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Human Resource Management

Human Resource Management. The purpose of this chapter is to thoroughly familiarize you with the human resource management process and the role of the manager in this process.

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Human Resource Management

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  1. Human Resource Management • The purpose of this chapter is to thoroughly familiarize you with the human resource management process and the role of the manager in this process. • We will look at the essential elements of human resources management and identify what is needed to attract, develop, and maintain a quality workforce.

  2. Human Resource Management • A term used to describe the wide variety of activities involved in attracting, developing and maintaining a talented and energetic workforce.

  3. Human Resource Management • It involves managerial responsibility not only for staffing organizations with capable workers, but also for ensuring that their performance potential is fully realized.

  4. Human Resources Management • Attracting a quality workforce • HR Planning - Recruitment - Selection • Developing a quality workforce • Orientation - Training and Development - • Career Planning and Development

  5. Human Resources Management • Maintaining a quality workforce • Managing Retention and Turnover - • Performance Appraisal • Compensation and Benefits • Labor Management Relations

  6. Influences of theLegal Environment • HR management must be accomplished within the framework of government laws and regulations, which cover activities related to: • Pay - Employee Rights - Retirement - • Occupational Health and Safety - Privacy • Vocational Rehabilitation • Employment Discrimination • Labor Relations

  7. Employment Discrimination • "Employment-at-Will" Doctrine • 1926 - Railway Labor Act • 1935 - Wagner Act (NLRA) • 1963 - Equal Pay Act • 1964 - Civil Rights • EEO Act (Affirmative Action / EEOC) • 1981 - Age Discrimination Act • 1990 - Americans With Disabilities Act

  8. Human Resource Planning • The process of analyzing staffing needs and identifying actions to satisfy these needs over time. • It must support the implementation of strategies and advance the accomplishment of key objectives.

  9. Human Resource Planning • It is having the right people available to do the required work essential to the success of any strategy, and • It is the responsibility of all managers to ensure that all jobs in their work units are filled with people who canbest perform the required tasks.

  10. Steps in the HR Planning Process • Review organizational strategies and objectives. • Establish and refine HR objectives and policies to compliment the strategic plans. • Establish HR needs……..via • Job Analysis • Job Description • Job Specifications.

  11. Steps in the HR Planning Process • Forecast....Project future staffing requirements and anticipate internal and external supply. • HR Audit • Replacement Charts • Succession Tables • Take action…recruit - terminate - transfer - promote - whatever….

  12. Attracting A Quality Workforce • The Recruiting Process • Advertising of job vacancy. • Preliminary contact with potential job candidate. • Initial screening to create a pool of candidates.

  13. Attracting A Quality Workforce • Recruiting Practices • External • Internal • Traditional • Realistic

  14. Attracting A Quality Workforce • Making Selection Decisions • Application Forms • Interview or Site Visit • Employment Tests (Validity and Reliability) • Reference Checks • Physical Examinations • Analysis and Decision

  15. Developing A Quality Workforce • SOCIALIZATION • A process of systematically changing the expectations, behavior, and attitudes of a new employee in a manner considered desirable by the organization.

  16. Developing A Quality Workforce • SOCIALIZATION • It begins with the initial Employee Orientation and continues during later training and development activities as well as day-to-day supervisor-subordinate relations.

  17. Developing A Quality Workforce • Training and Development • A set of activities that provides learning opportunities through which people acquire and improve job related skills.

  18. Developing A Quality Workforce • Types of Training • On-the-Job • Job Rotation - Coaching - Apprenticeship Modeling - Mentoring • Off-the-Job • Management Development • Management Simulation Games

  19. Developing A Quality Workforce • The Role of Performance Appraisal • The process of formally assessing someone's work and providing feedback on performance.

  20. Developing A Quality Workforce • Purposes of Performance Appraisal • Evaluation: Letting people know where they stand relative to objectives and standards. • Development: Assisting in the training and continued personal development of people.

  21. Developing A Quality Workforce • Performance Appraisal Methods • Graphic Rating Scales • Narrative Technique • Behaviorally Anchored Rating Scales • Critical-Incident Techniques • Multiperson Comparisons

  22. Maintaining A Quality Workforce • Career Development • A Career is a sequence of jobs and work pursuits constituting what a person does for a living. • A Career Path • A sequence of jobs held over time during a career.

  23. Maintaining A Quality Workforce • Career Planning • Is the process of systematically matching career goals and individual capabilities with opportunities for their fulfillment.

  24. Maintaining A Quality Workforce • Career Stages • The Move to Early Adulthood • Mid-life Transition • Middle and Later Adulthood • A Career Plateau

  25. Maintaining A Quality Workforce • Retention and Turnover • Promotions • Transfers • Layoffs • Retirements • Early Retirements • Firings

  26. Maintaining A Quality Workforce • Managing Compensation and Benefits • Base Compensation • Fringe Benefits • Competitive Structures • Flexible Programs

  27. Maintaining A Quality Workforce • Labor-Management Relations • Labor unions are organizations to which workers belong and which collectively deal with employers on their behalf. • Typical Provisions of a Union Contract • Job Specification and Work Rules • Seniority Provisions • Compensation • Grievance Mechanisms

  28. Legislation Governing Labor-Management Relations • The National Labor Relations Act (Wagner Act) 1935 • The Labor Management Relations Act (Taft-Hartly) 1947 • The Labor Management Reporting and Disclosure Act (Landrum- Griffith) 1959

  29. Unions Use Strike Boycott Picket Slowdown Companies Use Lockout Strike Breakers Injunctions Bargaining Strategies

  30. Bargaining Strategies • The Traditional Adversarial View • "Win-Lose” • The New and Emerging View • "Win-Win"

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