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2. Human Resource Management
Matching process,
integrating the
organization’s
goals with
employees’ needs.
All managers
are resource
managers.
Employees are
viewed as assets.

3. Human Resource Management Goals
Company Strategy
OSHA
HRM planning
Job analysis
Forecasting
Recruiting
Selecting
Attract an Effective Workforce
Maintain an Effective Workforce
Wage and salary
Benefits
Labor relations
Terminations
Develop an Effective Workforce
Training
Development
Appraisal

4. Three Way HR Is Changing
Focus on building human capital 1
Development of global HR strategies 2 3
The using of information technology

5. The Changing Social Contract
New Contract
Old Contract
Employee
Employability, personal responsibility Partner in business improvement Learning
Job security A cog in the machine Knowing
Employer
Traditional compensation package Standard training program Routine jobs Limited information
Continuous learning, lateral career movement, incentive compensation Creative development opportunities Challenging assignments Information and resources
SOURCE: Based on Louisa Wah, “The New Workplace Paradox “ Management Review, January 1998,7; and Douglas T. Hall and Jonathan B. Moss, “The New Protean Career Contract: Helping Organizations and Employees Adapt,” Organizational Dynamics, winter 1998,

6. Matching Model
An employee selection approach in which the organization and the applicant attempt to match each other’s needs, interest, and values.

7. Attracting an Effective Workforce
Choose Recruiting
Sources
Want ads
Headhunters
Internet
Select the
Candidate
Application
Interview
Tests
HR Planning
Retirements
Growth
Resignations
Welcome New
Employee
Matching Mode
Company Needs
Strategic goals
Current & future competencies
Market changes
Employee turnover
Corporate culture
Employee Contributions
Ability
Education
Creativity
Commitment
Expertise
Match with
Company Inducements
Pay and benefits
Meaningful work
Advancement
Training
Challenge
Employee Needs
Stage of career
Personal values
Promotion aspirations
Outside interests
Family concerns
Match with

8. Basic Building Blocks of HR Managers
Job Analysis
Job Description
Job Specification

9. Interviewing An Applicant
Know what you want
Prepare a road map
Use open ended questions
Do not ask irrelevant questions
Do not rush interview
Do not rely on your memory

10. Reasons For Not Asking About Home Ownership
Might adversely affect applicants chances at the job
Minorities and women may be less likely to own a home
Home ownership is probably unrelated to job performance

11. Validity
The relationship between an applicant’s score on a selection device and his or her future job performance.

12. EEOC No-No Related Questions
Race related questions
Age
Religion
Gender
National origin

13. Performance Appraisal Steps
Observing and assessing performance
Recording the assessment
Providing feedback to employee

14. Making Performance Appraisals A Positive Force
The accurate assessment of performance through the development and application of assessment systems such as a rating scale
Training managers to effectively use the performance appraisal interview to provide feedback that reinforces good performance and motivate employee development

15. NEED TO SCAN PAGE 415, Figure 13.8

16. Termination First, employees who are poor performers can be dismissed
The value of termination for maintaining an effective workforce is two fold;
First, employees who are poor performers can be dismissed
Second, employers can use exit interviews in a positive manner