INDIVIDUALS, JOBS, AND EFFECTIVE HR MANAGEMENT CHAPTER 3 INDIVIDUALS, JOBS, AND EFFECTIVE HR MANAGEMENT

Objectives Identify three areas where HR departments should set performance goals Describe your current job using the job characteristics model Discuss advantages / disadvantages of work teams Compare ways of dealing with turnover and absenteeism Enumerate ways to collect data for evaluating HR performance Summarize the process of evaluating HR performance Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 3-2

Individual Employee Performance Productivity Global competitiveness Organizations and productivity Individual productivity Increasing productivity Quality Production ISO 9000 Total Quality Management (TQM) Service Individual / organizational relationships The psychological contract Traditional Loyalty Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 3-3

Individual Motivation Content theories of motivation Maslow’s hierarchy of needs Herzberg’s motivation / hygiene theory Process theories of motivation Porter and Lawler model Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 3-4

Job Design Job characteristics Nature of job design Job enlargement / enrichment Job rotation Job characteristics Skill variety Task identity Task significance Autonomy Feedback Consequences of job design “Re-engineering” jobs Using teams Quality circles Production cells Self-directed teams Advantages / disadvantages Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 3-5

3-6 Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 3-6

Job Satisfaction and Organizational Commitment Absenteeism Types Measuring Controlling Turnover Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 3-7

3-8 Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 3-8

Assessing HR Effectiveness HR evaluation model Assessing HR effectiveness using records HR audit Using HR research for assessment Experiments and pilot projects Employee attitudes surveys Exit interviews Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 3-9

HR Performance and Benchmarking Professional organizations as information sources Benchmark analysis Return on Investment (ROI) Economic Value Added (EVA) Utility or cost / benefit analyses Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 3-10