Staffing and Human
Resource Management
©Prentice Hall, 2001
Chapter 6
1
Learning Outcomes
• Describe the human resource management
process
• Learn how government regulations affect
human resource decisions
• Study job descriptions and job specifications
• Contrast recruitment and downsizing options
• Explain how validity and reliability impact
selection
©Prentice Hall, 2001
Chapter 6
2
Learning Outcomes
•
•
•
•
Review various selection devices
Identify various training methods
Review performance evaluation techniques
Review compensation administration and
factors that affect wage structures
• Define sexual harassment, family-friendly
benefits, labor-management cooperation,
workplace violence, and layoff-survivor
sickness
©Prentice Hall, 2001
Chapter 6
3
Human Resource Management Process
Human
Resource
Planning
Recruitment
or Downsizing
Training and
Development
Performance
Appraisals
Compensation
and Benefits
Safety and
Health
©Prentice Hall, 2001
Selection
of Employees
Chapter 6
Orientation
Competent High-Performing Workers
4
The Legal
Environment of HRM
Affirmative Action
Employment
©Prentice Hall, 2001
Training
Chapter 6
Retention
5
Human Resource
Planning
Making a Current
Assessment
Making a Future
Assessment
Designing a Future
Program
©Prentice Hall, 2001
Chapter 6
6
School
Placement
Internal
Searches
Employee
Referrals
Traditional
Recruiting
Sources
Employee
Leasing
Employment
Agencies
©Prentice Hall, 2001
Temp
Services
Advertisements
Chapter 6
7
Downsizing Options
Firing
Layoffs
and Attrition
Transfers
Reduced
Workweeks
Early
Retirements
Job
Sharing
©Prentice Hall, 2001
Chapter 6
8
Successful
Reject
Error
Correct
Decision
Unsuccessful
Selection Decision Outcomes
Correct
Decision
Accept
Error
Reject
Accept
Selection Decision
©Prentice Hall, 2001
Chapter 6
9
Selection
Devices
Written
Tests
Performance
Simulations
©Prentice Hall, 2001
Chapter 6
10
The Effectiveness of Interviews
• Prior knowledge about an applicant
• Attitude of the interviewer
• The order of the interview
• Negative information
• The first five minutes
• The content of the interview
• The validity of the interview
• Structured versus unstructured interviews
©Prentice Hall, 2001
Chapter 6
11
Well-Matched
Applicants
Realistic
Job Previews
Realistic
Expectations
Increased
Commitment
©Prentice Hall, 2001
Chapter 6
12
Employee Orientation
Smooth Insider-Outsider Transition
Improve Work Performance
Minimize Resignations
©Prentice Hall, 2001
Chapter 6
13
Employee Training
• Determine strategic goals
• Identify essential tasks
• Determine critical behaviors
• Assess deficiencies in skills,
knowledge, and abilities
©Prentice Hall, 2001
Chapter 6
14
Job
Rotation
Classroom
Lectures
Understudy
Assignments
Training
Methods
Simulation
Exercises
©Prentice Hall, 2001
Films
and Videos
Vestibule
Training
Chapter 6
15
Performance Appraisal Methods
Written
Essay
Graphic
Rating Scales
Critical
Incidents
BARS
360-Degree
Appraisal
MBO
©Prentice Hall, 2001
Multiperson
Chapter 6
16
Performance
Problems on the Job
Discipline
Problems
©Prentice Hall, 2001
Employee
Counseling
Chapter 6
17
Compensation Administration
•
•
•
•
•
•
•
•
Knowledge, skills, abilities
Authority and responsibility
Nature of the business
The environment
Geographic location
Performance levels
Seniority
Compensation philosophy
©Prentice Hall, 2001
Chapter 6
18
Administration of
Employee Compensation
Determining
Pay Levels
©Prentice Hall, 2001
Determining
Benefits
Chapter 6
19
Current
HRM Issues
Workforce
Diversity
Sexual
Harassment
©Prentice Hall, 2001
Chapter 6
20
Current
HRM Issues
Family-Friendly
Benefits
Unions and
Management
©Prentice Hall, 2001
Chapter 6
21
Current
HRM Issues
Workplace
Violence
Survivors of
Layoffs
©Prentice Hall, 2001
Chapter 6
22