Human Resources Management

Human Resources Management in the 21st Century

Globalization: Impact on HR
Create corporate culture applicable to different countries Technology Knowledge of cultures, languages and business practices International Workforce Global alliances

Workplace Flexibility: HR Implications

Collaborative cultures Less structured work week Virtual office Company intranets Results rather than work hours

Development of Jobs: HR Implications

Challenging work Complex jobs Empowered employees Team-focused Positions linked to business results

Workforce Development: HR Implications

Continuous learning Expanded competencies expertise Personal growth Computer skills Ability to learn quickly

rather

than

Work and Society: HR Implications

Work to Live rather than Live to Work Social Responsibility Non-traditional careers Work-Life Balance a balance between personal life and work

The World of Work continues to change, but at an even more rapid pace. HR must understand the implications of: a. globalization b. technology c. workforce diversity d. skill requirements e. continuous improvement

a. Globalization
HR must understand cultural environments
ensure that employees can work in an environment of different cultures employees can operate in appropriate language to be able to work together communications are understood by a multilingual workforce

b. Technology
Knowledge Worker individuals whose jobs are designed around the acquisition and application of information Technology: - makes organizations more productive - helps create and maintain competitive advantage - provides better and more useful information

c. Workforce Diversity
The challenge is to make the organizations more accommodating to diverse groups of people

HRM must be able to deal with the different:

Values Needs Interests Expectations

d. Skill Requirements
Labor Supply
Rightsizing linking employee needs to organizational strategy Contingent workers: Part-time, Temporary and Contract workers

e. Continuous Improvement
Making constant efforts to provide better products and service to customers
Internal and External

Quality Management
Employee Involvement
Delegation Work Teams

Importance of Human Resources to an Organization

 Human Resources is the part of the organization concerned with the people dimension Human Resources is both a staff or support function that assists employees, and a function of every managers job.

Four Basic Functions

1. Staffing 2. Training and Development 3. Motivation 4. Maintenance

1. Staffing
Staffing Functions:
Employment Planning ensures that staffing will contribute to the organizations mission and strategy Job Analysis determining the specific skills, knowledge and abilities needed to be successful in a particular job; defining essential functions of the job Recruitment the process of attracting qualified applicants Selection the process of assessing who will be successful on the job

2. Training and Development

Activities in HR concerned with assisting employees to develop up-to-date skills, knowledge and abilities Four Phases:
Employee Training Employee Development Organization Development Career Development

3. Motivation
Activities in HR concerned with helping employees exert at high energy levels
Individual Managerial Organizational

Factors
Ability Willingness Respect

4. Maintenance
Activities in HR concerned with maintaining employees commitment and loyalty to the organization
Health Safety Communications Employee assistance programs

Translating HR Functions into Practice

Staffing
Employment

Training and Development

Training and Development

Motivation
Compensation and Benefits

Maintenance
Employee Relations

 Practices that are part of superior HR services include:

Rewarding productive work Creating a flexible work-friendly environment Properly recruiting and retaining quality workers Effective communications

 HR activities may be outsourced HR functions are more complex when employees are located around the world HR also involves considering the needs of employees families when they are sent overseas HR must make sure employees know about corporate ethics policies

Motivational Theories

Abraham Maslow
Hierarchy of Needs
Self-Actualization Esteem Social Safety Physiological

Self-Actualization
Highest Level Need for self-fulfillment

Esteem
Need for esteem in the eyes of others Need for respect, prestige and recognition

Social
Need for love and affection Sense of belongingness

Safety
Need for security, protection and stability

Physiological
Most basic human needs Need for food, water and physical wellbeing

Douglas McGregor
Theory X and Theory Y
Theory X assumes people dislike work, lack ambition, act irresponsibly and prefer to be led Theory Y assumes people are willing to work, like responsibility, self-directed and creative

 Managers who hold either set of assumptions can create self-fulfilling prophecies (occurs when a person acts in ways that confirm anothers expectations).

Frederick Herzberg
Two Factor Theory
Maintenance of Hygiene Factor Motivational Factor

Maintenance Factor - relates to the environment external to the job itself, which includes company policy, supervision, interpersonal relations, working conditions, salary and security Motivational Factor - relates to the job itself, which includes achievement, recognition, work itself, responsibility, advancement and growth

Employee Discipline

Discipline
A condition where employees conduct themselves in accordance with the organizations rules and standards of acceptable behavior

Factors to consider when disciplining

Seriousness Duration Frequency

Most frequent violations

Attendance and Punctuality On-the-job behaviors Dishonesty Outside activities

Disciplinary Guidelines
Make disciplinary action corrective rather than punitive Make disciplinary action progressive:
Verbal Warning Written Warning Suspension Termination

 Follow the Hot-Stove Rule:

Immediate Response Ample Warning Consistency Impersonal

Hear the employee

Employee Counseling
An approach most appropriate when a performance problem is not amenable to training and development or mentoring and coaching

 Listen to employee to uncover the reason for poor performance Focus on performance related behaviors Get the employee to accept the problem and work to find solutions Managers are not expected to solve employees personal problems

Employee Handbook
Helps employees learn about the company Provides information concerning policies, work rules and benefits Helps ensure that HRM policies will be fair, equitable and consistently applied

Complaints Procedure
Step 1 Employee-Supervisor Step 2 Employee-Employee Relations Step 3 Employee-Department Head Step 4 Employee-President

Suggestion Programs
Allow the employees to tell management what they perceive they are doing right or wrong Continuous Improvement

Acknowledge and recognize employees

Staffing

A. Employment Planning
Process by which an organization ensures that it has the right number and kinds of employees at the right time and the right place Overall plans and objectives must be translated into the number and types of workers needed

Vision
What the organization wants to become

Mission
What the organization does The very reason of its existence

Strategy
Plans for achieving organizational goals

Corporate Assessment
SWOT Analysis determines what is needed to meet objectives HRM determines what knowledge, skills and abilities are needed by the organization

Human Resources Inventory

Summarizes information workers and their skills
computerized databases employee information

on

current

that contain important

Estimates the future of HRM needs for every significant job level and type Forecasts for the specific knowledge, skills and abilities needed

Succession Planning
Development of replacement charts Portray positions that may become vacant in the near future Lists information about individuals who might qualify to fill the positions

Units Supply comes from

New Hires Contingent Workers Transfers Individual returning from leaves

Supply Decreases because

Retirements Termination Transfers Resignation Sabbaticals Death

Where to find workers

Migration into a community Recent Graduates Employed and Unemployed seeking other opportunities

 Downsizing used to reduce supply and balance demand Rightsizing linking staffing levels to organizational goals

B. Job Analysis
A systematic exploration of the activities within a job Defines and documents the duties, responsibilities and accountabilities of a job and the conditions under which a job is performed

Job Analysis vs Job Design

Job Analysis detailed examination of tasks, duties and responsibilities to be performed by a worker Job Design the process of stating the tasks, duties and responsibilities of a job

Job Analysis Methods

1. 2. 3. 4. 5. 6. Observation Method watches employees directly or reviews film of worker on the job Individual Interview Method workers are selected and extensively interviewed Group Interview Method workers are interviewed simultaneously Structured Questionnaire Method workers complete a specifically designed questionnaire Technical Conference Method uses supervisors with an extensive knowledge of the job Diary Method record of daily activities

Job Analysis is used in:

Planning and Supervision Done regularly so that changes will be included in the job description

Job Description
Written statement of what a jobholder does (how it is done and under what conditions) Used to describe the job to applicants, and to new employees for guidance and evaluation purposes
title, duties, characteristics, environmental conditions, authority and responsibilities

Job Specification
States minimum acceptable qualifications Used to select employees who have the essential qualifications

Job Evaluations
Specify relative value of each job in the organization Used to design equitable compensation program

Rationale: Job Analysis

1. 2. 3. 4. 5. 6. 7. 8. Specify duties and responsibilities of each worker Provide job-oriented recruitment and selection guide Operation-based guide to compensation determination Guide in the construction of performance evaluation criteria and career guidance and counseling Basis for method and working conditions improvement Helps supervisors in supervising Provides inputs for training programs For job classification and so that appropriate job title may be assigned

Content: Job Analysis

Tasks listing schedule of work from start to finish Skills identification how the work is done in terms of action and skills required

Supervisory facilitation enables the supervisor to look at the method and policies that govern the job performance
Assessment of working environment of the job conditions physical

Method improvement input continuous improvement

Techniques: Job Analysis

Tasks listing Process observation Interview of workers Checklist or questionnaire Time and motion study Job Enhancement giving the job a larger scope and depth Job Specialization improve effectiveness by making workers expert in their fields

Components
Worker Tasks Working Environment Flow of Work Motivational Technique Results

C. Recruitment
Once the organization identifies its human resources needs through employment planning, it begins the process of recruiting potential applicants

Recruiting
Brings together applicants job vacancies and

Recruitment Goal
Provide information that will attract a significant pool of qualified candidates and discourage unqualified ones from applying

Factors that affect recruiting efforts

Organizational Size Employment Conditions in the area Working Conditions Salary Benefits Organizational Growth or Decline

Constraints on Recruitment
Organization Image Job Attractiveness Organizational Policies Government Influence Recruitment Costs

Home-Country Nationals
Recruited when an organization is searching for someone with extensive company experience to launch a very technical product in a country where it has never sold before

Host-Country Nationals
Recruited when companies want each foreign subsidiary to have its own distinct national identity Foreign Workers government regulated

Recruitment Sources
Internal Employee Referrals Recommendations External Alternatives and

Internal Search
Job openings available to incumbent workers only Job Promotions within the organization

Advantages vs Disadvantages
Advantages Morale Building Encourage ambitious employees Information availability Cost-Savings Knowledge about the organization Develop managers Disadvantages Inferiority of candidates Morale Problems Inbreeding

Employee Referrals and Recommendations

Current employees may be asked to recommend recruits
Rewards Program Employee Referral Program

Advantages vs Disadvantages
Advantages Makes good recommendation Accurate job information to the recruit Employee referrals tend to be more acceptable applicants, to be more likely to accept an offer and to have higher survival rate Disadvantage Friendship may compromise the job

External Search
Advertisement
type and location of advertisement focus on job description or job specification

Blind Box Ads does not identify the organization

Factors that influence Response Rate

Identification of the organization Labor market conditions The degree to which specific requirements are listed

Employment Agencies
Public or State employment services focus on helping unemployed individuals with lower skill levels to find jobs Private employment agencies provide more comprehensive services and are perceived to offer positions and applicants of a higher quality

 Schools, Colleges or Universities Professional Organizations Unsolicited Applicants (Walk-in) On-line

Alternatives
Recruitment Alternatives Temporary Help Services
Contingent Workers

Employee Leasing
Outsourcing

Independent Contractors
Specific work

D. Selection
Selection Process Initial screening or interview Completion of application form Employment tests Comprehensive interview Background investigation Conditional job offer Medical/Physical exam Permanent job offer

Initial Screening
Involves screening or inquiries and screening interviews Job description information is shared along with a salary range

Completion of Application Form

Gives a job-performance-related synopsis of what the applicants have been doing, their skills and accomplishments Legal Considerations
gives the employer the right to dismiss an employee for falsifying information gives the employer the permission to check work references

Employment Tests
Performance Simulation Tests requires the applicants to engage in specific job behaviors necessary for doing the job Work Sampling applicant demonstrates his/her skills Assessments series of tests and exercises, including individual and group simulation tests

Comprehensive Interview
Interviews involve a face-to-face meeting with the applicant A universal selection tool Possible biases

 Structured Interview uses fixed questions designed to assess specific jobrelated attributes Behavioral Interview applicants are observed not only for what they say but how they behave

Background Investigation
Verify information from the application form Typical information verified:
Former employers Previous job performance Education Civil and Criminal records Character

 Most applicants exaggerate backgrounds or experiences

their

A good predictor of future behavior is an individuals past behavior

Conditional Job Offers

Offers of employment made contingent upon successful completion of background check, physical/medial exam, drug test, etc.

Medical/Physical Exam
Used to determine if the individual is fit to work or can comply with the essential functions of the job

Job Offers
Actual hiring decision generally made by the department manager Employee-Employer contract

Interview Suggestions
Do some homework on the company Get a good night rest the night before Dress appropriately Arrive early for the interview Use firm handshake Maintain good eye contact Take the opportunity to have practice interviews Thank the interviewer at the end of the interview