1. Staffing and Human Resource Management
C H A P T E R 9
Staffing and Human Resource Management
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2. Chapter Objectives After studying this chapter and the case exercises at the end, you should be able to:
Write a job description.
Lay out a recruiting plan, showing how you would recruit the needed employees.
Show what the manager is doing right and wrong in interviewing candidates and how to remedy the situation.
Show what the manager is doing right and wrong in training employees and how to remedy the situation.
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3. Chapter Objectives (cont’d)
Show what the manager is doing right and wrong in disciplining employees and how to remedy the situation.
Explain what the manager is doing that is contrary to federal equal employment law and how he or she can to resolve the situation.
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4. Human Resources (HR) Management
The management function devoted to acquiring, training, appraising, and compensating employees.
Strategic Human Resource Management
The linking of the human resource function with the company’s strategies to accomplish that strategy.
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5. The Basic HR Process FIGURE 9–1
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FIGURE 9–1

6. Writing Job Descriptions And Recruiting Employees
Staffing
Filling a firm’s open positions; also, the personnel process that includes six steps: job analysis, personnel planning; recruiting, interviewing, testing and selection, and training and development.
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7. Job Analysis Job Analysis Job Specification Job Description
The procedure used to determine the duties of particular jobs and the kinds of people (in terms of skills and experience) who should be hired for them.
Job Specification
The human qualifications in terms of traits, skills, and experiences required to accomplish a job.
Job Description
A document that identifies a particular job, provides a brief job summary, and lists specific responsibilities and duties of the job.
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8. Steps in the Recruitment and Selection (staffing) Process
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FIGURE 9–2

9. Job Analysis Questionnaire for Developing Job Descriptions
A form used by managers to determine the duties and functions of a job through a series of questions that employees answer.
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FIGURE 9–4
Source: (accessed in July 28,2001)

10. Checklist 9.1 Job Analysis Questions
What is the job being performed?
What are the major duties of your position? What exactly do you do?
What are the education, experience, skill, and [where applicable] certification and licensing requirements?
In what activities do you participate now?
What are the job’s responsibilities and duties?
What are the basic accountabilities or performance standards that typify your work?
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11. Checklist 9.1 (cont’d) Job Analysis Questions
What are your responsibilities?
What are the environmental and working conditions involved?
What are the job’s physical demands? Its emotional and mental demands?
What are the health and safety conditions?
Does the job expose you to any hazards or unusual working conditions?
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12. Personnel Planning Personnel Planning Position Replacement Card
The process of determining the organization’s future personnel needs, as well as the methods to be used to fill those needs.
Position Replacement Card
A card prepared for each position in a company to show possible replacement candidates and their qualifications.
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13. Management Personnel Replacement Chart
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FIGURE 9–5

14. Employee Recruiting Recruiting
Attracting a pool of viable job applicants.
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15. Sources of Recruits Current employees Advertising The Internet
Employment agencies
Public
Private
Contingent workers and temporary help agencies
Executive recruiters
Employee referrals
Walk-ins
College recruiting
Recruiting for a diverse workforce
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16. Job Posting Form
A job posting publicizes an open job to employees (often by literally posting it on bulletin boards and intranets) and listing its attributes, like qualifications, supervisor, working schedule, and pay rate.
Source: Source: Bureau of National Affairs, Inc., Recruiting and Selection Procedures (Washington, DC, 1988), p.35.
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FIGURE A9–1

17. Checklist 9.2 How to Use an Employment Agency
Give the agency an accurate and complete job description.
Tests, application blanks, and interviews should be a part of the agency’s selection process.
Periodically review data on candidates accepted or rejected by your firm and by the agency.
Develop a long-term relationship with one or two agencies.
Screen the agency. Check with other managers. What is its reputation in the community and with the Better Business Bureau?
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18. Employment Application
A form that requests information such as education, work history, and hobbies from a job candidate as a means of quickly collecting verifiable historical data.
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FIGURE 0–7

19. Testing for Employee Selection
Uses of Tests
Reliability (repeatability of test results)
Validity (measures what it purports to measure)
Types of Tests
Intelligence
Mechanical comprehension
Personality and interests
Ability/achievement (current capabilities/knowledge)
Aptitude (performance potential)
Management assessment center
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20. Sample Test
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FIGURE 9–8
Source: Courtesy of NYT Permissions.

21. Bennett Test of Mechanical Comprehension, Example
Source: Bennett Mechanical Comprehension Test. Copyright 1942, 1967–1970, 1980 by The Psychological Corporation, a Harcourt Assessment Company. Reproduced by permission. All rights reserved. “Bennett Mechanical Comprehension Test” and “BMCT” are registered trademarks of The Psychological Corporation.
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FIGURE 9–9

22. Conducting Effective Interviews
Plan the interview
Structure the interview
Establish rapport
Ask effective questions
Delay your decision
Close the interview
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23. Guidelines for Interviewees
Prepare
Make a good first impression
Uncover the interviewer’s needs
Relate your answers to the interviewer’s needs
Think before answering
Watch your nonverbal behavior
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24. Other Selection Techniques
Computerized Testing
Background Investigations and Reference Checks
Honesty Testing
Health Exams
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25. Structured Interview Form for College Applicants
FIGURE 9–10
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26. Employee Reference Check Form
FIGURE 9–11
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27. Checklist 9.3 How to Screen Potentially Dishonest Candidates
Ask blunt questions.
Do a credit check.
Carefully check all employment and personal references.
Use paper and pencil honesty tests and psychological tests.
Tests for drugs. Devise a drug-testing program, and give each applicant a copy of the policy.
Establish a search and seizure policy.
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28. Orienting Employees Orientation
The process of providing new employees with basic information about the employer, such as company policies, working hours, or parking arrangements.
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29. Training Employees Training Program Training Program Steps
The process of providing new employees with information they need to do their jobs satisfactorily.
Training Program Steps
Needs analysis
Instructional design
Validation
Implementation
Evaluation and follow-up
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30. Checklist 9.4 How to Conduct an On-the-Job (OJT) Training Program
Prepare the learner.
Present the operations.
Do a tryout.
Follow-up.
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31. Employee Appraisal Performance Appraisal
A manager’s objective evaluation of and feedback on an employee’s work performance.
Typical Performance Appraisal Method
A graphic rating scale that lists several job characteristics (like quality of work) and provides a rating scale (from outstanding to unsatisfactory), along with short definitions of each rating.
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32. Employee Appraisal Methods
Critical Incidents Method
Compiling brief examples of good/bad performance, and using them to support appraisal and development needs.
Forced Distribution Method
Placing predetermined percentages of ratees into performance categories.
360-degree Feedback
Collecting performance information on an employee from subordinates, supervisors, peers, and internal and external customers.
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33. Performance Appraisal Form
FIGURE 9–13
Source: Gary Dessler, Human Resource Management, 9th ed. (Upper Saddle River, NJ: Prentice-Hall, 2000), p.90.
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34. Checklist 9.5 How to Conduct the Appraisal Interview
Prepare for the interview.
Be direct and specific.
Don’t get personal.
Encourage the person to talk.
Don’t tiptoe around.
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35. Forms of Employee Compensation
Fixed Salary
Compensation based on an agreed rate for a period of time.
Hourly Wage
Compensation based on a set hourly pay rate for work performed.
Financial Incentive
Any financial reward that is contingent on a worker’s performance, such as commissions or piecework.
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36. Employee Benefits Unemployment Insurance Workers’ Compensation
Legally mandated insurance that is paid by state agencies to workers who are terminated through no fault of their own; the funds come from a tax on the employer’s payroll.
Workers’ Compensation
A legally mandated benefit that pays income and medical benefits to work-related accident victims or their dependents, regardless of fault.
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37. Discipline and Grievances
FRACT Model
A multi-step procedure for assessing the need for discipline:
Get the Facts
Find the Reason
Audit the records
Pinpoint Consequences
Identify the Type of infraction.
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38. Discipline and Grievances (cont’d)
Discipline without Punishment
A multistage disciplinary technique that uses oral reminders of the violated rule; then written reminders; followed by a paid one-day leave; and finally, if the behavior is not corrected, dismissal.
Grievance
A complaint that an employee lodges against an employer, usually one regarding wages, hours, or some condition of employment, such as unfair supervisory behavior.
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39. Checklist 9.6 Guidelines for Disciplining an Employee
Make sure the evidence supports the charge.
Protect the employee’s due process rights.
Warn the employee of the disciplinary consequences.
The rule allegedly violated should be “reasonably related” to the efficient and safe operation of the work environment.
Fairly and adequately investigate the matter.
Be sure there is substantial evidence of misconduct.
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40. Checklist 9.6 (cont’d) Guidelines for Disciplining an Employee
Apply rules, orders, or penalties even-handedly.
Make sure the penalty is reasonably related to the misconduct and to the employee’s past work history.
Maintain the employee’s right to counsel.
Don’t rob your subordinate of his or her dignity.
Remember that the burden of proof is on you.
Get the facts. Don’t base your decision on hearsay or “general impression.”
Don’t act while angry.
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41. Summary of Important Equal Employment Opportunity Legislation
Title VII of 1964 Civil Rights Act, as amended
Executive orders
Federal agency guidelines
Supreme court decisions:
Griggs v. Duke Power Co., Albemarle v. Moody
Equal Pay Act of 1967
Age Discrimination in Employment Act of 1967
State and local laws
Vocational Rehabilitation Act of 1973
Pregnancy Discrimination Act of 1978
Vietnam Era Veteran’s Readjustment Assistance Act of 1974
Wards Cove v. Antonio; Patterson v. McLean Credit Union
Morton v. Wilks
Americans with Disabilities Act of 1990
Civil Rights Act of 1991
Source: Gary Dessler, Human Resource Management, 7th ed. (Upper Saddle River, NJ: Prentice-Hall, 2000), p.52.
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42. Affirmative Action Affirmative Action
A legislated requirement that employers make an extra effort to hire and promote those in a protected (women or minority) group.
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43. Labor–Management Relations
Norris–LaGuardia Act
Guarantees each employee the right to bargain with employers for union benefits.
Wagner Act
Outlaws unfair labor practices such as employers interfering with, restraining, or coercing employees who are exercising their legally sanctioned rights of organizing themselves into a union.
The Taft–Hartley Act
Prohibits unfair labor practices by unions against employers (like refusing to bargain with the employer).
The Landrum-Griffin Act
Protects union members from unfair practices perpetrated against them by their unions.
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