STAFFING

Human Resource Management The integration of all processes, programs, and systems in an organization that ensure staff are acquired and used in an effective way

Human Resource Management (Contd.) HR is multidisciplinary: It applies the disciplines of Economics (wages, markets, resources), Psychology (motivation, satisfaction), Sociology (organization structure, culture) and Law (min. wage, labor contracts) What HR Professionals Do? HR planning Recruitment & Selection Training and development Compensation & Performance review Labor relations

Human Resource Planning Assessing Current Human Resources Assessing Future Human Resource Needs Developing a Program to Meet Needs

Human Resource Planning The process of systematically reviewing HR requirements to ensure that the required number of employees, with the required skills, are available when they are needed

HR Planning We have found the gap, how do we fill this void? Internal Labour Supply Skill Inventory Succession Planning Replacement Planning Inventory Chart Present & Future staffing situations Helps in retention & expulsion strategy External Labour Supply

Job Analysis (Functional Job Analysis, Position analysis questionnaire) A Basic Human Resource Management Tool Human Resource Planning Recruitment Selection Training and Development Performance Appraisal Compensation and Benefits Safety and Health Employee and Labor Relations Legal Considerations Job Analysis for Teams Tasks Responsibilities Duties Job Descriptions Job Analysis Job Specifications Knowledge Skills Abilities

Definitions Job - Consists of a group of tasks that must be performed for an organization to achieve its goals Position - Collection of tasks and responsibilities performed by one person; there is a position for every individual in an organization Job analysis - Systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization (functional job analysis , position analysis questionnaire) Job description – document providing information regarding tasks, duties, and responsibilities of job Job specification – minimum qualifications to perform a particular job

Recruitment Process of locating, identifying, and attracting capable candidates Can be for current or future needs Critical activity for some corporations. What sources do we use for recruitment

Sources of Recruitment

Recruitment Sources School Placement Employee Referrals Internal Searches Recruitment Sources Voluntary Applicants Employment Agencies Advertisements

SELECTION A series of steps from initial applicant screening to final hiring of the new employee. Selection process. Step 1 Completing application materials. Step 2 Conducting an interview. Step 3 Completing any necessary tests. Step 4 Doing a background investigation. Step 5 Deciding to hire or not to hire.

Selection process Step 1 Completing application materials. Gathering information regarding an applicant’s background and experiences. Typical application materials. Traditional application forms. Résumés. Sometimes tests may be included with application materials. Step 2 Conducting an interview. Typically used though they are subject to perceptual distortions. Interviews can provide rough ideas concerning the person’s fit with the job and the organization.

Selection process Step 3 Completing any necessary tests. Administered before or after the interview. Common examples of employment tests. Cognitive, clerical, or mechanical aptitudes or abilities. Personality. Step 4 Doing a background investigation. Can be used early or late in selection process. Background investigations include: Basic level checks. Reference checks.

Selection process Step 5 Deciding to hire or not to hire. Draws on information produced in preceding selection steps. A job offer is made. A physical examination may be required if it is relevant to job performance. Negotiation of salary and/or benefits for some jobs. Step 6 Socialization. The final step in the staffing process. Involves orienting new employees to: The firm. The work units in which they will be working. The firm’s policies and procedures. The firm’s organizational culture.

Performance Appraisal

Performance Appraisal The identification, measurement, and management of human performance in organizations.

Why Conduct Performance Appraisals? Make decisions about that person's future with the organization Identify training requirements Employee improvement Pay, promotion, and other personnel decisions Research Validation of selection techniques and criteria

A Model of Performance Appraisal Skills/Activities/Output Performance Appraisal System Reward/Training/Punishment

Techniques for Evaluating Managers Evaluation by superiors Evaluation by colleagues Peer ratings tend to be more favorable for career development than for promotion decisions Self‑evaluation Self‑ratings suffer from leniency Subordinate evaluation Effective in developing leadership Leads to improved performance 360 degree feedback (multi‑source)

360° Feedback The combination of peer, subordinate, and self-review

Key Steps in Implementing 360° Appraisal Top management communicates the goals Employees and managers are involved in the development of the appraisal criteria and process. Employees are trained in giving & receiving feedback. Employees are informed of the nature of the 360° appraisal instrument and process. The 360° system undergoes pilot testing Management continuously reinforces the goals of the 360° appraisal and is ready to change the process when necessary.

Measurement Tools

Relative and Absolute Judgment Relative Judgment An appraisal format that asks supervisors to compare an employee's performance to the performance of other employees doing the same job. Absolute Judgment An appraisal format that asks supervisors to make judgments about an employee’s performance based solely on performance standards.

Rating Methods Performance rating scales Ranking technique Supervisors indicate how or to what degree a worker possesses a relevant job characteristic Ranking technique Supervisors list the workers in order from highest to lowest Paired‑comparison technique Compares the performance of each worker with that of every other person in the group Forced choice technique Raters are presented with groups of descriptive statements and are asked to select the phrase in each group that is most descriptive of the worker being evaluated

Rating Methods Behaviorally anchored rating scales (BARS) Appraisers rate critical employee behavior Critical‑incident behaviors are established These behaviors are used as standards for appraising effectiveness The BARS items can be scored objectively by indicating whether the employee displays that behavior Behavioral observation scales (BOS) Appraisers rate the frequency of critical employee behaviors The ratings are assigned on a five point scale The evaluation yields a total score Management by objectives (MBO)

Appraising Managers as Managers

Organizational Change

Concept of Organizational Change Defined as adoption of a new idea or behavior by an organization. Organizations need to continuously adapt to new situations if they are to survive and prosper

Planned and Unplanned Organizational Changes Planned Changes Changes in products and services Changes in administrative systems Changes in organizational size or structure Introduction of new technologies Advances in information processing and communication Unplanned Changes Changing employee demographics Performance gaps Governmental regulations Economic competition in the global arena

Forces For Change Workforce World Politics Technology Social Trends Economic Shocks Competition

Resistance to Change - Forms Overt and immediate Voicing complaints, engaging in job actions Implicit and deferred Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism

Resistance to Change Individual Selective Information Processing Fear of the Unknown Force of Habit Need for Security Economic Factors Individual

Resistance to Change Organization Structural & Group Inertia Limited Focus Threat to establish resource allocation Threat to Expertise power relationship Organization

Overcoming Resistance to Change Education and Communication Participation Negotiation Facilitation and Support Manipulation and Cooptation Coercion

Organizational Change Unfreezing Changing Refreezing Lewin’s Three-Step Process

Unfreezing the Status Quo Desired State Restraining Forces Status Quo Driving Forces Time

Definition of OD OD is a planned process of change in an organization’s culture through the utilization of behavioral science technology, research, and theory.

Organization Development is... a systemwide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness.

Organizational Development - The Premises Respect for people Trust and support Power equalization Confrontation Participation

OD Process Evaluation Diagnosis Intervention .

OD Interventions Intergroup development Process consultation Sensitivity training Third Party Intervention Survey feedback Team building Culture Change

Manager Development On the Job Training Planned Progression Job Rotation Creation of “assistant-to” Temporary promotion Committees Off the Job Training Conference MDPs Business Simulations

Organizational Conflicts

Sources of Conflict Competition for scarce resources Time pressure Unreasonable standards, policies, rules or procedures Communication breakdowns Personality clashes Ambiguous or overlapping jurisdictions Unrealized expectations

Managing Conflicts Avoidance Problem solving Compromise Forcing Smoothing Structural change

LEADING