PART III: Organizing
6
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All rights reserved.
PowerPoint Presentation by Charlie Cook
The University of West Alabama
Learning Outcomes
After reading this chapter, I will be able to:
1. Describe the human resource management
process.
2. Identify the influence of government regulations on
human resource decisions.
3. Differentiate between job descriptions and job
specifications.
4. Contrast recruitment and downsizing options.
5. Explain the importance of validity and reliability in
selection.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
6–2
Learning Outcomes (cont’d)
After reading this chapter, I will be able to:
6. Describe the selection devices that work best with
various kinds of jobs.
7. Identify various training methods.
8. Explain the various techniques managers can use in
evaluating employee performance.
9. Describe the goals of compensation administration
and factors that affect wage structures.
10. Explain what is meant by the terms sexual
harassment, labor–management cooperation,
workplace violence, and layoff-survivor sickness.
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6–3
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.
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6–4
The Strategic
Human Resources
Management Process
Exhibit 6.1
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6–5
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
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6–6
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
2002
Sarbanes-Oxley Act
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Exhibit 6.2
6–7
The Legal Environment Of HRM (cont’d)
• The globalization of business
 HR practices and the 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
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6–8
Employment Planning
• 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:
1. Assessing current human resources.
2. Assessing future human resources needs and
developing a program to meet those needs.
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6–9
Employee Assessment
• Human resource inventory report
 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
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6–10
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
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6–11
Recruitment And Selection
• Recruitment
 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
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6–12
Traditional Recruiting Sources
• Internal searches
• Advertisements
• Employee referrals
• Public employment
agencies
• Private employment
agencies
• School placement
• Temporary help services
• Employee leasing and
independent contractors
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Exhibit 6.3
6–13
Downsizing Options
• Firing
• Layoffs
• Attrition
• Transfers
• Reduced workweeks
• Early retirements
• Job sharing
Exhibit 6.4
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6–14
Selection Decision Outcomes
Exhibit 6.5
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6–15
Selection Terms
• Reliability
 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 (a measure of job
success)
 Example:
superior job performance and high
employment test scores
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6–16
Selection Devices
• Written 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
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6–17
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.
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6–18
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.
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6–19
Making Interviews More Effective
• Behavioral (Situation) Interview
 An interview in which candidates are observed not
only for what they say, but how behave to determine
how they might behave under stress.
 Candidates
are presented a complex situation and
asked to “deal with” it.
 Research
indicates that behavioral interviews are nearly
eight times more effective than other interview formats.
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6–20
Introducing Employee to the
Organization
• Employee 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
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6–21
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
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6–22
Determining if Training Is Needed
Exhibit 6.6
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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
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6–24
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
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6–25
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.
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6–26
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.
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6–27
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.
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6–28
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
behaviorally based
Time-consuming; lack
quantification
Graphic rating
scales
Provide quantitative
data; less timeconsuming than others
Do not provide depth of job
behavior assessed
BARS
Focus on specific
and measurable job
behaviors
Time-consuming; difficult to
develop measures
Multiperson
Compares employees
with one another
Unwieldy with large number of
employees
MBO
Focuses on end goals;
results oriented
Time-consuming
360°Appraisal
More thorough
Time-consuming
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Exhibit 6.8
6–29
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
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6–30
Performance Matters
Source: Dilbert reprinted by permission of United Features Syndicate, Inc.
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Exhibit 6.9
6–31
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.
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6–32
Benefits
• Employee 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
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6–33
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
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6–34
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.
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6–35
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
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6–36
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.
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6–37
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.
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6–38
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.
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6–39
Web Links
• Visit the Robbins/DeCenzo companion Website
 At www.prenhall.com/robbins for this chapter’s
Internet resources, including chapter quiz and
student PowerPoints.
• Enhancing Your Communication Skills
 Go to the EEOC’s Web site (www.eeoc.gov.)

Research the procedure one must follow to file an EEOC
charge. Also review the sexual harassment data and
summary statistics the EEOC collects. Ascertain the number
of cases filed during the past three years for which data have
been kept, how many cases were settled, and the amounts of
the monetary benefits awarded.
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6–40
Web Links (cont’d)
• Diversity Perspectives
 Log onto www.prenhall.com/onekey to enhance your
skill in managing a diverse workforce.
• Other links listed in this chapter:
 www.interbiznet.com
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6–41
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