1 STAFFING. 2 Human Resource Management The integration of all processes, programs, and systems in...
-
Upload
arthur-greene -
Category
Documents
-
view
212 -
download
0
Transcript of 1 STAFFING. 2 Human Resource Management The integration of all processes, programs, and systems in...
1
STAFFING
2
Human Resource Management
The integration of all processes, programs, and systems in an organization that ensure staff are acquired and used in an effective way
3
Human Resource Management (Contd.)
HR is multidisciplinary: It applies the disciplines of Economics (wages, markets, resources),Psychology (motivation, satisfaction), Sociology (organization structure, culture) and Law (min. wage, labor contracts)
What HR Professionals Do?
HR planning
Recruitment & Selection
Training and development
Compensation & Performance review
Labor relations
4
Human Resource Planning
Assessing FutureHuman Resource
Needs
Assessing Current Human Resources
Developing aProgram to Meet
Needs
5
Human Resource Planning
The process of systematically reviewing HR requirements to ensure that the required number of employees, with the required skills, are available when they are needed
6
HR PlanningWe have found the gap, how do we fill this void?
Internal Labour Supply
Skill Inventory
Succession Planning
Replacement Planning– Inventory Chart
• Present & Future staffing situations• Helps in retention & expulsion strategy
External Labour Supply
7
Job Analysis (Functional Job Analysis, Position analysis questionnaire)
A Basic Human Resource Management Tool
Tasks Responsibilities Duties
Job Analysis
Job Descriptions
Job Specifications
Knowledge Skills Abilities
Human Resource Planning
Recruitment
Selection
Training and Development
Performance Appraisal
Compensation and Benefits
Safety and Health
Employee and Labor Relations
Legal Considerations
Job Analysis for Teams
8
DefinitionsJob - Consists of a group of tasks that must be performed for an organization to achieve its goals
Position - Collection of tasks and responsibilities performed by one person; there is a position for every individual in an organization
Job analysis - Systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization (functional job analysis , position analysis questionnaire)
Job description – document providing information regarding tasks, duties, and responsibilities of job
Job specification – minimum qualifications to perform a particular job
9
RecruitmentProcess of locating,
identifying, and attracting
capable candidates
Can be for current or future needs
Critical activity for some corporations. What sources do we use for recruitment
10
Sources of Recruitment
11
RecruitmentSources
InternalSearches
EmployeeReferrals
Voluntary Applicants
EmploymentAgencies Advertisements
SchoolPlacement
12
SELECTION
A series of steps from initial applicant screening to final hiring of the new employee.
Selection process.Step 1 Completing application materials.Step 2 Conducting an interview.Step 3 Completing any necessary tests.Step 4 Doing a background investigation.Step 5 Deciding to hire or not to hire.
13
Selection processStep 1 Completing application materials.
Gathering information regarding an applicant’s background and experiences.
Typical application materials.
Traditional application forms.
Résumés.
Sometimes tests may be included with application materials.
Step 2 Conducting an interview.
Typically used though they are subject to perceptual distortions.
Interviews can provide rough ideas concerning the person’s fit with
the job and the organization.
14
Selection processStep 3 Completing any necessary tests.
Administered before or after the interview.Common examples of employment tests.
Cognitive, clerical, or mechanical aptitudes or abilities.Personality.
Step 4 Doing a background investigation.
Can be used early or late in selection process.
Background investigations include:
Basic level checks.
Reference checks.
15
Selection processStep 5 Deciding to hire or not to hire.
Draws on information produced in preceding selection steps.
A job offer is made.
A physical examination may be required if it is relevant to job performance.
Negotiation of salary and/or benefits for some jobs.
Step 6 Socialization.
The final step in the staffing process.
Involves orienting new employees to:
The firm.
The work units in which they will be working.
The firm’s policies and procedures.
The firm’s organizational culture.
16
Performance Appraisal
17
Performance Appraisal
The identification, measurement, and management of human performance in organizations.
18
Why Conduct Performance Appraisals?
Make decisions about that person's future with the organization
Identify training requirements
Employee improvement
Pay, promotion, and other personnel decisions
Research
Validation of selection techniques and criteria
19
A Model of Performance Appraisal
Skills/Activities/Output
Performance Appraisal System
Reward/Training/Punishment
20
Techniques for Evaluating Managers
Evaluation by superiorsEvaluation by colleagues
Peer ratings tend to be more favorable for career development than for promotion decisions
Self‑evaluationSelf‑ratings suffer from leniency
Subordinate evaluationEffective in developing leadershipLeads to improved performance
360 degree feedback (multi‑source)
21
360° Feedback
The combination of peer, subordinate, and self-review
22
Key Steps in Implementing 360° AppraisalTop management communicates the goals
Employees and managers are involved in the development of the appraisal criteria and process.
Employees are trained in giving & receiving feedback.
Employees are informed of the nature of the 360° appraisal instrument and process.
The 360° system undergoes pilot testing
Management continuously reinforces the goals of the 360° appraisal and is ready to change the process when necessary.
23
Measurement Tools
24
Relative and Absolute Judgment
An appraisal format that asks supervisors to compare an employee's performance to the performance of other employees doing the same job.
Relative Judgment
An appraisal format that asks supervisors to make judgments about an employee’s performance based solely on performance standards.
Absolute Judgment
25
Rating MethodsPerformance rating scales
Supervisors indicate how or to what degree a worker possesses a relevant job characteristic
Ranking techniqueSupervisors list the workers in order from highest to lowest
Paired‑comparison techniqueCompares the performance of each worker with that of every other
person in the group
Forced choice techniqueRaters are presented with groups of descriptive statements and are
asked to select the phrase in each group that is most descriptive of the worker being evaluated
26
Rating MethodsBehaviorally anchored rating scales (BARS)
Appraisers rate critical employee behavior
Critical‑incident behaviors are established
These behaviors are used as standards for appraising effectiveness
The BARS items can be scored objectively by indicating whether the employee displays that behavior
Behavioral observation scales (BOS)Appraisers rate the frequency of critical employee behaviors
The ratings are assigned on a five point scale
The evaluation yields a total score
Management by objectives (MBO)
27
Appraising Managers as Managers
28
Organizational Change
29
Concept of Organizational Change
Defined as adoption of a new idea or behavior by an organization.
Organizations need to continuously adapt to new situations if they are to survive and prosper
30
Planned and Unplanned Organizational Changes
Planned Changes• Changes in products and
services• Changes in administrative
systems• Changes in organizational
size or structure• Introduction of new
technologies• Advances in information
processing and communication
Planned Changes• Changes in products and
services• Changes in administrative
systems• Changes in organizational
size or structure• Introduction of new
technologies• Advances in information
processing and communication
Unplanned Changes• Changing employee
demographics• Performance gaps• Governmental regulations• Economic competition in the
global arena
Unplanned Changes• Changing employee
demographics• Performance gaps• Governmental regulations• Economic competition in the
global arena
OrganizationalChange
31
Forces ForForces ForChangeChange
WorkforceWorkforce
CompetitionCompetition
WorldWorldPoliticsPolitics
TechnologyTechnology
SocialSocialTrendsTrends
EconomicEconomicShocksShocks
32
Resistance to Change - Forms
Overt and immediate
Voicing complaints, engaging in job actions
Implicit and deferred
Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism
33
Resistance to ChangeResistance to Change
SelectiveInformationProcessing
Fear of the Unknown
Force ofHabit
Need forSecurity
Economic Factors
Individual Individual
34
Resistance to ChangeResistance to Change
Structural &Group Inertia
Limited Focus
Threat to establish resource allocation
Threat to Expertise
Threat to establish power relationship
Organization Organization
35
Education andEducation andCommunicationCommunicationEducation andEducation and
CommunicationCommunication ParticipationParticipationParticipationParticipation
NegotiationNegotiationNegotiationNegotiation FacilitationFacilitationand Supportand SupportFacilitationFacilitation
and Supportand Support
CoercionCoercionCoercionCoercionManipulationManipulationand Cooptationand CooptationManipulationManipulation
and Cooptationand Cooptation
Overcoming Overcoming Resistance to ChangeResistance to Change
Overcoming Overcoming Resistance to ChangeResistance to Change
36
Unfreezing Changing Refreezing
Lewin’s Three-Step Process
Organizational ChangeOrganizational Change
37
Unfreezing the Status QuoUnfreezing the Status QuoUnfreezing the Status QuoUnfreezing the Status Quo
Desired State
Status Quo
RestrainingForces
Driving Forces
Time
38
Definition of OD
OD is a planned process of change in an organization’s culture through the utilization of behavioral science technology, research,
and theory.
39
Organization Development is...
a systemwide application and transfer of behavioral science knowledge to the
planned development, improvement, and reinforcement of the strategies, structures,
and processes that lead to organization effectiveness.
40
Organizational Development - The Organizational Development - The PremisesPremises
Respect for people
Trust and support
Power equalization
Confrontation
Participation
41
.
OD Process
Diagnosis Intervention Evaluation
42
OD InterventionsOD Interventions
Intergroup development
Process consultation
Sensitivity training
Third Party Intervention
Survey feedback
Team building
Culture Change
43
Manager DevelopmentOn the Job Training
Planned ProgressionJob RotationCreation of “assistant-to”Temporary promotionCommittees
Off the JobTrainingConferenceMDPsBusiness Simulations
44
Organizational Conflicts
45
Sources of Conflict
Competition for scarce resources
Time pressure
Unreasonable standards, policies, rules or procedures
Communication breakdowns
Personality clashes
Ambiguous or overlapping jurisdictions
Unrealized expectations
46
Managing Conflicts
AvoidanceProblem solvingCompromiseForcingSmoothingStructural change
47
LEADING