1. Human Resources (HR) Management
The management function devoted to:
Recruiting
Getting the right people to apply
Selecting
Having proper, legal tests to select the right people
Training/Development
Making sure the entire workforce is proficient
Retaining
Career development, Satisfaction, Work environment
Evaluating
Ensuring that performance is monitored and attrition is functional
Strategic Human Resource Management
The linking of the human resource function with the company’s strategies to accomplish that strategy.
Paramount in today’s environment
The employee is the majority of any SCA
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2. The Basic HR Process FIGURE 9–1
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FIGURE 9–1

3. Job Descriptions And Recruiting Employees
Staffing
Filling a firm’s open positions (with the right people)
Through the use of:
Job Analysis
Job Descriptions
Management Input
Six Steps
Job analysis
Personnel planning
Recruiting
Interviewing
Testing and selection
Training and development.
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4. Job Analysis Job Analysis Job Specification Job Description
The procedure used to determine (PJ Fit)
The duties and responsibilities of particular jobs
The people (in terms of skills and experience) who should be hired for them.
The working environment
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
Providing (at a minimum)
A brief job summary
A list of specific responsibilities and duties of the job.
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5. Steps in the Recruitment and Selection (staffing) Process
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FIGURE 9–2

6. 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.
* Just one of many assessment tools used to get at job information
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FIGURE 9–4
Source: (accessed in July 28,2001)

7. Checklist 9.1 Job Analysis Questions
What is the job being performed?
Not the person doing the job…
What are the major duties of your position? What exactly do you do?
In the position, not based on the individual…
What are the education, experience, skill, and certification and licensing requirements?
For the position, not the person…
In what activities do you participate now?
Day to day operations
What are the job’s responsibilities and duties?
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8. Checklist 9.1 (cont’d) Job Analysis Questions
What are the environmental and working conditions involved?
Important because they effect the compensation of the job
What are the job’s physical/emotional/mental demands?
Again, an issue of work environment…
What are the health and safety conditions?
Does the job expose you to any hazards or unusual working conditions?
What are the basic accountabilities or performance standards that typify your work?
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9. Personnel Planning Personnel Planning
The process of determining the organization’s future personnel needs, as well as the methods to be used to fill those needs.
Succession planning
Development Ladders
Promotional Ladders
Both internal and external to the organization
Personnel charts / Position Replacement Card
A card prepared for each position in a company to show possible replacement candidates and their qualifications.
Internal approaches to recruitment
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10. Employee Recruiting Recruiting
Attracting a pool of viable job applicants.
A immensely understated definition
What does it take to recruit properly?
Where to recruit?
What media to use…
What labor pools to address
Screening potential bad hires out
Information dissemination
RJP
Retaining those employees
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11. Sources of Recruits College recruiting Executive recruiters
Niche applicant pool
Specific traits
Executive recruiters
Reserved for high level positions
Employee referrals
One of the best sources for new hires (Why?)
Walk-ins
People are actively seeking…
Recruiting for a diverse workforce
20% of the workforce
Keep EEOC happy
Current employees
What are the pros / cons?
What tools do you use?
Advertising
Source is key…Why?
The Internet
Again  Pros and Cons
Employment agencies
Public
Private
Contingent workers
60% of temp work is non-clerical
How does this fit?
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12. 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

13. Employment Applications
What is there primary purpose?
To collect job relevant information
Skills, Prerequisites, Experience, Past history
To collect demographic information
Find out what kind of people you are attracting?
From where?
As a Screening tool
To ensure that applicants are informed about basic requirements of the job
So, that they may self-select out in necessary.
As a discriminating tool
To the extent that it reflects the identity and base image of the firm
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14. 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.
Again,
So much more than what is stated in the book
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FIGURE 0–7

15. Testing for Employee Selection
First of all…
What is a Selection Test?
Uses of Tests
Job Relatedness
Reliability (repeatability of test results)
Validity (measures what it purports to measure)
Types of Tests
Intelligence
(g)  the highest predictor of performance
(g) broken down
Distributive
Procedural
Interpersonal
Mechanical comprehension
More along the lines of specific job knowledge
Technical knowledge
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16. Testing for Employee Selection (Cont.)
Personality and interests
Why would we measure this?
Because of the correlations with job performance
Especially across certain job types
Ability/achievement (current capabilities/knowledge)
Again
Breaking down ability (g) into
Technical
Contextual
Aptitude (performance potential)
One’s ability to excel and new skill sets
Ability to learn
Management assessment center
Multiple, compounded work sample testing
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17. Conducting Effective Interviews
Plan the interview
Make sure that you address what was missed in other assessment tools
Structure the interview
Ensure that the procedure is the same for every applicant
Establish rapport
Remember, you are portraying the image of the organization
Ask effective questions
Yes/no answers may not suffice; open/closed questions
Delay your decision
Don’t allow impulse and snap judgments to create errors
Close the interview
Ensure that you have answered all the applicant’s question
As well as, formally ended the assessment (test) part
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18. Structured Interviews
Panel Interviews
Why use panels?
Reduce biases and errors
Get multiple point of view
Multiple interviewers
Test-retest logic (consistency)
Situational Interviews
Make sure the is job relatedness and validity
Procedure oriented
Ordering of questions
Reaction to responses
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19. Guidelines for Interviewees
Prepare
Know the employer
Make a good first impression
Even trained interviewers are influenced by first impressions
Uncover the interviewer’s needs
Engage the interviewer / Gauge what they want
Think before answering
Pause, Think, Speak. (Actually Listen)
Watch your nonverbal behavior
Remember, only a fraction of our communication is verbal.
Thank about all the other messages your sending
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20. Other Selection Techniques
Computerized Testing
Increasingly popular
Why?
Background Investigations and Reference Checks
Nothing speaks to future behavior like past behavior
Honesty Testing
Overt and hidden
Possibility of faking
Health Exams
Overall Health
Able to perform job functions
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21. Orienting Employees Orientation
The process of providing new employees with basic information about the employer:
Company policies
Working hours
Parking arrangements
Not even close, What else?
Socialization of new hires
Screening tool
New employee channel
Homogenizing the workforce
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22. Training Employees Training Program Training Program Steps
The process of providing new employees with information they need to do their jobs satisfactorily.
Reactive
Training Program Steps
Needs analysis
Instructional design
Validation
Implementation
Evaluation and follow-up
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23. Checklist 9.4 How to Conduct an On-the-Job (OJT) Training Program
Prepare the learner.
Create interest
Gauge the learners position/efficacy
Present the operations.
Once their motivated
Present the material
Do a tryout.
To ensure “effectiveness”
Follow-up.
To ensure “transfer”
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24. Employee Appraisal Performance Appraisal
A manager’s objective evaluation of the job
Feedback on an employee’s work performance.
Cardinal rule
Never mix administrative and developmental feedback
Typical Performance Appraisal Method
A graphic rating scale that lists several job characteristics
Made easier through the use of job description
Provides a rating scale
From outstanding to unsatisfactory along with short definitions of each rating.
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25. 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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26. 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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27. 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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28. 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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29. 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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30. 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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31. 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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32. 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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33. 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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34. 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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