Staffing and Human Resource Management C H A P T E R 9 Staffing and Human Resource Management Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Chapter Objectives After studying this chapter and the case exercises at the end, you should be able to: Write a job description. Lay out a recruiting plan, showing how you would recruit the needed employees. Show what the manager is doing right and wrong in interviewing candidates and how to remedy the situation. Show what the manager is doing right and wrong in training employees and how to remedy the situation. Copyright © 2004 Prentice Hall. All rights reserved.

Chapter Objectives (cont’d) Show what the manager is doing right and wrong in disciplining employees and how to remedy the situation. Explain what the manager is doing that is contrary to federal equal employment law and how he or she can to resolve the situation. Copyright © 2004 Prentice Hall. All rights reserved.

Human Resources (HR) Management The management function devoted to acquiring, training, appraising, and compensating employees. Strategic Human Resource Management The linking of the human resource function with the company’s strategies to accomplish that strategy. Copyright © 2004 Prentice Hall. All rights reserved.

The Basic HR Process FIGURE 9–1 Copyright © 2004 Prentice Hall. All rights reserved. FIGURE 9–1

Writing Job Descriptions And Recruiting Employees Staffing Filling a firm’s open positions; also, the personnel process that includes six steps: job analysis, personnel planning; recruiting, interviewing, testing and selection, and training and development. Copyright © 2004 Prentice Hall. All rights reserved.

Job Analysis Job Analysis Job Specification Job Description The procedure used to determine the duties of particular jobs and the kinds of people (in terms of skills and experience) who should be hired for them. Job Specification The human qualifications in terms of traits, skills, and experiences required to accomplish a job. Job Description A document that identifies a particular job, provides a brief job summary, and lists specific responsibilities and duties of the job. Copyright © 2004 Prentice Hall. All rights reserved.

Steps in the Recruitment and Selection (staffing) Process Copyright © 2004 Prentice Hall. All rights reserved. FIGURE 9–2

Job Analysis Questionnaire for Developing Job Descriptions A form used by managers to determine the duties and functions of a job through a series of questions that employees answer. Copyright © 2004 Prentice Hall. All rights reserved. FIGURE 9–4 Source: www.hrnext.com (accessed in July 28,2001)

Checklist 9.1 Job Analysis Questions What is the job being performed? What are the major duties of your position? What exactly do you do? What are the education, experience, skill, and [where applicable] certification and licensing requirements? In what activities do you participate now? What are the job’s responsibilities and duties? What are the basic accountabilities or performance standards that typify your work? Copyright © 2004 Prentice Hall. All rights reserved.

Checklist 9.1 (cont’d) Job Analysis Questions What are your responsibilities? What are the environmental and working conditions involved? What are the job’s physical demands? Its emotional and mental demands? What are the health and safety conditions? Does the job expose you to any hazards or unusual working conditions? Copyright © 2004 Prentice Hall. All rights reserved.

Personnel Planning Personnel Planning Position Replacement Card The process of determining the organization’s future personnel needs, as well as the methods to be used to fill those needs. Position Replacement Card A card prepared for each position in a company to show possible replacement candidates and their qualifications. Copyright © 2004 Prentice Hall. All rights reserved.

Management Personnel Replacement Chart Copyright © 2004 Prentice Hall. All rights reserved. FIGURE 9–5

Employee Recruiting Recruiting Attracting a pool of viable job applicants. Copyright © 2004 Prentice Hall. All rights reserved.

Sources of Recruits Current employees Advertising The Internet Employment agencies Public Private Contingent workers and temporary help agencies Executive recruiters Employee referrals Walk-ins College recruiting Recruiting for a diverse workforce Copyright © 2004 Prentice Hall. All rights reserved.

Job Posting Form A job posting publicizes an open job to employees (often by literally posting it on bulletin boards and intranets) and listing its attributes, like qualifications, supervisor, working schedule, and pay rate. Source: Source: Bureau of National Affairs, Inc., Recruiting and Selection Procedures (Washington, DC, 1988), p.35. Copyright © 2004 Prentice Hall. All rights reserved. FIGURE A9–1

Checklist 9.2 How to Use an Employment Agency Give the agency an accurate and complete job description. Tests, application blanks, and interviews should be a part of the agency’s selection process. Periodically review data on candidates accepted or rejected by your firm and by the agency. Develop a long-term relationship with one or two agencies. Screen the agency. Check with other managers. What is its reputation in the community and with the Better Business Bureau? Copyright © 2004 Prentice Hall. All rights reserved.

Employment Application A form that requests information such as education, work history, and hobbies from a job candidate as a means of quickly collecting verifiable historical data. Copyright © 2004 Prentice Hall. All rights reserved. FIGURE 0–7

Testing for Employee Selection Uses of Tests Reliability (repeatability of test results) Validity (measures what it purports to measure) Types of Tests Intelligence Mechanical comprehension Personality and interests Ability/achievement (current capabilities/knowledge) Aptitude (performance potential) Management assessment center Copyright © 2004 Prentice Hall. All rights reserved.

Sample Test Copyright © 2004 Prentice Hall. All rights reserved. FIGURE 9–8 Source: Courtesy of NYT Permissions.

Bennett Test of Mechanical Comprehension, Example Source: Bennett Mechanical Comprehension Test. Copyright 1942, 1967–1970, 1980 by The Psychological Corporation, a Harcourt Assessment Company. Reproduced by permission. All rights reserved. “Bennett Mechanical Comprehension Test” and “BMCT” are registered trademarks of The Psychological Corporation. Copyright © 2004 Prentice Hall. All rights reserved. FIGURE 9–9

Conducting Effective Interviews Plan the interview Structure the interview Establish rapport Ask effective questions Delay your decision Close the interview Copyright © 2004 Prentice Hall. All rights reserved.

Guidelines for Interviewees Prepare Make a good first impression Uncover the interviewer’s needs Relate your answers to the interviewer’s needs Think before answering Watch your nonverbal behavior Copyright © 2004 Prentice Hall. All rights reserved.

Other Selection Techniques Computerized Testing Background Investigations and Reference Checks Honesty Testing Health Exams Copyright © 2004 Prentice Hall. All rights reserved.

Structured Interview Form for College Applicants FIGURE 9–10 Copyright © 2004 Prentice Hall. All rights reserved.

Employee Reference Check Form FIGURE 9–11 Copyright © 2004 Prentice Hall. All rights reserved.

Checklist 9.3 How to Screen Potentially Dishonest Candidates Ask blunt questions. Do a credit check. Carefully check all employment and personal references. Use paper and pencil honesty tests and psychological tests. Tests for drugs. Devise a drug-testing program, and give each applicant a copy of the policy. Establish a search and seizure policy. Copyright © 2004 Prentice Hall. All rights reserved.

Orienting Employees Orientation The process of providing new employees with basic information about the employer, such as company policies, working hours, or parking arrangements. Copyright © 2004 Prentice Hall. All rights reserved.

Training Employees Training Program Training Program Steps The process of providing new employees with information they need to do their jobs satisfactorily. Training Program Steps Needs analysis Instructional design Validation Implementation Evaluation and follow-up Copyright © 2004 Prentice Hall. All rights reserved.

Checklist 9.4 How to Conduct an On-the-Job (OJT) Training Program Prepare the learner. Present the operations. Do a tryout. Follow-up. Copyright © 2004 Prentice Hall. All rights reserved.

Employee Appraisal Performance Appraisal A manager’s objective evaluation of and feedback on an employee’s work performance. Typical Performance Appraisal Method A graphic rating scale that lists several job characteristics (like quality of work) and provides a rating scale (from outstanding to unsatisfactory), along with short definitions of each rating. Copyright © 2004 Prentice Hall. All rights reserved.

Employee Appraisal Methods Critical Incidents Method Compiling brief examples of good/bad performance, and using them to support appraisal and development needs. Forced Distribution Method Placing predetermined percentages of ratees into performance categories. 360-degree Feedback Collecting performance information on an employee from subordinates, supervisors, peers, and internal and external customers. Copyright © 2004 Prentice Hall. All rights reserved.

Performance Appraisal Form FIGURE 9–13 Source: Gary Dessler, Human Resource Management, 9th ed. (Upper Saddle River, NJ: Prentice-Hall, 2000), p.90. Copyright © 2004 Prentice Hall. All rights reserved.

Checklist 9.5 How to Conduct the Appraisal Interview Prepare for the interview. Be direct and specific. Don’t get personal. Encourage the person to talk. Don’t tiptoe around. Copyright © 2004 Prentice Hall. All rights reserved.

Forms of Employee Compensation Fixed Salary Compensation based on an agreed rate for a period of time. Hourly Wage Compensation based on a set hourly pay rate for work performed. Financial Incentive Any financial reward that is contingent on a worker’s performance, such as commissions or piecework. Copyright © 2004 Prentice Hall. All rights reserved.

Employee Benefits Unemployment Insurance Workers’ Compensation Legally mandated insurance that is paid by state agencies to workers who are terminated through no fault of their own; the funds come from a tax on the employer’s payroll. Workers’ Compensation A legally mandated benefit that pays income and medical benefits to work-related accident victims or their dependents, regardless of fault. Copyright © 2004 Prentice Hall. All rights reserved.

Discipline and Grievances FRACT Model A multi-step procedure for assessing the need for discipline: Get the Facts Find the Reason Audit the records Pinpoint Consequences Identify the Type of infraction. Copyright © 2004 Prentice Hall. All rights reserved.

Discipline and Grievances (cont’d) Discipline without Punishment A multistage disciplinary technique that uses oral reminders of the violated rule; then written reminders; followed by a paid one-day leave; and finally, if the behavior is not corrected, dismissal. Grievance A complaint that an employee lodges against an employer, usually one regarding wages, hours, or some condition of employment, such as unfair supervisory behavior. Copyright © 2004 Prentice Hall. All rights reserved.

Checklist 9.6 Guidelines for Disciplining an Employee Make sure the evidence supports the charge. Protect the employee’s due process rights. Warn the employee of the disciplinary consequences. The rule allegedly violated should be “reasonably related” to the efficient and safe operation of the work environment. Fairly and adequately investigate the matter. Be sure there is substantial evidence of misconduct. Copyright © 2004 Prentice Hall. All rights reserved.

Checklist 9.6 (cont’d) Guidelines for Disciplining an Employee Apply rules, orders, or penalties even-handedly. Make sure the penalty is reasonably related to the misconduct and to the employee’s past work history. Maintain the employee’s right to counsel. Don’t rob your subordinate of his or her dignity. Remember that the burden of proof is on you. Get the facts. Don’t base your decision on hearsay or “general impression.” Don’t act while angry. Copyright © 2004 Prentice Hall. All rights reserved.

Summary of Important Equal Employment Opportunity Legislation Title VII of 1964 Civil Rights Act, as amended Executive orders Federal agency guidelines Supreme court decisions: Griggs v. Duke Power Co., Albemarle v. Moody Equal Pay Act of 1967 Age Discrimination in Employment Act of 1967 State and local laws Vocational Rehabilitation Act of 1973 Pregnancy Discrimination Act of 1978 Vietnam Era Veteran’s Readjustment Assistance Act of 1974 Wards Cove v. Antonio; Patterson v. McLean Credit Union Morton v. Wilks Americans with Disabilities Act of 1990 Civil Rights Act of 1991 Source: Gary Dessler, Human Resource Management, 7th ed. (Upper Saddle River, NJ: Prentice-Hall, 2000), p.52. Copyright © 2004 Prentice Hall. All rights reserved.

Affirmative Action Affirmative Action A legislated requirement that employers make an extra effort to hire and promote those in a protected (women or minority) group. Copyright © 2004 Prentice Hall. All rights reserved.

Labor–Management Relations Norris–LaGuardia Act Guarantees each employee the right to bargain with employers for union benefits. Wagner Act Outlaws unfair labor practices such as employers interfering with, restraining, or coercing employees who are exercising their legally sanctioned rights of organizing themselves into a union. The Taft–Hartley Act Prohibits unfair labor practices by unions against employers (like refusing to bargain with the employer). The Landrum-Griffin Act Protects union members from unfair practices perpetrated against them by their unions. Copyright © 2004 Prentice Hall. All rights reserved.