Week 10 : Managing Human Resources

Types of Training:

- General: Communication skills, computer systems application and programming, customer service, executive development, management skills and development, personal growth, sales supervisory skills, and technological skills and knowledge . - Specific: Basic life-work skills, creativity, customer education, diversity/ cultural awareness, remedial writing, managing change, leadership, product knowledge, public speaking/presentation skills, safety, ethics, sexual harassment, team building, wellness, and others

Two steps Human resource planning :

-Assessing current human resources -Meeting future HR needs

The Human Resource Management Process

1/ Human Resource Planning 2/ Recruitment 3/ Selection 4/ Orientation 5/ Training 6/ Performance Evaluation 7/ Compensation and Benefits 8/ Career Development

Performance Evaluation Methods (1-3)

1/ Written Essay Evaluator writes a description of employee's strengths and weaknesses, past performance, and potential; provides suggestions for improvement. + Simple to use − May be better measure of evaluator's writing ability than of employee's actual performance ____________________________________________________________________ 2/ Critical Incident Evaluator focuses on critical behaviors that separate effective and ineffective performance. + Rich examples, behaviorally based − Time-consuming, lacks quantification

اشياء مهمة يجب الاطلاع عليها

16, 18, 21, 26, 29 ,30 فقط ابحث عن 474

Performance Evaluation Methods (2-3)

3/ Graphic Rating Scale A popular method that lists a set of performance factors and an incremental scale; the evaluator goes down the list and rates employees on each factor. + Provides quantitative data, not time-consuming − Doesn't provide in-depth information on job behavior ____________________________________________________________________ 4/ BARS (Behaviorally Anchored Rating Scale) A popular approach that combines elements from the critical incident and graphic rating scale; the evaluator uses a rating scale, but items are examples of actual job behaviors. + Focuses on specific and measurable job behaviors − Time-consuming, difficult to develop

Performance Evaluation Methods (3-3)

5/ Multiperson Comparison Employees are rated in comparison to others in the workgroup. + Compares employees with one another − Difficult with large number of employees, legal concerns ____________________________________________________________________ 6/ MBO Employees are evaluated on how well they accomplish specific goals. + Focuses on goals, results-oriented − Time-consuming ____________________________________________________________________ 7/ 360-Degree Appraisal Utilizes feedback from supervisors, employees, and coworkers. + Thorough − Time-consuming

Affirmative action:

Organizational programs that enhance the status of members of protected groups

•Variable pay:

a pay system in which an individual's compensation is contingent on performance

Compensation and Benefits •Skill-based pay:

a pay system that rewards employees for the job skills they can demonstrate

Realistic job preview (R J P):

a preview of a job that provides both positive and negative information about the job and the company

Job specifications:

a written statement of the minimum qualifications a person must possess to perform a given job successfully

Labor Unions:

an organization that represents workers and seeks to protect their interests through collective bargaining

12-7 Sexual Harassment

any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual's employment, performance, or work environment

Board representatives:

employees who sit on a company's board of directors and represent the interests of the firm's employees

Organization orientation:

informs employees about the company's goals, history, philosophy, procedures and rules

•Internships:

internships are becoming more popular as organizations realize this is a way to evaluate a potential employee without a commitment to a full-time job

12-6 Two Trends Shaping Career Development •Lifelong learning:

many organizations now support employee lifelong learning through tuition reimbursement and leadership programs

Workplace bullying:

occurs when an individual experiences a number of negative behaviors repeatedly over a period of time that results in physical or mental harm

Selection:

screening job applicants to ensure that the most appropriate candidates are hired

12-2 External Factors that Affect the Human Resource Management Process The economy:

the lasting impact of the Great Recession

12-5 Evaluating Employee Performance Performance Evaluation:

the practice of providing job feedback to an employee that may be used to improve performance and for compensation and promotion decisions

Electronic performance monitoring:

the use of electronic instruments to collect, store, analyze, and report individual or group performance.

Validity and Reliability

•A valid selection device: is characterized by a proven relationship between the selection device and some relevant criterion. •A reliable selection device: indicates that it measures the same thing consistently.

Other Pay Factors

•Bonuses vs. Annual Pay Raises •Pay Secrecy vs. Transparency •Benefit Options

- Meeting future HR needs

•Future H R needs are determined by the organization's mission, goals, and strategies.

Work sample tests:

•Hands-on simulations of part or all of the work that workers in a job routinely must perform.

Recruitment and Decruitment

•Recruitment: locating, identifying, and attracting capable applicants •Decruitment: reducing an organization's workforce

Job description:

•a written statement that describes a job

- Assessing current human resources Job analysis:

•an assessment that defines jobs and the behaviors necessary to perform them

12-1 Why Human Resource Management is Important

•can be a significant source of competitive advantage •is a important part of organizational strategies •The way organizations treat their people can significantly impact performance

12-3 Human Resource Planning

•ensuring that the organization has the right number and kinds of capable people in the right places and at the right times

Work unit orientation:

•familiarizes employees with the goal of the work unit and their specific job

Work councils:

•groups of nominated or elected employees who must be consulted when management makes decisions involving personnel

12-4 Orientation

•introducing a new employee to his or her job and the organization