1. Management, 6e Schermerhorn Prepared by Cheryl Wyrick California State Polytechnic University Pomona John Wiley & Sons, Inc

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3. Schermerhorn -- Chapter 123 Chapter 12 Human Resource Management 4 Planning Ahead –What is strategic human resource management? –How do organizations attract a quality workforce? –How do organizations develop a quality workforce? –How do organizations maintain a quality workforce?

4. Schermerhorn -- Chapter 124 Strategic Human Resource Management 4 Human Resource Management –Responsibilities attracting a quality workforce –planning, recruitment, selection developing a quality workforce –employee orientation, training & development, career planning & development maintaining a quality workforce –management of employee retention and turnover, performance appraisal, compensation, benefits

5. Schermerhorn -- Chapter 125 Strategic Human Resource Management 4 Legal Environment Influence –Covers human resource issues pay employment rights occupational health and safety retirement privacy vocational rehabilitation

6. Schermerhorn -- Chapter 126 Strategic Human Resource Management 4 Equal Employment Opportunity (EEO) –right to employment without regard to race, color, national origin, religion, gender, age, or physical and mental ability. –federally enforced by the Equal Employment Opportunity Commission (EEOC)

7. Schermerhorn -- Chapter 127 Strategic Human Resource Management 4 Discrimination –use of criteria that are not job-relevant when hiring or promoting someone for a position 4 Bona fide occupational qualifications –criteria for employment that can be clearly justified as being related to a person’s capacity to perform a job

8. Schermerhorn -- Chapter 128 Strategic Human Resource Management 4 Affirmative Action Programs –federally mandated programs that promote the employment opportunities for women, veterans, aged, disabled, and certain cultural groups

9. Schermerhorn -- Chapter 129 Strategic Human Resource Management 4 Strategic Human Resource Planning –jobs are staffed with capable people who perform best –jobs are staffed to serve organizational missions, objectives, and strategies

10. Schermerhorn -- Chapter 1210 Strategic Human Resource Management 4 Human Resource Planning –job analysis –job descriptions –job specifications

11. Schermerhorn -- Chapter 1211 Attracting a Quality Workforce 4 Recruitment –attracting a qualified pool of job applicants to an organization advertisement of job vacancy preliminary contact with potential job candidates initial screening to create a pool of applicants

12. Schermerhorn -- Chapter 1212 Attracting a Quality Workforce 4 External Vs. Internal Recruitment –external recruitment candidates are sought from outside the hiring organization –internal recruitment candidates are sought within the organization

13. Schermerhorn -- Chapter 1213 Attracting a Quality Workforce 4 Realistic Job Previews –candidate is provided with all pertinent information about job and organization –benefits higher levels of early job satisfaction reduced turnover

14. Schermerhorn -- Chapter 1214 Attracting a Quality Workforce 4 Selection –choosing the person with the greatest performance potential from the applicant pool

15. Schermerhorn -- Chapter 1215 Attracting a Quality Workforce 4 Selection Steps –completion of formal application –interviewing –testing –reference checks –physical examination –final analysis and decision to hire or reject

16. Schermerhorn -- Chapter 1216 Attracting a Quality Workforce 4 Interviews –Important due to the exchange of information that takes place

17. Schermerhorn -- Chapter 1217 Attracting a Quality Workforce 4 Employment Tests –Used to identify intelligence aptitudes personality interests that help predict performance success

18. Schermerhorn -- Chapter 1218 Attracting a Quality Workforce 4 Employment tests should be –valid –reliable –legally defensible

19. Schermerhorn -- Chapter 1219 Attracting a Quality Workforce 4 Employment testing developments include –computerized testing –work sampling –assessment centers

20. Schermerhorn -- Chapter 1220 Attracting a Quality Workforce 4 Reference and Background Checks –inquiries to previous employers, academic advisors, and coworkers regarding qualifications experience past work records

21. Schermerhorn -- Chapter 1221 Attracting a Quality Workforce 4 Physical Examinations –ensure applicant’s physical capability to work –basis for enrolling in health-related fringe benefits –drug testing

22. Schermerhorn -- Chapter 1222 Developing a Quality Workforce 4 Employee Orientation –set of activities designed to familiarize new employees with their jobs, coworkers, and key aspects of the organization explain and clarify –organizational mission –operating objectives –job expectations –policies and procedures

23. Schermerhorn -- Chapter 1223 Developing a Quality Workforce 4 Training and Development –Training set of activities that provides the opportunity to acquire and improve job-related skills

24. Schermerhorn -- Chapter 1224 Developing a Quality Workforce 4 On-the-Job Training –job rotation –coaching –apprenticeship –modeling –mentoring

25. Schermerhorn -- Chapter 1225 Developing a Quality Workforce 4 Off-the-Job Training –attendance at special programs sponsored by universities trade or professional associations consultants

26. Schermerhorn -- Chapter 1226 Developing a Quality Workforce 4 Off-the-Job Training –Management Development improves one’s knowledge and skill in the fundamentals of management including –delegation –understanding multifunctional viewpoints –decision-making –negotiating skills –corporate strategy and direction

27. Schermerhorn -- Chapter 1227 Developing a Quality Workforce 4 Performance Management –ensures performance standards and objectives are set –performance is regularly assessed for accomplishments –actions are taken to improve future performance potential

28. Schermerhorn -- Chapter 1228 Developing a Quality Workforce 4 Performance Appraisal –formally assessing someone’s work and providing feedback evaluation –let people know where they stand relative to objectives and standards development –assist in training and personal development

29. Schermerhorn -- Chapter 1229 Developing a Quality Workforce 4 Methods of Performance Appraisal –graphic rating scales –narrative technique –behaviorally anchored rating scale (BARS) –critical-incident technique –multiperson comparisons

30. Schermerhorn -- Chapter 1230 Maintaining a Quality Workforce 4 Career Development –career sequence of jobs that constitute what a person does for a living –career path sequence of jobs held over time during a career can be with the same or different companies

31. Schermerhorn -- Chapter 1231 Maintaining a Quality Workforce 4 Career Planning –systematically matching career goals and individual capabilities with opportunities

32. Schermerhorn -- Chapter 1232 Maintaining a Quality Workforce 4 Career Plateau –position from which someone is unlikely to advance, due to personal choice limited abilities limited opportunities –can come at a time when it suits individual needs, OR can be unwanted and frustrating

33. Schermerhorn -- Chapter 1233 Maintaining a Quality Workforce 4 Work-Life Balance –how people balance career with personal and family needs concerns –single parents –dual-career couples

34. Schermerhorn -- Chapter 1234 Maintaining a Quality Workforce 4 Retention and Turnover –Replacement management of –promotions –transfers –terminations –layoffs –retirement

35. Schermerhorn -- Chapter 1235 Maintaining a Quality Workforce 4 Replacement –Opportunity to review human resource’s plans update job analyses rewrite job descriptions and specifications ensure best people are selected

36. Schermerhorn -- Chapter 1236 Maintaining a Quality Workforce 4 Retirement –Support and counseling services financial planning estate planning use of leisure time

37. Schermerhorn -- Chapter 1237 Maintaining a Quality Workforce 4 Early retirement –retirement before formal retirement age –special financial incentives –often occurs during downsizing outplacement services frequently provided

38. Schermerhorn -- Chapter 1238 Maintaining a Quality Workforce 4 Compensation and Benefits –base compensation salary or hourly wages –fringe benefits additional nonwage/nonsalary forms of compensation –flexible benefits employees can select benefits with a certain dollar amount

39. Schermerhorn -- Chapter 1239 Maintaining a Quality Workforce 4 Organized Labor –Unions deal with employers on the workers’ behalf industrial/business occupations public sector employees government workers

40. Schermerhorn -- Chapter 1240 Maintaining a Quality Workforce 4 Labor Contracts –specify the rights and obligations of employees and management regarding wages work hours work rules seniority hiring grievances

41. Schermerhorn -- Chapter 1241 Maintaining a Quality Workforce 4 Collective Bargaining –process of negotiating, administering, and interpreting labor contracts –usually occurs in face-to-face meetings –generally adversarial