To manage people
well, companies
should . . . elevate
HR to a position of
power and primacy
in the
organization. —
Jack Welch
BUILDINGANDMANAGING
HUMANRESOURCES
OVERVIEW
JUSTINE JAY C. ALDERITE
1.
Explain why strategic human resource
management can help an organization gain a
competitive advantage.
2.
Describe the steps managers take to recruit
and select organizational members.
3.
Discuss the training and development options
that ensure organization members can
effectively perform their jobs.
4.
Explain why performance appraisal and
feedback is such a crucial activity, and list the
choices managers must make in designing
effective performance appraisal and feedback
procedures.
5.
Explain the issues managers face in
determining levels of pay and benefits
6. Understand the role that labor relations play
in the effective management of human
resources.
Learning
Objectives
Building And Managing Human
Resources
NT
ERMESUY
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• Human Resource Management (HRM)
Activities that managers engage in to
attract and retain employees and to
ensure that they perform at a high level
and contribute to the accomplishment
of organizational goals.
• Strategic Human Resource
Management
The process by which managers design
the components of a HRM system to be
consistent with each other, with other
elements of organizational architecture,
and with the organization’s strategy and
goals.
Strategic
Human
Resource
Management
NT
ERMESUY
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Components of a
HumanResource
Management
System
NT
ERMESUY
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Components of a Human Resource Management System
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E
M
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Equal Employment Opportunity (EEO)
•
The equal right of all citizens to the
opportunity to obtain employment
regardless of their gender, race, family
status, or disability.
Contemporary challenges for managers
How to eliminate sexual harassment
How to make accommodations for employees
with disabilities
How to deal with employees who have
substance abuse problems
How to manage HIV-positive employees and
employees with AIDs
The Legal
Environment
of HRM
How to manage people during pandemic
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• is concerned with the flow of
people into, through, and out of
an organization. It involves
forecasting the need for labor
and the supply of labor, then
planning the programs
necessary to ensure the need
for organization will have the
right mix of employees and
skills when and where they are
needed.
Human
Resources
Planning
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Recruitment
• Activities that managers engage
in to develop a pool of
candidates for open positions.
Selection
• The process that managers
use to determine the relative
qualifications
of
job
applicants and their potential
for performing well in a
particular job.
Recruitment
andSelection
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External Recruiting
Recruiting employees from outside the organization
Newspapers advertisements, employment agencies, open
houses, on-campus recruiting, employee referrals, recruitment
fairs, and the Internet
Advantages:
• Access to a potentially large applicant pool
Recruitment
• Able to attract people with required skills, & knowledge, etc.
• Able to bring in new comers and fresh approach
• Be up to date with latest technology
Disadvantages:
• High costs
• Externally recruited employees lack knowledge about the
inner workings and may need more training
• Uncertainty about the performance of those employees
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Internal Recruiting
Recruiting employees from within the organization
Promotion, transfer
Advantages:
• Internal applicants are already familiar with the
organization
• Managers already know candidates
• Can help boost levels of employee motivation and
morale
Disadvantages:
• Limited pool of candidates
• Tendency among those candidates to be set in the
organization's ways
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Recruitment
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• Managers find out whether
each applicant is qualified for
the position and likely to be a
good performer.
Selection
Process and
Selection
Tools
)
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Background information
Obtained from resumes
Educational background,
working
experience,
languages
Used to screen out
unqualified applicants and
identify more promising
applicants
Background check to verify
background information
Selection
Tools
)
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Interview
Structured interview: same
standard questions, e.g “What
are your unique qualifications for
this position?”
Situational interview: present
scenario and ask interviewees to
indicate how they would handle
it.
Unstructured
interview:
interviewer feels free to ask
probing questions.
Selection
Tools
)
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Paper-and-pencil tests
Ability tests: assess skill level, e.g.
verbal
comprehension, numerical skills
Personality tests: measure personality
traits and
characteristics
relevant
to
job
performance
Physical ability tests
For jobs requiring physical ability, e.g.
firefighting,
garbage collecting, and package delivery
For autoworkers, test for mechanical
dexterity
Selection
Tools
)
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Training
•
teaching
organizational
members how to perform
current jobs and helping them
to acquire the knowledge and
skills they need to be effective
performers.
Development
•
Building the knowledge and
skills of organizational members
to enable them to take on new
responsibilities and challenges.
Training and
Development
)
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Classroom Instruction
• Employees acquire skills in a
classroom setting
• Includes use of videos, roleplaying, and simulations
On-the-Job Training
• Training that takes place in the
work setting as
• employees perform their job
tasks
• Can be provided by coworkers
or supervisors
Types of
Training &
Development
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Varied Work Experiences
• Top managers have need to and
build expertise in many areas.
• E.g. one-to three-year stint
overseas
Formal Education
• Tuition
reimbursement
is
common for managers taking
classes for MBA or job-related
degrees.
Types of
Training &
Development
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Performance Appraisal
• The evaluation of employees’ job
performance and contributions to their
organization.
Traits appraisal
• Assess
employees
on
personal
characteristics that are relevant to the job
performance.
Behavior appraisals
• Assess how employees perform their
jobs-the actual actions that employees
exhibit on the job.
Results appraisals
• Assess actual
behaviors.
outcomes
of
work
Performance
Appraisal
and Feedback
)
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WhoAppraises
Performance?
360-Degree Performance
Appraisal
A performance appraisal
by peers, subordinates,
superiors, clients, and
oneself
)
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The process through which managers:
• Share performance appraisal information
with subordinates
• Give subordinates an opportunity to
reflect on their own performance
• Develop, with subordinates, plans for the
future
Formal appraisals
• An appraisal conducted at a set time
during the year and
• based on performance dimensions that
were specified in
• advance
Informal appraisals
•
An unscheduled appraisal of ongoing
progress and areas for improvement
Effective
Performance
Feedback
)
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• Be specific and focus on behaviors or
outcomes that are correctable and within
a worker’s ability to improve.
• Approach performance appraisal as an
exercise in problem solving and solution
finding, not criticizing.
• Express confidence in a subordinate’s
ability to improve.
• Provide performance feedback both
formally and informally.
• Praise instances of high performance and
areas of a job in which a worker excels.
• Avoid personal criticisms and treat
subordinates with respect.
• Agree to a timetable for performance
improvements.
Effective
FeedbackTips
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Pay
• Includes employees’ base salaries, pay
raises, and bonuses.
• Determined by characteristics of the
organization and the job and levels of
performance.
Pay level
• The relative position of an organization’s
pay incentives in comparison with those of
other organizations in the same industry
employing similar kinds of workers.
Pay structure
• The arrangement of jobs into categories
based on their relative importance to the
organization and its goals, level of skills,
and other characteristics.
Pay and
Benefits
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Benefits
• Benefits are based on
membership in an
organization
• Legally required: MPF,
statutory holidays and sick
leave
• Voluntary: Health insurance,
retirement, day care
• Cafeteria-style benefits plans
allow employees to choose
the best mix of benefits for
them; can be hard to manage.
Pay and
Benefits
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Benefits
• the activities managers
engage in to ensure they
have effective working
relationships with the
labor unions that
represent their
employees’ interests.
Labor
Relations
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Unions
• Represents worker’s
interest to management
in organizations.
• The power that a
manager has over an
individual worker causes
workers to join together
in unions to try to prevent
this.
Unions
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Collective Bargaining
• Negotiation between
labor and management to
resolve conflicts and
disputes about issues as
working hours, wages,
benefits, working
conditions, and job
security.
Unions
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ThankYou
Justine Jay C. Alderite
+639709808782
jjalderite@gmail.com
ARCLER Builders & Construction Supply
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