Chapter 5
STAFFING and RECRUITING
Chapter Outcomes
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Describe the human resource management process.
Discuss the influence of government regulations on
human resource decisions.
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.
Identify various training methods.
Describe the goals of compensation administration and
factors that affect wage structures.
Explain what is meant by the terms sexual harassment
and layoff-survivor sickness.
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EXHIBIT 5–1
The human resource management process.
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Supervision and HRM
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Affirmative action
Employment planning
Human resource inventory
Recruitment
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EXHIBIT 5–2
Major U.S. federal laws and regulations related to HRM.
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EEOC
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Equal Employment Opportunity Commission
Born out of Title VII of the Civil Rights Act
Enforcing body for Title VII
Policies have the force of law
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Employment planning
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Assessing current human resources
Assessing future human resource needs
Developing a program to meet future human
resource needs
Recruitment issues
Selection issues
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Recruitment sources
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Internal
Advertising
Employee referrals
Employment agencies
Educational institutions
Professional organizations
Temp services
Walk-ins
Online
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© 2010 Pearson Higher Education,
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Downsizing options
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Firing
Layoffs
Attrition
Transfers
Reduced workweek
Early retirements
Job sharing
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Selection process
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Reliability
Validity
Written tests
Performance-simulation tests
Personality profiles
Interviews
Realistic job preview
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© 2010 Pearson Higher Education,
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Interviewer behaviors
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Review the job description and job
specification.
Prepare a structured set of questions.
Review the applicant’s information.
Put the interviewee at ease.
Ask questions and listen carefully.
Close by telling the applicant the next steps in
the process.
Write the evaluation immediately.
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© 2010 Pearson Higher Education,
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Orientation
An expansion on information a new
employee obtained during the recruitment
and selection stages; an attempt to familiarize
new employees with the job, the work unit,
and the organization as a whole.
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 5–6
Determining training needs.
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© 2010 Pearson Higher Education,
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Typical training methods
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On-the-job
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Apprenticeship
Job instruction training
Off-the-job
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Classroom lectures
Multimedia
Simulation exercises
Computer-based training
Vestibule training
Programmed instruction
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Current issues in HRM
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Workforce diversity
Sexual harassment
Layoffs
Layoff-survivor sickness
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© 2010 Pearson Higher Education,
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Sexual harassment
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Any unwanted activity of a sexual nature that
affects an individual’s employment.
Sexual harassment can occur if verbal or physical
conduct toward an individual:
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Creates an intimidating, offensive, or hostile environment
Unreasonably interferes with an individual’s work
Adversely affects an employee’s employment
opportunities
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© 2010 Pearson Higher Education,
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What can be considered sexual
harassment?
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Sexually suggestive remarks
Unwanted touching
Sexual advances
Requests for sexual favors
Verbal or physical conduct of a sexual
nature
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