Human Resource Management Chapter Ten Human Resource Management © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter Objectives Explain what human resource management involves. Define the term human capital and identify at least four of Pfeffer’s people-centered practices. Identify and briefly explain the seven steps in the PROCEED model of employee selection. Distinguish among equal employment opportunity, affirmative action, and managing diversity. Explain how managers can be more effective interviewers. © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter Objectives (cont’d) Discuss how performance appraisals can be made legally defensible. Contrast the ingredients of good training programs for both skill and factual learning and explain training program evaluation. Specify the essential components of an organization’s policies for dealing with sexual harassment, and alcohol and drug abuse. © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Human Resource Strategy: A People-Centered Approach Human Resource Management (HRM) The acquisition, evaluation, retention, and development of human resources necessary for organizational success Moved from a support staff function (personnel) to a more strategic role in organizations Human Capital All present and future workforce participants who need to develop to their full potential as valuable assets to organizations © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Figure 10.1: A General Model for Human Resource Management © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Human Resource Strategy: A People-Centered Approach (cont’d) People-centered organizations enjoy a competitive advantage because of people-centered practices: Protection of job security Rigorous hiring process Employee empowerment Compensation linked to performance Comprehensive training Reduction of status differences Sharing of key information © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Human Resource Strategy: A People-Centered Approach (cont’d) Recruitment and Selection The ultimate goal of recruiting is to generate a pool of qualified applicants for new and existing jobs. Recruiting for diversity To generate through many different sources a pool of qualified applicants who are demographically representative of the population at large Social networking via the Web is rapidly becoming the tool of choice for both recruiters and job seekers. © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Table 10.1: The Employee Selection Process: Still’s PROCEED Model Step 1: Prepare Step 2: Review Step 3: Organize Step 4: Conduct Step 5: Evaluate Step 6: Exchange Step 7: Decide © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Human Resource Strategy: A People-Centered Approach (cont’d) The Selection Process HR analysts commonly compare the screening and selection process to a hurdle race. Job Analysis The process of identifying basic task and skill requirements for a specific job by studying superior performers Job Description A concise document that outlines the role expectations and skill requirements for a specific job © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Equal Employment Opportunity (EEO) EEO and Title VII of the Civil Rights Act of 1964 In virtually all aspects of employment, it is unlawful to discriminate on the basis of race, color, sex, religion, age, national origin, disability, or veteran status. Selection and all other personnel decisions must be made solely on the basis of objective (job-related) criteria such as the ability to perform or seniority. © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Affirmative Action Program (AAP) A plan for actively seeking out, employing, and developing the talents of those groups traditionally discriminated against in employment Active recruitment of women and minorities Elimination of prejudicial questions on employment application forms Establishment of specific goals and timetables for minority hiring Statistical validation of employment testing procedures © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Affirmative Action Program (AAP) (cont’d) From Affirmative Action to Managing Diversity The managing diversity movement promises to raise the discussion of equal employment opportunity to a higher plane. Diversity issues include age, education, background, and personality differences Diversity advocates want to broaden the message of inclusion to make it globally applicable in multinational organizations © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Accommodating the Needs of People with Disabilities Americans with Disabilities Act of 1990 (ADA) Requires employers to make reasonable accommodations to the needs of present and future employees with physical and mental disabilities ADA Policy Guidelines for Employers Audit the workplace to eliminate barriers and bias. Train all managers in ADA compliance and all employees to be sensitive to others with disabilities. Do not hire anyone who cannot safely perform the basic duties of a particular job with reasonable accommodation. © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Recruitment and Selection Employment Selection Tests Any procedures used in the employment decision process such as: Pencil-and-paper tests Unscored application forms Informal and formal interviews Performance tests Physical, education, or experience requirements Must be unbiased, statistically valid, and reliable predictors of job success © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Effective Interviewing Interviews are the most common selection tool. Shortcomings of unstructured interviews: Highly susceptible to distortion and bias Highly susceptible to legal attack Legally indefensible if contested Apparent but no real validity Not totally job-related and possibly invasive of privacy Highly inconsistent in application as selection tool Subject to interviewer bias (e.g., cultural bias) No feedback about selection errors There is an unsubstantiated confidence in the traditional interview. © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Effective Interviewing (cont’d) Structured interviews: A set of job-related questions with standardized answers Question types used in structured interviews: Situational Job knowledge Job sample simulation Worker requirements Behavioral interviewing: Asking candidates detailed questions about specific behaviors in past job-related situations © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Table 10.3: Types of Structured Interview Questions © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Performance Appraisal Evaluating individual job performance as a basis for making objective personnel decisions Making Performance Appraisals Legally Defensible Use job analysis to develop the appraisal system. Check that the appraisal system is behavior-oriented, not trait-oriented. Have evaluators follow specific written instructions when conducting appraisals. Have evaluators review results with the ratees. © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Table 10.4: A Good Performance Appraisal © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Performance Appraisal (cont’d) Alternative Performance Appraisal Techniques Goal setting (MBO) Written essays Critical incidents Graphic rating scales Behaviorally anchored rating scales (BARS) Weighted checklists Rankings and comparisons Multirater appraisals 360-degree review © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Training Training Using guided experience to change employee behavior/attitudes Training facts The majority of today’s training is remarkably low-tech There is no one-best training technique Ideally, training content and delivery should be tailored to the individual © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Figure 10.2: The Content and Delivery of Today’s Training © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Figure 10.2: The Content and Delivery of Today’s Training

The Ingredients of a Good Training Program Maximize similarity between the training and the job. Provide as much experience as possible. Provide a variety of examples. Label or identify important task features. Make sure general principles are understood. Reward trained behaviors and ideas. Design training content for obvious applicability. Use questions to guide trainee’s attention. © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Skill Versus Factual Learning Effective skill learning ingredients Goal setting Modeling Practice Feedback Effective factual learning sequence Meaningful presentation of materials © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Training Program Evaluation: The Kirkpatrick Model Four levels of Program Evaluation: Reaction – Did the trainee enjoy the program and find it useful or relevant? Learning – Did the trainee acquire the knowledge and/or skills intended? Behavior – Did the trainee perform the newly-acquired behaviors on the job? Results – Were the trainee’s newly acquired behaviors responsible for measurable improvement in key outcomes? © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Discouraging Sexual Harassment Sexual harassment: Unwanted attention that creates an offensive or intimidating work environment Unwanted physical contact Gestures, displays, joking, and language It is the manager’s job to be aware of and to correct cases of harassment. Ignorance of such activity is not a valid legal defense. © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Discouraging Sexual Harassment (cont’d) What can the victim do? Live with it Fight back Complain to higher-ups Find another job Sue the employer Victims win their suits when harassment is Severe Witnesses are present Supporting documentation exists Management had been notified but failed to take action. © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Discouraging Sexual Harassment (cont’d) What can the organization do? Practice prevention and remediation Garner organization-wide commitment to eliminate sexual harassment. Issue a clear sexual harassment policy statement. Provide appropriate awareness training. Establish a grievance procedure for reporting incidents of harassment. © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Controlling Drug and Alcohol Abuse Alcoholism: A disease in which alcohol disrupts one’s normal life Health care costs for alcoholic employees and drug abusers are 300 percent higher than for non-alcoholics and nonabusers. The Legal Side of Workplace Substance Abuse Recovering drug addicts and alcoholics are covered by the Vocational Rehabilitation Act of 1973. Employers with federal contracts exceeding $25,000 must comply with the Federal Drug-Free Workplace Act of 1988. © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Controlling Drug and Alcohol Abuse (cont’d) Referral and Rehabilitation How to assist an abusing employee Don’t accuse the employee; offer help after the employee self-admits the problem. Don’t “play doctor.” Refer the employee to an employee assistance program (EAP) or community resources for rehabilitation. © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Summary Human resource management involves human resource acquisition, retention, and development. Both present and future employees are human capital that needs to be developed to its fullest potential. Managers need to recruit for diversity to increase their appeal to job applicants and customers alike. The hurdle-like selection process can be summed up in the seven-step PROCEED model. Federal equal employment opportunity laws require managers to make hiring and other personnel decisions on the basis of ability to perform rather than personal prejudice. © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Summary (cont’d) All employment tests must be valid predictors of job performance. Legally defensible performance appraisals enable managers to make objective personnel decisions. Training programs should be designed with an eye toward maximizing the retention of learning and its transfer to the job. Sexual harassment and alcohol and drug abuse are contemporary human resource problems that require top-management attention and strong policies. © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Terms to Understand Human resource management Human capital Job analysis Job description Affirmative Action Program (AAP) Employment selection test Structured interview Behavior-based interview Performance appraisal Behaviorally Anchored Rating Scales (BARS) 306-degree review Training Sexual harassment Alcoholism © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.