12-1 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

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Presentation transcript:

12-1 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Building and Managing Human Resources Chapter Twelve

12-2 Learning Objectives LO12-1 Explain why strategic human resource management can help an organization gain a competitive advantage. LO12-2 Describe the steps managers take to recruit and select organizational members. LO12-3 Discuss the training and development options that ensure organization members can effectively perform their jobs.

12-3 Learning Objectives (cont.) LO12-4 Explain why performance appraisal and feedback is such a crucial activity, and list the choices managers must make in designing effective performance appraisal and feedback procedures. LO12-5 Explain the issues managers face in determining in determining levels of pay and benefits LO12-6 Understand the role that labor relations play in the effective management of human resources

12-4 Strategic Human Resource Management  Human Resource Management (HRM)  Activities that managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals.

12-5 Components of a Human Resource Management System Figure 12.1

12-6 Recruitment and Selection  Recruitment  Activities that managers engage in to develop a pool of candidates for open positions.  Selection  The process that managers use to determine the relative qualifications of job applicants and their potential for performing well in a particular job.

12-7 Human Resource Planning  Human Resource Planning (HRP)  Activities that managers engage in to forecast their current and future needs for human resources.  Demand, supply forecast

12-8 Job Analysis  Job Analysis  Identifying the tasks, duties and responsibilities that make up a job and the knowledge, skills, and abilities needed to perform the job.  Should be done for each job in the organization.

12-9 Selection Tools Figure 12.3

12-10 Training and Development  Training  Teaching organizational members how to perform current jobs and helping them to acquire the knowledge and skills they need to be effective performers.  Development  Building the knowledge and skills of organizational members to enable them to take on new responsibilities and challenges.

12-11 Training and Development  Needs Assessment  An assessment of which employees need training or development and what type of skills or knowledge they need to acquire.

12-12 Training and Development Figure 12.4

12-13 Performance Appraisal and Feedback  Performance Appraisal  The evaluation of employees’ job performance and contributions to their organization.  Traits, behaviors, results

12-14 Labor Relations  Labor Relations  The activities managers engage in to ensure they have effective working relationships with the labor unions that represent their employees interests.

12-15 Unions  Collective bargaining  Negotiation between labor and management to resolve conflicts and disputes about issues such as working hours, wages, benefits, working conditions, and job security.