Chapter Nine

Human Resource Management

Getting the Right People for Managerial Success

McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, All Rights Reserved.

Strategic Human Resource Management

Human Resource Management
consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce

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Understanding Current Employee Needs

Job analysis
determining the basic elements of a job by observation and analysis

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Understanding Current Employee Needs

Job description
summarizes what the holder of a job does and why they do it

Job specification
describes the minimum qualifications a person must have to perform a job successfully

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Recruitment
Recruitment
process of locating and attracting qualified applicants for jobs open in the organization internal, external

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Recruitment
Realistic job preview
gives a candidate a picture of both the positive and negative features of the job and the organization before he is hired People tend to quit less frequently and be more satisfied

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Selection
Selection process
screening of job applicants to hire the best candidate Background information, application forms, rsums, reference checks

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Selection
Unstructured interview
no fixed set of questions and no systematic scoring procedure

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Selection
Structured interview
involves asking each applicant the same questions and comparing their responses to a standardized set of answers Situational focuses on hypothetical situations Behavioral explore what applicants have actually done in the past

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Orientation, Training, & Development

Orientation
helping the newcomer fit smoothly into the job and the organization designed to give employees the information they need to be successful

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Five Steps in the Training Process

Figure 9.2

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Orientation, Training, & Development

Training
educating technical and operational employees in how to better do their current jobs

Development
educating professionals and managers in the skills they need to do their jobs in the future

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Performance Appraisal
Performance management
the continuous cycle of improving job performance through goal setting, feedback and coaching, and rewards and positive reinforcement

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Performance Appraisal
Performance appraisal
consists of assessing an employers performance and providing him with feedback

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Compensation & Benefits

Compensation
wages or salaries, incentives, and benefits

Base pay
basic wage or salary paid employees in exchange for doing their jobs

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REVISION
1. (p. 276) Google's biggest competitive advantage lies in its human resourcesits people. TRUE Happy people are more productive. That productivity has made Google an earnings powerhouse. Google has discovered that its biggest competitive advantage lies in its human resourcesits people.
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2. (p. 278) The process of writing job analyses, descriptions, and specifications can help you avoid hiring people who are overqualified or under qualified. TRUE

The process of writing job analyses, descriptions, and specifications can help you avoid hiring people who are overqualified (and presumably more expensive) or under qualified (and thus not as productive) for a particular job.
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3. (p. 279) In considering recruiting employees from inside the organization, a manager should only consider those candidates who would need no further training. FALSE

In looking at those inside, you need to consider which employees are motivated, trainable, and promotable and what kind of training your organization might have to do.

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4. (p. 282) Affirmative action programs try to anticipate future discrimination in employment. FALSE

Affirmative action focuses on achieving equality of opportunity within an organization. It tries to make up for past discrimination in employment by actively finding, hiring, and developing the talents of people from groups traditionally discriminated against.

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5. (p. 283) Sara is a warehouse manager for a large consumer products company. When she was out on the dock, several of the men who work for her loudly whistled at her attractiveness. The men's action created a hostile work environment.

TRUE
In the hostile environment type of sexual harassment, the person being sexually harassed doesn't risk economic harm, but experiences an offensive or intimidating work environment.
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