2. © 2007 The McGraw-Hill Companies, Inc., All Rights Reserved.
Chapter Thirteen
Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
© The McGraw-Hill Companies, Inc., All Rights Reserved.
McGraw-Hill/Irwin
Introduction to Business

3. Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
Describe five components of a human resource system and its interaction for a competitive advantage.
Appreciate issues in the recruiting process for qualified people and the selection process.
Explain training and development activities help to build abilities, skills and knowledge of company employees.
Understand the process of appraising employee’s performance is a major factor influencing the way they wish to contribute to achieving a company’s goals and objectives.
Explain why linking pay to performance in a fair and equitable manner is an important source of employee motivation and commitment to a company.
Appreciate the importance of good labor relations and the importance of collective bargaining in aligning the goals of employees and companies.

4. Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
HRM Systems
Acquire and build employees’ skills and capabilities
Skills and abilities create the value in the company products

5. Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
HRM Systems
Human resources include all the people company employs –
CEO and top managers
Middle managers
Non-managerial employees who perform the tasks and jobs necessary to create valuable goods and services

6. Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
Human resource management (HRM)
Activities designed to acquire quality human resources
Build employees skills and capabilities
Employees perform jobs efficiently and effectively

7. Develops an HRM system for:
Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
The HRM function
Develops an HRM system for:
Recruitment and selection
Training and development
Performance appraisal/feedback
Pay and benefits
Labor relations

8. Determines how a decision is made about:
Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
The HRM system
Determines how a decision is made about:
Recruitment and selection
Training and development
Performance appraisal/feedback
Pay and benefits
Labor relations

9. Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
HRM System
Performance appraisal accurately identifies differences in the level and quality of employees’ work performance
To provide them with feedback that helps raise their performance level

10. Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
The HRM system
Labor Relations -- working with employees, or the unions that represent
To create work rules define company and employee work responsibilities
Managing negotiation process necessary to resolve problems or disputes

11. Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
The HRM system
Recruitment -- developing and using a company-specific set of rules and SOP”S to identify and attract the best pool of qualified job applicant

12. Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
The HR Planning
Forecasting employees a company will require to meet the objectives of its business model
HRM managers first analyze skills of current workforce, what kinds of human resource will be needed in the next two years to meet its objectives

13. Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
Workflow Analysis
Identifies jobs will be required to allow each value chain function to perform efficiently and effectively in the future

14. Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
Job analysis
Obtaining detailed information about the tasks/responsibilities in each job in a company
One method of conducting job analysis is use of the Position Analysis Questionnaire (PAQ) and asks jobholders and their managers detailed questions

15. Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
Job description
List of specific tasks, duties and responsibilities of a particular job
Job Specification
A list of the required skill, abilities and knowledge needed to perform that particular job

16. Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
Recruitment
May be external or internal—a policy of promoting from within (internal) the organization
Both methods facilitate finding qualified applicants

17. Training and development
Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
Training and development
A process companies use to build their employees’ skills, abilities, and knowledge

18. Training and development
Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
Training and development
T&D allows employees to perform their jobs with increased efficiency, quality, innovation, and customer responsiveness
Training analysis is a method of discovering which kinds of employees need training and development

19. Performance Appraisal Methods
Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
Performance Appraisal Methods
Results-based
Forced choice
Behavior
Designed to improve a company’s competitive advantage and may be linked to pay

20. Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
Trade unions
Organizations represent the interest of workers who perform a similar type of job in a company or industry

21. Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
Industrial conflict
The clash that occurs when the attempts of workers and the union
To secure a greater share of the profits a company thwarts the attempts of managers to use that profit to benefit other stakeholders

22. Collective bargaining
Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
Collective bargaining
Process through which union representatives and manager negotiate a binding labor agreement or contract

23. Collective bargaining
Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
Collective bargaining
Issues such as pay/benefits, and work rules
An underlying theme in labor relations and collective bargaining it to create and maintain a fair and equitable relationship between a company and its employees

24. A New perspective in HRM
Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
A New perspective in HRM
Not yet adopted by the vast majority of management
The individual is the most important resource in the organization
As any other resource, they are an asset, not only limited in supply but also increase in value over time

25. A New Perspective in HRM
Chapter 13 Human Resource Management: Acquiring and Building Employees’ Skills and Capabilities
A New Perspective in HRM
In addition people make the “just noticeable difference” between any two similar companies
Wal-Mart’s management used superior customer service as their competitive advantage and were able to overtake K-Mart!