Jones_Ess9e_Ch12_PPT (5).pptx

Because learning changes everything. ® CHAPTER 12 Building and Managing Human Resources © 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the...

Because learning changes everything. ® CHAPTER 12 Building and Managing Human Resources © 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill.  Learning Objectives 1 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. © McGraw Hill  Learning Objectives 2 4. Explain why performance appraisal and feedback are such crucial activities 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. © McGraw Hill  Strategic Human Resource Management 1 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. © McGraw Hill David Lees/Digital Vision/Getty Images  Components of a Human Resource Management System Figure 12.1 Access the text alternative for slide images. © McGraw Hill Copyright © McGraw-Hill Education. Permission required for reproduction or display.  Recruitment and Selection Recruitment: Activities that managers engage in to develop a pool of qualified 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. © McGraw Hill  The Recruitment and Selection System Figure 12.2 © McGraw Hill Copyright © McGraw-Hill Education. Permission required for reproduction or display.  Human Resource Planning Human Resource Planning (HRP): Activities that managers engage in to forecast their current and future needs for human resources. Consider supply and demand forecasts. Outsource: To use outside suppliers and manufacturers to produce goods and services. Use of contract workers rather than hiring them. Two reasons why human resource planning sometimes leads managers to outsource are flexibility and cost. © McGraw Hill  Job Analysis 1 The analysis identifies the tasks, duties, and responsibilities that make up a job and the knowledge, skills, and abilities needed to perform the job. The analysis should be done for each job in the organization. Job analysis methods include: Observing what current workers do. Having workers and managers fill out questionnaires. © McGraw Hill  Recruitment 1 External Recruiting: Looking outside the organization for people who have not worked at the firm previously. Newspapers advertisements, open houses, on-campus recruiting, and the Internet. Internal Recruiting: Managers turn to existing employees to fill open positions. Benefits of internal recruiting: Internal applicants are already familiar with the organization. Managers already know candidates. Can help boost levels of employee motivation and morale. © McGraw Hill  The Selection Process Selection Process: Once managers develop a pool of applicants for open positions through the recruitment process, they need to find out whether each applicant is qualified for the position and likely to be a good performer. If more than one applicant meets these two conditions, managers must further determine which applicants are likely to be better performers than others © McGraw Hill  Selection Tools Figure 12.3 © McGraw Hill Copyright © McGraw-Hill Education. Permission required for reproduction or display.  Training and Development 1 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 so they are prepared to take on new responsibilities and challenges. Training tends to be used more frequently at lower levels of an organization; development tends to be used more frequently with professionals and managers. © McGraw Hill  Types of Training Classroom Instruction: Employees acquire skills in a classroom setting. Includes use of videos, role-playing, and simulations. During role-playing, trainees either directly participate in or watch others perform actual job activities in a simulated setting. At McDonald’s Hamburger University, for example, roleplaying helps franchisees acquire the knowledge and skills they need to manage their restaurants. On-the-Job Training: Training that takes place in the work setting as employees perform their job tasks. coworkers or supervisors or can occur simply as jobholders gain experience and knowledge from doing the work. Newly hired waiters and waitresses in chains such as Red Lobster or the Olive Garden often receive on-the-job training from experienced employees. © McGraw Hill  Types of Development Varied Work Experiences: Top managers need to develop an understanding of, and expertise in, a variety of functions, products and services, and markets. For example, one- to three-year stints overseas are being used increasingly to provide managers with international work experiences Formal Education: College courses. Tuition reimbursement is common for managers taking classes for MBA or job- related degrees. Corporations spend thousands of dollars sending managers to executive development programs such as executive MBA programs. © McGraw Hill  Performance Appraisal and Feedback Performance Appraisal: The evaluation of employees’ job performance and contributions to their organization. Traits, behaviors, results. Objective and subjective appraisals. © McGraw Hill mavo/Shutterstock  Who Appraises Performance? 1 Figure 12.5 © McGraw Hill Copyright © McGraw-Hill Education. Permission required for reproduction or display.  Effective Performance Feedback Formal Appraisals: An appraisal conducted at a set time during the year and based on performance dimensions and measures that were specified in advance. Managers in most large organizations use formal performance appraisals on a fixed schedule dictated by company policy, such as every six months or every year Informal Appraisals: An unscheduled appraisal of ongoing progress and areas for improvement. Direct feedback © McGraw Hill  Effective Feedback Tips 1 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. © McGraw Hill  Pay and Benefits 1 Pay: Includes employees’ base salaries, pay raises, and bonuses. Determined by characteristics of the organization, the job, and levels of performance. Benefits are based on membership in an organization. © McGraw Hill  Pay and Benefits 2 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. Managers must decide if they want to offer relatively high wages, average wages, or relatively low wages. Pay Structure: The arrangement of jobs into categories reflecting their relative importance to the organization and its goals, level of skill required, and other characteristics. Individual jobholders’ pay within job categories is then determined by factors such as performance, seniority, and skill levels. © McGraw Hill  Pay and Benefits 4 Benefits: Legally required: social security, workers’ compensation, unemployment insurance. Voluntary: health insurance, dental insurance, vacation time, pension plans, life insurance, flexible working hours, company-provided day care Cafeteria-Style Benefit Plan: A plan from which employees can choose the benefits they want. help managers deal with employees who feel unfairly treated because they are unable to take advantage of certain benefits available to other employees who, for example, have children. Some organizations have success with cafeteria-style benefit plans; others find them difficult to manage. © McGraw Hill  Labor Relations These are the activities managers engage in to ensure they have effective working relationships with the labor unions that represent their employees’ interests. Unions Unions represent worker’s interests to management in organizations. A union might be able to ensure a worker’s interests are fairly represented. Collective Bargaining: Negotiation between labor unions and managers to resolve conflicts and disputes about issues, such as working hours, wages, benefits, working conditions, and job security. © McGraw Hill  End of Main Content Because learning changes everything. ® www.mheducation.com © 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill.