines; address growing needs and concerns of a large university; and analyze data, interpret policies, procedures, and regulations, and identify solution alternatives. Must possess a collaborative management style; the ability to establish and maintain effective working relationships with staff and management within and outside the department; and be skilled at team building and creating a positive and productive working environment.

Job

Desc.

Job

Qual


Step 2 recruit major sources of potential job candidates

Step 2: Recruit.Major Sources of Potential Job Candidates

PLEASE ANSWER QUESTIONS 4 & 5

Exhibit 12.4


Step 2 decruitment options

Step 2: Decruitment Options

OPTIONDESCRIPTION

FiringPermanent involuntary termination

LayoffsTemporary involuntary termination; may last

only a few days or extend to years

AttritionNot filling openings created by voluntary

resignations or normal retirements

TransfersMoving employees either laterally or down-

ward; usually does not reduce costs but can

reduce intraorganizational supply-demand

imbalances

Reduced workweeksHaving employees work fewer hours per

week, share jobs, or perform their jobs on

a part-time basis

Early retirementsProviding incentives to older and more

senior employees for retiring before their

normal retirement date

Job sharing Employees share one full-time position


Step 3 selection issues

Step 3: Selection Issues

  • Prediction

  • Validity

  • Reliability


Chapter 12 human resource management learning objectives

Selection Decision Outcomes

Selection Decision

Accept

Reject

Correct

Decision

Reject

Error

Successful

Later Job Performance

Accept

Error

Correct

Decision

Unsuccessful


Selection devices

PLEASE ANSWER QUESTION 6

Selection Devices

  • Application Form

  • Written Test

  • Work Samples

  • Performance Simulation

  • Background Checks

  • Physical Examination

  • Personal Interviews

PLEASE ANSWER QUESTION 7


Suggestions for interviewing

Suggestions for Interviewing

  • 1. Structure fixed set of questions (e.g., standardized evaluation form) for all applicants.

  • 2. Have detailed information about the job that applicants are interviewing for.

  • 3. Minimize any prior knowledge of applicants’ background, experience, interests, test scores of other characteristics.

  • 4. Ask behavioral questions that require applicants to give detailed accounts of actual job behaviors.

  • 6. Take notes during the interview.

  • 7. Avoid short interviews that encourage premature decision making.


Examples of can t ask and can ask interview questions for managers

Can’t Ask

What’s your birth date? or How old are you?

What’s your marital status? or Do you plan to have a family?

What’s your native language?

Have you ever been arrested?

Can Ask

Are you over 18?

Would you relocate?

Are you authorized to work in the United States?

Have you ever been convicted of [fill in the blank]?—The crime must be reasonably related to the performance of the job.

Examples of “Can’t Ask and Can Ask” Interview Questions for Managers


Step 4 orientation

Reduce initial anxiety

Familiarize new employees with job, work unit, organization

Facilitate outsider-insider transition

Cover org’s objectives, history, etc.

Clarify how job contributes to goals

Cover policies (hours, pay, overtime, benefits)

Introduce co-workers

Tour

PLEASE ANSWER QUESTION 8

Step 4 - Orientation


Step 5 training

PLEASE ANSWER QUESTION 9

Step 5 - Training

  • Skill Categories

    • Technical

    • Interpersonal

    • Problem-solving

  • Training Methods

    • On-the-Job

    • Off-the-Job


Step 6 career development

PLEASE ANSWER QUESTION 10

Step 6 - Career Development

In the Past

Today

Organizations

Developed

Careers

Individuals

Develop

Careers


Steps to a successful management career

Select your first job judiciously

Do good work

Present the right image

Learn the power structure

Gain control of organizational resources

Stay visible

Don’t stay too long

Find a mentor

Support your boss

Stay mobile

Think laterally

Continue upgrading your skills

Develop a network

Steps to a Successful Management Career


Chapter 12 human resource management learning objectives

Step 7 - Performance Appraisal - Methods

  • Written essays

  • Critical incidents

  • Graphic rating scales

  • Behaviorally anchored rating scales (BARS)

  • Multiperson comparisons

  • Management By Objectives (MBO)

  • 360 Degree feedback


Step 8 compensate components of a comp system

PLEASE ANSWER QUESTION 11

Step 8 – Compensate – Components of a Comp. System

  • Base wages and salaries

  • Wage and salary add-ons

  • Incentive payments

  • Benefits and services


Chapter 12 human resource management learning objectives

Factors that Influence Compensation

and Benefits Packages

Size of

Company

Tenure and

Performance

Type

of Job

Kind of

Business

Union

Membership

Labor or

Capital

Intensive

Management

Philosophy

Geographic

Location

Company

Profitability


Chapter 12 human resource management learning objectives

Sexual

Harassment

Workforce

Diversity

Current

HRM Issues

Work-Life

Balance

Downsizing


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