Responsibilities of HR Departments 1. Employment and Recruiting
2. Training and Development 3. Compensation 4. Benefits 5. Employee
Services 6. Employee and Community Relations 7. Personnel Records
8. Health and Safety 9. Strategic Planning 1-2
Slide 3
Talent Management Talent management is the systematic planned
strategic effort by a company to use bundles of HRM practices
including acquiring and assessing employees, learning and
development, performance management, and compensation to attract,
retain, develop, and motivate highly skilled employees and
managers. Growth of contingent workers and part-time employees
Alternative work arrangements 1-3
Slide 4
The Balanced Scorecard The balanced scorecard provides a view
of the company from the perspective of internal and external
customers, employees and shareholders. The balanced scorecard
should be used to: Link HRM activities to the companys business
strategy. Evaluate the extent to which HR is helping meet the
companys strategic objectives. 1-4
Slide 5
McGraw-Hill/Irwin 2012 The McGraw-Hill Companies, All Rights
Reserved5
Slide 6
Legal and Ethical Issues 5 legal areas that influenced HRM : 1.
Equal employment opportunity legislation 2. Employee safety and
health 3. Employee pay and benefits 4. Employee privacy 5. Job
security Women and minorities still face the glass ceiling
Sarbanes-Oxley Act of 2002 Federal health care legislation
Companies which employ unlawful immigrants or abuse laborers
Data-security practices and protecting intellectual property
1-6
Slide 7
Strategic Management Process Model Strategy FormulationStrategy
Implementation HR Practices Recruiting Training Performance
management Labor relations Employee relations Job analysis Job
design Selection Development Pay structure Incentives Benefits
HRCapability Skills, Abilities Knowledge HRNeeds Skills Behavior
CultureStrategicChoiceGoalsMission InternalAnalysis Strengths
Weaknesses 2-7
Slide 8
McGraw-Hill/Irwin 2012 The McGraw-Hill Companies, All Rights
Reserved
Slide 9
9
Slide 10
10
Slide 11
Job Analysis Information 4-11
Slide 12
Sample Job Description Job Title: Maintenance Mechanic General
Job Description: General maintenance and repair of all equipment
used in operations of a particular district. Includes servicing
company used vehicles, shop equipment and machinery used on job
sites. 1. Essential duty (40%) Maintenance of Equipment 2.
Essential duty (40%) Repair of Equipment 3. Essential duty (10%)
Testing and Approval 4. Essential duty (10%) Maintain Stock
Nonessential functions: Other duties assigned 4-12
Slide 13
Job Analysis Methods Position Analysis Questionnaire (PAQ)PAQ
Fleishman Job Analysis System (FJAS)FJAS Occupational Information
Network (ONET)ONET 4-13
Slide 14
PAQs 6 Sections Information Input how and where information
comes from Relationships how the individual interacts with other
persons to perform the job Mental Processes reasoning, decision
making, planning & information processing Job Context physical
and social Work Output physical activities, tools & devices
used Other Characteristics 4-14
Slide 15
PAQ Rating Once an item is found to apply to a position, that
item is rated against other items using six scales: 1. Extent of
use, 2. Amount of time, 3. Importance to the job, 4. Possibility of
occurrence, 5. Applicability, and 6. Special code (applicable to
that item) McGraw-Hill/Irwin 2012 The McGraw-Hill Companies, All
Rights Reserved
Slide 16
Job Design and Job Redesign 4-16
Slide 17
Job Design Using the Motivational Approach Jobs designed using
this approach tend to focus on the meaningfulness of the job: 1.
Job Enlargement broadens the types of tasks performed in the job 2.
Job Enrichment adds more decision making authority to the job 3.
Self Managing Teams work performed without specific guidance from
management McGraw-Hill/Irwin 2012 The McGraw-Hill Companies, All
Rights Reserved
Slide 18
Trade-Offs Among Job Design Approaches 4-18
Slide 19
Forecasting Demand for Employees Trend projections (top down))
Forecasting Techniques Unit-demand forecasting (bottom up))
Statistical modeling (top down)) Expert estimates (top down)
Success depends on accurate and freely shared information 5-19
Slide 20
Exhibit 5-3 Movement of Nurses Exhibit 5-4 Probabilities of
Retention of Nurses in Three Local Hospitals 5-20
Slide 21
Validity Validity is the extent to which a performance measure
assesses all the relevantand only the relevantaspects of job
performance. Criterion-related validation is a method of
establishing the validity of a personnel selection method by
showing a substantial correlation between test scores and
job-performance scores. The types include: Predictive validation
Concurrent validation Small sample sizes make a determination of
statistical validity in testing impossible 6-21
Slide 22
Content Validation Content validation is a test-validation
strategy performed by demonstrating that the items, questions, or
problems posed by a test are a representative sample of the kinds
of situations or problems that occur on the job. Best for small
samples Achieved primarily through expert judgment 6-22
Slide 23
Generalizability Generalizability is the degree to which the
validity of a selection method established in one context extends
to other contexts. 3 Contexts include: 1. different situations
(jobs or organizations) 2. different samples of people 3. different
time periods 6-23
Slide 24
Utility Utility is the degree to which information provided by
selection methods enhances the effectiveness of selecting
personnel. Utility is impacted by reliability, validity and
generalizability. 6-24
Slide 25
Legality All selection methods must conform to existing laws
and legal precedents. Three acts have formed the basis for a
majority of the suits filed by job applicants: Civil Rights Act of
1964 and 1991 Age Discrimination in Employment Act of 1967
Americans with Disabilities Act of 1991 6-25
Slide 26
Interviews Selection interviews-a dialogue initiated by one or
more persons to gather information and evaluate the applicants
qualifications for employment. To increase an interviews utility:
Interviews should be structured, standardized, and focused on goals
oriented to skills and observable behaviors. Interviewers should be
able to quantitatively rate each interview. Interviewers should
have a structured note-taking system that will aid recall to
satisfying ratings. 6-26
Slide 27
Situational Interview A situational interview confronts
applicants on specific issues, questions, or problems likely to
arise on the job. Situational interviews consist of:
experience-based questions future-oriented questions 6-27
Slide 28
Other Selection Methods Individuals should manage their digital
identity the same way they manage their rsum. References,
biographical data, and applications gather background information
on candidates. Physical ability tests are relevant for predicting
job performance, occupational injuries and disabilities. Physical
ability tests include: muscular tension, power, and endurance
cardiovascular endurance flexibility balance coordination 6-28
Slide 29
Other Selection Methods A cognitive ability test differentiates
individuals based on mental rather than physical capacities.
Commonly assessed abilities: verbal comprehension quantitative
ability reasoning ability Personality inventories categorize
individuals by personality characteristics. Work samples simulate a
job in miniaturized form. Any testing method used should be
validated to avoid potential adverse impact on protected groups
6-29
Slide 30
McGraw-Hill/Irwin 2012 The McGraw-Hill Companies, All Rights
Reserved
Slide 31
Measuring Performance Comparative approach compares performance
with that of others. Ranking Simple ranking ranks employees from
highest to lowest performer. Alternation ranking is crossing off
the best and worst employees. Forced distribution is employees
ranked in groups. Paired comparison Managers compare every employee
with every other employee in work group. 8-31
Slide 32
Attribute Approach Graphic rating scales list of traits
evaluated by 5-point rating scale. legally questionable.
Mixed-standard scales define relevant performance dimensions
develop statements representing good, average, and poor performance
along each dimension. 8-32
Slide 33
Mixed Standard Scale McGraw-Hill/Irwin 2012 The McGraw-Hill
Companies, All Rights Reserved
Slide 34
Behavioral Approach Critical incidents approach requires
managers to keep record of specific examples of effective and
ineffective performance. Behaviorally anchored rating scales (BARS)
Behavioral observation scales (BOS) Organizational behavior
modification is a formal system of behavioral feedback and
reinforcement. Assessment centers are multiple raters who evaluate
employees performance on a number of exercises. 8-34
Slide 35
BARS for a Patrol Officer McGraw-Hill/Irwin 2012 The
McGraw-Hill Companies, All Rights Reserved
Slide 36
Sample BOS It is generally agreed that a BOS provides the best
means for differentiating employee performance
Slide 37
Competency Model Competencies are sets of skills, knowledge,
abilities and personal characteristics that enable employees to
successfully perform their jobs. A competency model identifies
competencies necessary for each model and provides descriptions
common for an entire occupation, organization, job family or
specific job. Also useful for recruiting, selection, training and
development. 8-37
Slide 38
Competency Assessment for a Managerial Position
McGraw-Hill/Irwin 2012 The McGraw-Hill Companies, All Rights
Reserved
Slide 39
Strengths and Weaknesses of the Behavioral Approach Strengths
include effectiveness, the ability to link business strategy with
employee behaviors, can have high validity when linked to job
analysis, are generally highly accepted, and can be very reliable
when used properly Weaknesses include difficulty in insuring that
behaviors are linked with the organizations strategy, assumes that
favored behaviors are the best way to perform the job, and can be
less suited to complex jobs McGraw-Hill/Irwin 2012 The McGraw-Hill
Companies, All Rights Reserved
Slide 40
Slide 41
Slide 42
Withstand Legal Scrutiny 1. Conduct a valid job analysis
related to performance. 2. Base system on specific behaviors or
results. 3. Train raters to use system correctly. 4. Review
performance ratings and allow for employee appeal. 5. Provide
guidance/support for poor performers. 6. Use multiple raters. 7.
Document performance evaluations. 8-42