1. MANAGEMENT
RICHARD L. DAFT

2. Managing Human Resources
Managing Human Resources
CHAPTER 11

3. Learning Outcomes
Explain the strategic role of human resource management.
Describe federal legislation and societal trends that influence human resource management.
Explain what the changing social contract between organizations and employees means for workers and human resource managers.
Show how organizations determine their future staffing needs through human resource planning.
Describe the tools managers use to recruit and select employees.
Describe how organizations develop an effective workforce through training and performance appraisal.
Explain how organizations maintain a workforce through the administration of wages and salaries, benefits, and terminations.
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4. Getting the Right People on the Bus
Hiring and keeping quality employees is one of the most urgent concerns for today’s organizations
Talent management is a top priority for managers
Human Resources is the design and application of formal systems to ensure the effective and efficient use of human talent
Attracting, developing, and maintaining an effective workforce
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

5. The Strategic Role of HRM is to Drive Organizational Performance
Managers are involved in human resource management
Employees are viewed as assets
Employees provide the competitive edge
Right people to become more competitive on a global basis
Right people for improving quality, innovation, and customer service
Right people to retain during mergers and acquisitions
Right people to apply new information technology for e-business
Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved.

6. Strategic Human Resource Management
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7. Building Human Capital to Drive Performance
Human Capital refers to the economic value of the combined knowledge, experience, skills and capabilities of employees
Strategies for finding the best talent
Enhancing skills and knowledge with training programs
Opportunities for personal and professional development
Compensation and benefits that support knowledge sharing
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8. The Role and Value of Human Capital Investments
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9. Globalization
Globalization requires international human resource management (IHRM)
Managing diverse people on a global scale
HR practices and trends are converging globally
IHRM Managers must be culturally sensitive
Policies and practices must be culturally sensitive
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10. Trends in International Human Resource Management
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11. The Impact of Federal Legislation on HRM
Federal laws are enacted to ensure equal employment opportunity
The purpose of laws is to stop discriminatory practices
The Equal Employment Opportunity Commission (EEOC) was created by the Civil Rights Act of 1964
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12. Major Federal Laws Related to Human Resource Management
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13. The Changing Social Contract
Changes in the business environment have changed the social contract, a bulletin board at a company restructuring noted:
We can’t promise you how long we’ll be in business
We can’t promise you that we won’t be acquired
We can’t promise that there’ll be room for promotion
We can’t promise that your job will exist when you reach retirement age
We can’t promise that the money will be available for your pension
We can’t expect your underlying loyalty, and we aren’t even sure we want it
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14. The New Contract vs. The Old Contract
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15. Innovations in HRM Becoming an Employer of Choice
Becoming an Employer of Choice
Using Temporary and Part-Time Employees
Promoting Work/Life Balance
Rightsizing the Organization
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16. Attracting an Effective Workforce
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17. Human Resource Planning
What new technologies are merging, and how will these affect the work system?
What is the volume of the business likely to be in the next five to ten years?
What is the turnover rate, and how much, if any, is avoidable?
What types of engineers will we need, and how many?
How many administrative personnel will we need to support the additional engineers?
Can we temporary, part-time, or virtual workers to handle some tasks?
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18. Recruiting Assessing Organizational Needs Realistic Job Previews
Assessing Organizational Needs
Realistic Job Previews
Legal Considerations
E-cruiting
Innovations in Recruiting
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19. Sample Corporate Recruiting Policy
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20. Selecting Application Form Interview Employment Test Online Checks
Application Form
Interview
Employment Test
Online Checks
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21. Applications and Interviews: What Can You Ask?
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22. Managing Talent Training and Development On-the-job Training
Training and Development
On-the-job Training
Corporate Universities
Promotion from Within
Mentoring and Coaching
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23. Methods and Goals of Training
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24. Performance Appraisal
Accurately assess performance through the development and application of assessment systems such as rating scales
Training managers to effectively use the performance appraisal interview so managers can provide feedback that reinforces good performance and motivate development
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25. Behavior Anchored Rating Scale
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26. Maintaining An Effective Workforce
Managers and HRM professionals must maintain a workforce that has been recruited and developed:
Compensation
Benefits
Termination
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27. Benefits Compensation packages are more than money
Compensation packages are more than money
Some benefits are required by law
Social Security, Unemployment Compensation, Workers’ Compensation
Other types of benefits are optional
Health Insurance, Vacations, Daycare, Fitness Centers
Employees are beginning to absorb more health insurance costs
Many organizations offer cafeteria-plan benefits to address the diverse needs of employees
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28. Termination Retirement Voluntary Departure Mergers & Cutbacks
Retirement
Voluntary Departure
Mergers & Cutbacks
Poor Performance
Termination dismisses poor performers
Opportunity to learn about dissatisfaction through exit interview
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