Management tenth edition

Stephen P. Robbins Mary Coulter

Chapter
Managing
10 Human
Resources
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–1
 The HRM Process
• Functions of the HRM Process
 Ensuring that competent employees are identified and
selected.
 Providing employees with up-to-date knowledge and
skills to do their jobs.
 Ensuring that the organization retains competent and
high-performing employees.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–2

 Exhibit 10–2 Human Resource Management
Process

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–3

 Environmental Factors Affecting
HRM
• Employee Labor Unions
 Organizations that represent workers and seek to
protect their interests through collective bargaining.
 Collective bargaining agreement
– A contractual agreement between a firm and a union
elected to represent a bargaining unit of employees of the
firm in bargaining for wage, hours, and working conditions.
• Governmental Laws and Regulations
 Limit managerial discretion in hiring, promoting, and
discharging employees.
 Affirmative Action: Organizational programs that enhance the
status of members of protected groups.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–4
 Managing Human Resources
• Human Resource (HR) Planning
 The process by which managers ensure that they
have the right number and kinds of people in the right
places, and at the right times, who are capable of
effectively and efficiently performing their tasks.
 Helps avoid sudden talent shortages and surpluses.
 Steps in HR planning:
 Assessing current human resources
 Assessing future needs for human resources

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–5

 Current Assessment
• Human Resource Inventory
 A review of the current make-up of the organization’s
current resource status.
 Job Analysis
 An assessment that defines a job and the behaviors
necessary to perform the job.
 Requires conducting interviews, engaging in direct
observation, and collecting the self-reports of employees and
their managers.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–6

 Current Assessment (cont’d)
• Job Description
 A written statement that describes a job.
• Job Specification
 A written statement of the minimum qualifications that
a person must possess to perform a given job
successfully.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–7

 Recruitment and Decruitment
• Recruitment
 The process of locating, identifying, and attracting
capable applicants to an organization
• Decruitment
 The process of reducing a surplus of employees in
the workforce of an organization
• Online Recruiting
 Recruitment of employees through the Internet
 Organizational Web sites
 Online recruiters

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–8

 Selection
• Selection Process
 The process of screening job applicants to ensure
that the most appropriate candidates are hired.
• What is Selection?
 An exercise in predicting which applicants, if hired,
will be (or will not be) successful in performing well on
the criteria the organization uses to evaluate
performance.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–9

 Exhibit 10–7 Selection Tools

• Application Forms
• Written Tests
• Performance Simulations Tests
• Interviews
• Background Investigations
• Physical Examinations

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–10

 Application Forms
 Almost universally used
 Relevant biographical data and facts that can be
verified

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–11

 Written Tests
• Types of Tests
 Intelligence: how smart are you?
 Aptitude: can you learn to do it?
 Attitude: how do you feel about it?
 Ability: can you do it now?
 Interest: do you want to do it?
• Legal Challenges to Tests
 Lack of job-relatedness of test items or interview
questions to job requirements
 Discrimination in equal employment opportunity
against members of protected classes

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–12

 Performance Simulation Tests
• Testing an applicant’s ability to perform actual
job behaviors, use required skills, and
demonstrate specific knowledge of the job.
 Work sampling
 Requiring applicants to actually perform a task or set of tasks
that are central to successful job performance.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–13

 Other Selection Approaches
• Interviews
 Although used almost universally, managers need to
approach interviews carefully.
• Background Investigations
 Verification of application data
 Reference checks:
 Lack validity because self-selection of references ensures
only positive outcomes.
• Physical Examinations
 Useful for physical requirements and for insurance
purposes related to pre-existing conditions.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–14

 Employee Needed Skills and
Knowledge
• Orientation
 Education that introduces a new employee to his or
her job and the organization.
 Work unit orientation
 Organization orientation

• Employee Training
 Types of training
 Training Methods

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–15

 Exhibit 10–8 Types of Training

Type Includes
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

Source: Based on “2005 Industry Report—Types of Training,” Training, December 2005, p. 22.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–16
 Exhibit 10–9 Training Methods

• Traditional • Technology-Based
Training Methods Training Methods
 On-the-job  CD-ROM/DVD/videotapes/
 Job rotation audiotapes
 Videoconferencing/
 Mentoring and coaching
teleconferencing/
 Experiential exercises satellite TV
 Workbooks/manuals  E-learning
 Classroom lectures

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–17

 Employee Performance
Management
• Performance Management System
 A process of establishing performance standards and
appraising employee performance.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10–18

 Exhibit 10–10 Advantages and Disadvantages of Performance
Appraisal Methods

Method Advantage Disadvantage

Written Simple to use More a measure of evaluator’s writing
essays ability than of employee’s actual
performance
Critical Rich examples; behaviorally Time-consuming; lack quantification
incidents based
Graphic Provide quantitative data; Do not provide depth of job behavior
rating scales less time-consuming than assessed
others
BARS Focus on specific and Time-consuming; difficult to develop
measurable job behaviors
Multiperson Compares employees with Unwieldy with large number of
comparisons one another employees; legal concerns
MBO Focuses on end goals; Time-consuming
results oriented
360-degree Thorough Time-consuming
appraisals
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