Chapter 11 Managing Human Resource Systems

1. MGMT Chuck Williams Chapter 11Managing Human Resource Systems Designed & Prepared byB-books, Ltd.

2. The Human Resource Management Process Recruiting Attracting Qualified Employees Selection Training Developing Qualified Employees Performance Appraisal Compensation Keeping Qualified Employees Employee Separation

3. Employment Laws After reading this section, you should be able to: explain how different employment laws affect human resource practice.

4. Human Resource Planning Beyond the Book Supply and Demandof Human Resources Human ResourceInformation Systems

5. Beyond the Book Forecasting Demand and Supply Work Force Forecasting ForecastingMethods • Internal forecasts • External forecasts • Direct managerial input • Best guess • Statistical / historicalratios

6. Beyond the Book Work Force Forecast ExternalFactors InternalFactors Forecasting Demand and Supply

7. New positions New equipment and technology Eliminated positions Terminations Retirements Resignations Turnover Beyond the Book Internal Forecast Factors • Transfers • Deaths • Promotions • Organization’s mission • Productivity of current employees • Skills/education of current employees

8. Demographics of labor supply Geographic population shifts Manufacturing-to service-to information-based economy shift Economic conditions Beyond the Book External Forecast Factors • Unemployment rate • Labor unions • Availability of applicants • Technological advances • Competitors • Growth of businesses

9. Forecast Methods Beyond the Book DirectManagerialInput Based on projections of cash flows,expenses, or financial measures BestGuess Based on managers’ assessment of current head count plus a guess onrelevant internal/external factors Statistical/Historical Ratios Based on statistical methods, such asmultiple regression, in combinationwith historical data

10. Beyond the Book Human Resource Information Systems • Computerized employee information systems use: • transaction processing • employee self-service • decision support

11. Beyond the Book Personal Data Promotion Data Work History HRIS EducationalData PerformanceAppraisal CompanyEmployment History Human Resource Information Systems

12. FederalEmploymentLaws Adverse ImpactandEmploymentDiscrimination SexualHarassmentLaws Employment Legislation 1

13. Federal Employment Laws Equal Pay Act of 1963 prohibits unequal pay for males and females doing similar work Civil Rights Act of 1964 prohibits discrimination on basis of race, color, religion, gender, origin Age Discrimination inEmployment Act of 1967 prohibits discrimination against persons age 40 and over Pregnancy DiscriminationAct of 1978 prohibits discrimination in employment against pregnant women 1.1

14. Federal Employment Laws (cont.) Americans with Disabilities Act of 1990 prohibits discrimination on the basis of physical or mental disabilities Civil Rights Act of 1991 strengthened the Civil Rights Act of 1964 Family & Medical Leave Act of 1993 permits workers to take up to 12 weeksof unpaid leave for pregnancy, etc. Uniformed Services Employment & Reemployment Rights Act prohibits discrimination against those serving in the Armed Forces Adapted from Exhibit 11.2 1.1

15. Intentional discrimination that results in equally qualified people being treated differently DisparateTreatment Unintentional discrimination that works to the disadvantage of members of protected groups AdverseImpact Comparison of selection rates of a protected to a nonprotected group to determine if adverse impact has occurred Four-Fifths Rule Adverse Impact and Employment Discrimination 1.2

16. QuidPro Quo Employee outcomes depend on whether an individual submits to sexual harassment Hostile WorkEnvironment Unwelcome and demeaning sexually related behavior creates an intimidating and offensive work environment Sexual Harassment 1.3

17. Common Managerial Mistakes in Sexual Harassment Laws Assuming: • …that the victim and harasser must be of the opposite sex • …that harassment can only occur between coworkers or supervisors and subordinates • …that only victims can file complaints 1.3

18. Company Responsibilities • Respond immediately to make sure sexual harassment laws are followed • Write a clear, understandable sexual harassment policy • Establish clear reporting procedures • Be in compliance with federal, state, and local sexual harassment laws 1.3

19. Finding Qualified Workers After reading these sections, you should be able to: explain how companies use recruiting to find qualified job applicants. describe the selection techniques and procedures that companies use when deciding which applicants should receive job offers.

20. Job Analysis and Recruiting InternalRecruiting ExternalRecruiting Recruiting 2

21. Information Collected by a Job Analysis • work activities • tools and equipment used to do the job • context in which the job is performed • personnel requirements for performing the job Job Analysis and Recruiting 2.1

22. Recruiting Selection Training Performance Appraisal Separation HR Subsystems Job Description Job Specification Job Analysis Job Analysis and Recruiting 2.1

23. Job Description written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job Job Specification a written summary of the qualificationsneeded to successfully perform a job Job Analysis and Recruiting 2.1

24. Internal Recruiting • A pool of applicants who already work for the company • “Promotion from within” • Improves employee morale and motivation • Reduces employer time and cost • Job posting is the procedure for internal advertising • Career path is a planned sequence of jobs 2.2

25. Methods for External Recruiting • Advertising • Employee referrals • Walk-ins • Outside organizations • Employment services • Special events • Internet job sites 2.3

26. Beyond the Book Ari Weinzweig’s Tips onHiring for Cultural Fit • Ari Weinzweig is the co-founder of Zingerman’s, one of the most successful delis in the United States. • Cultural fit is important at Zingerman’s. To succeed, employees must love food, serve other employees (not just customers), be flexible about job roles, and want to be great. • Ari’s tips: (1) Share the company vision in the interview. (2) Interview in the conditions in which an employee will be working—at Zingerman’s, on a busy, noisy deli floor. (3) Involve the candidate’s future co-workers in the interview; they have to work with the candidate if hired. (4) If a candidate doesn’t smile, he or she is out. Source: “Ask Inc.,” Inc., December 2007, 84.

27. Selection Application Formsand Résumés References andBackground Checks SelectionTests Interviews 3

28. 1. Children 2. Age 3. Disabilities 4. Physical Characteristics 5. Name 6. Citizenship 7. Lawsuits 8. Arrest records 9. Smoking 10. AIDS/HIV Topics Employers Should Avoid 3.1

29. References and Background Checks • References or background checks are not always provided by previous employers • Making background checks more effective • dig deeper for more information • get permission in writing • document all checks • consider hiring private investigators 3.2

30. Specific Ability Assessment Centers Cognitive Ability Selection Tests Biographical Data Work Sample Personality Selection Tests 3.3

31. Interviews • Unstructured Interviews • free-flow of questions • Structured Interviews • interviewer uses standard set of prepared questions • Semi-structured Interviews • some structure combined with interviewer judgement 3.4

32. Situational Questions Behavioral Questions Background Questions Job-Knowledge Questions Questions in Structured Interviews 3.4

33. Guidelines for Conducting Effective Structured Interviews Planning the Interview • Identify and define the KSAO needed for job • Develop key behavioral questions for each KSAO • For each KSAO, develop a list of things to look for in applicant’s responses KSAO: Knowledge, skills, abilities, and other characteristics 3.4

34. Guidelines for Conducting Effective Structured Interviews Conducting the Interview • Create a relaxed interview atmosphere • Review the applicant’s information • Allocate adequate time • Put the applicant at ease • Tell the applicant what to expect • Obtain job-related information (refer to KSAO) • Describe the job and organization 3.4

35. Guidelines for Conducting Effective Structured Interviews After the Interview • Review your notes immediately • Evaluate the applicant on each KSAO • Determine each applicant’s probability of success and make a hiring decision 3.4

36. Beyond the Book Biz Flix: Bowfinger Does Bobbie Bowfinger have a set of valid selection criteria for filling the role of a Kit Ramsey lookalike? Does Bowfinger apply the criteria uniformly to each applicant? Take Two Video Click

37. Developing Qualified Workers After reading these sections, you should be able to: describe how to determine training needs and select the appropriate training methods. discuss how to use performance appraisal to give meaningful performance feedback.

38. Training Training Needs TrainingMethods TrainingEvaluation 4

39. IdentifyPerformanceDeficiencies Listen toCustomerComplaints ConductingNeedsAssessments SurveyEmployersand Managers Test EmployeeSkills andKnowledge Determining Training Needs 4.1

40. Beyond the Book Step 1 Job Analysis Step 2 Test Employee Skills Step 3 Compare Employee Skillsto Required Skills Work Keys Needs Assessment

41. Beyond the Book Work Keys Needs Assessment

42. Impart Informationand Knowledge • films and videos • lecture • planned readings Develop Analyticaland Problem-SolvingSkills • case studies • coaching and mentoring • group discussions Practice, Learn, orChange Job Behaviors • on-the-job training • role-playing • simulations and games • vestibule training All of the above • Computer-based learning Training Methods 4.2

43. Beyond the Book UPS Takes New Tack on Training for its Gen Y Drivers • UPS driver training emphasizes different learning styles typical of different generations. • Gen Y drivers aren’t naturally up for the “engineered” culture at UPS, which includes strict rules about appearance and strict procedures and timing. They took 90-180 days to train (vs. the typical 30) and many quit after 1-2 months on the job. • UPS used to train with lectures and manuals, its “340 methods” approach. Now it trains with tech-enhanced simulation boot-camp that lets new drivers learn how to get on and off the truck, select packages, and even slip on wet spots without getting hurt. Source: N. A. Hira, “The Making of a UPS Driver,” Fortune, 12 November 2007, 118-128.

44. Reactions how satisfied trainees were with the program Learning how much employees improvedtheir knowledge or skills Behavior how much employees actually changedtheir on-the-job behavior Results how much training improvedjob performance Evaluating Training 4.3

45. Performance Appraisal MeasuringJob Performance SharingPerformanceFeedback 5

46. Measuring Job Performance: Common Rating Errors • Central tendency • all workers are rated as being average • Halo error • all workers are rated as performing at the same level in all parts of their jobs • Leniency error • all workers are rated as performing at a high level 5.1

47. Measuring Job Performance Improving Job Performance Measurements Improve Performance Appraisal Measures TrainPerformance Raters 5.1

48. Improving Performance Appraisal Measures • Objective performance measures • quantifiable outcomes (output, scrap, waste, sales, customer complaints, or rejection rates) • Subjective performance measures • trait rating scales • behavioral observation scales (BOS) 5.1

49. Subjective Performance Appraisal Scales 5.1

50. Rater Training • Teach raters how to avoid errors • Improve rating accuracy • Video training and role playing often used 5.1