1. Staffing and Human Resource Management
Chapter 6
Staffing and Human Resource Management
PowerPoint Presentation by LiZhe
Management College
C.C.N.U.

2. L E A R N I N G O U T C O M E S After reading this chapter, I will be able to:
Describe the human resources management process.
Identify the influence of government regulations on human resource decisions.
Differentiate between job descriptions and job specifications.
Contrast recruitment and downsizing options.
Explain the importance of validity and reliability in selection.
Describe the selection devices that work best with various kinds of jobs.

3. L E A R N I N G O U T C O M E S (cont’d) After reading this chapter, I will be able to:
Identify various training methods.
Explain the various techniques managers can use in evaluating employee performance.
Describe the goals of compensation administration and factors that affect wage structures.
Explain what is meant by the terms sexual harassment, labor-management cooperation, workplace violence, and layoff-survivor sickness.

4. Human Resources Management (HRM)
The management function that is concerned with getting, training, motivating, and keeping competent employees
Balancing the supply of employees with the demand for employees.
Matching the talents and skills of employees with those required by the organization
Creating a working environment that fosters high employee performance
Meeting the pay and benefits needs of employees

5. The Strategic Human Resources Management Process
EXHIBIT 6.1

6. The Legal Environment Of HRM
The impact of federal, state and local laws on HRM practices
Affirmative action programs
Programs that ensure that decisions and practices enhance the employment, upgrading, and retention of members of protected groups

7. The Legal Environment Of HRM
The globalization of business
HR practices and laws of other countries that differ from the U.S.
Work councils
Nominated or elected employees who must be consulted when management makes decisions involving personnel
Board representatives
Employees who sit on a company’s board of directors and represent the interests of employees.

8. Major U.S. Federal Laws and Regulations Related to HRM
YEAR LAW OR REGULATION
1963 Equal Pay Act
1964 Civil Rights Act, Title VII (amended in 1972)
1967 Age Discrimination in Employment Act (amended in 1978)
1973 Vocational Rehabilitation Act
1974 Privacy Act
1978 Pregnancy Discrimination Act, Title VII
1978 Mandatory Retirement Act
1986 Immigration Reform and Control Act
1988 Polygraph Protection Act
1988 Worker Adjustment and Retraining Notification Act
1990 Americans with Disabilities Act
1991 Civil Rights Act
1993 Family and Medical Leave Act
EXHIBIT 6.2

9. Employment Planning
The process by which management ensures it has the right number and kinds of people in the right places at the right time, who are capable of helping the organization achieve its goals
Steps in the planning process:
Assessing current human resources.
Assessing future human resources needs and developing a program to meet those needs.

10. Employee Assessment Human resource inventory report Job analysis
A report listing the name, education, training, prior employer, languages spoken, and other information about each employee in the organization
Job analysis
An assessment of the kinds of skills, knowledge, and abilities needed to successfully perform each job in an organization

11. Job Analysis Components
Job description
A written statement of what a job holder does, how it is done, and why it is done
Tasks, duties and responsibilities that the job entails
Job specification
A statement of the minimum acceptable qualifications that an incumbent must possess to perform a given job successfully
Knowledge, skills, and abilities required of the job holder

12. Recruitment And Selection
The process of locating, identifying, and attracting capable applicants
Selection process
The process of screening job applicants to ensure that the most appropriate candidates are hired

13. Traditional Recruiting Sources
Internal searches
Advertisements
Employee referrals
Public employment agencies
Private employment agencies
School placement
Temporary help services
Employee leasing and independent contractors
EXHIBIT 6.3

14. Downsizing Options Firing Layoffs Attrition Transfers
Reduced workweeks
Early retirements
Job sharing
EXHIBIT 6.4

15. Selection Decision Outcomes
EXHIBIT 6.5

16. Selection Terms Reliability Validity
The degree to which a selection device measures the same thing consistently (stability)
Example: an individual consistently achieves nearly identical scores on the same exam.
Validity
The proven relationship between a selection device and some relevant criterion (relatedness)
Example: superior job performance and a high employment test score

17. Selection Devices Written tests Performance-simulation tests
Intelligence, aptitude, ability, and interest test batteries
Performance-simulation tests
Selection devices that are based on actual job behaviors; work sampling and assessment centers
Interviews
Effective if conducted correctly
Realistic job preview (RJP)
Providing positive and negative information about the job and the company during the job interview

18. Potential Biases in Interviews
Prior knowledge about the applicant will bias the interviewer’s evaluation.
The interviewer tends to hold a stereotype of what represents a good applicant.
The interviewer tends to favor applicants who share his or her own attitudes.
The order in which applicants are interviewed will influence evaluations.
The order in which information is elicited during the interview will influence evaluations.

19. Potential Biases in Interviews (cont’d)
Negative information is given unduly high weight.
The interviewer may make a decision concerning the applicant’s suitability within the first four or five minutes of the interview.
The interviewer may forget much of the interview’s content within minutes after its conclusion.
The interview is most valid in determining an applicant’s intelligence, level of motivation, and interpersonal skills.
Structured and well-organized interviews are more reliable than unstructured and unorganized ones.

20. Employee Orientation Orientation Objectives of orientation
The introduction of a new employee to the job and the organization
Objectives of orientation
To reduce the initial anxiety all new employees feel as they begin a new job
To familiarize new employees with the job, the work unit, and the organization as a whole
To facilitate the outsider–insider transition.

21. Training Employee training
A learning experience in that it seeks a relatively permanent change in employees such that their ability to perform on the job improves.
Changing skills, knowledge, attitudes, or behavior.
Changing what employees know, how they work; or their attitudes toward their jobs, co-workers, managers, and the organization.

22. Determining if Training Is Needed
EXHIBIT 6.6

23. Typical Training Methods
On-the-Job Training Methods
Job rotation
Understudy assignments
Off-the-Job Training Methods
Classroom lectures
Films and videos
Simulation exercises
Vestibule training
EXHIBIT 6.7

24. Performance Management
Performance management system
A process of establishing performance standards and evaluating performance in order to arrive at objective human resource decisions and to provide documentation to support personnel actions.

25. Other Appraisal Methods
Adjective rating scales
Rating an individual on each job performance factor on an incremental scale.
360-degree appraisal
An appraisal device that seeks feedback from a variety of sources for the person being rated.

26. Direct Comparison Methods
Group-order ranking
Requires the evaluator to place employees into a particular classification such as “top fifth” or “second fifth.”
Individual ranking approach
requires the evaluator merely to list the employees in order from highest to lowest.

27. Direct Comparison Methods (cont’d)
Paired comparison approach
Each employee is compared with every other employee in the comparison group and rated as either the superior or weaker member of the pair.
Each employee is assigned a summary ranking based on the number of superior scores achieved.
MBO
Employees are evaluated by how well they accomplish a specific set of objectives determined to be critical in the successful completion of their jobs.

28. Performance Appraisal Methods
METHOD ADVANTAGE DISADVANTAGE
Written essay Simple to use More a measure of evaluator’s writing ability than of employee’s actual performance
Critical incidents Rich examples Time-consuming; lack behaviorally based quantification
Graphic rating Provide quantitative Do not provide depth of job scales data; less time- behavior assessed consuming than others
BARS Focus on specific Time-consuming; difficult to and measurable job develop measures behaviors
Multiperson Compares employees Unwieldy with large number of with one another employees
MBO Focuses on end goals; Time-consuming results oriented
360°Appraisal More thorough Time-consuming
EXHIBIT 6.8

29. When Performance Falls Short
Performance impediments
Mismatched skills
Inadequate training
Employee’s personal problems
Discipline
Actions taken by a manager to enforce an organization’s standards and regulations
Employee counseling
A process designed to help employees overcome performance-related problems

30. Performance Matters EXHIBIT 6.9
Source: Dilbert reprinted by permission of United Features Syndicate, Inc.

31. Compensation And Benefits
Compensation administration
Determining a cost-effective pay structure that will attract and retain competent employees, provide an incentive for them to work hard, and ensure that pay levels will be perceived as fair.
Factors influencing pay levels
Employee’s job
Kind of business
Environment surrounding the job
Geographic location
Employee performance levels and seniority.

32. Benefits Employee benefits Types of benefits
Nonfinancial rewards designed to enrich employees’ lives
Types of benefits
Social Security
Workers’ and unemployment compensations
Paid time off from work
Life and disability insurance
Retirement programs
health insurance

33. Workforce Diversity Improving workforce diversity
Widen the recruiting net to broaden the pool of applicants.
Ensure the selection process is nondiscriminatory
Assist new employees in assimilating into the firm’s culture.
Conduct specialized orientations and workshops for new employees

34. Sexual Harassment Sexual harassment
Sexually suggestive remarks, unwanted touching and sexual advances, requests for sexual favors, or other verbal and physical conduct of a sexual nature
Creates an intimidating, offensive, or hostile environment;
Unreasonably interferes with an individual’s work; or
Adversely affects an employee’s employment opportunities.

35. Sexual Harassment (cont’d)
Hostile (or offensive) environment
Meritor Savings Bank v. Vincent
Organization can be held liable for harassment
Harassing act (not subsequent outcome) is deciding factor
Protecting the organization
Educating employees about sexual harassment
Having a sexual harassment policy in place that is enforced fairly
Taking action on the first instance of a sexual harassment complaint

36. Labor Relations and Unions
Labor–management cooperation
Involves mutual efforts on the part of a labor union and the management of an organization.
Successful efforts to increase productivity, improve quality, and lower costs require employee involvement and commitment.
Labor unions have come to recognize that they can help their members more by cooperating with management than fighting it.

37. Violence in the Workplace
Workplace violence
The increase in violent crimes being committed at the work site.
Preventing violence in the workplace
Training supervisory personnel to identify troubled employees before the problem results in violence.
Designing employee assistance programs (EAPs) specifically to help individuals in need.
Implementing stronger security mechanisms.
Preventing violence paraphernalia from entering facilities altogether.

38. Layoffs and Downsizing
Layoff-survivor sickness
The set of attitudes, perceptions, and behaviors of employees who remain after involuntary staff reductions.
Dealing with the “Survivor Syndrome”
Provide opportunities for employees to talk to counselors about their guilt, anger, and anxiety.
Provide group discussions for the survivors to vent their feelings.
Implement employee participation programs such as empowerment and self-managed work teams.