Management 12e richard draft chapter 12
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Chapter 12
Managing Human Resources
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The Strategic Role of HRM
HR must drive organizational performance; it’s the competitive edge
The right people:
Matching process
Integrate strategy
HR builds culture
To become more competitive on a global basis
For improving quality, innovation, and customer service
To retain during mergers and acquisitions
To apply new information technology for e-business
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12.1 Top Three Factors for Maintaining
Competitive Success
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12.2 Strategic Human Resource Management
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Building Human Capital to Drive Performance
Strategic decisions are related to human decisions
More companies rely on information, creativity, knowledge, and service
Human Capital is the economic value of the combined knowledge,
experience, skills, and capabilities of employees
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12.3 The Role and Value of Human Capital
Investments
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The Impact of Federal Legislation on HRM
HR managers must stay on top of legal and regulatory environment
Many laws exist to ensure equal opportunity and stop discrimination
Discrimination – The hiring or promotion of applicants based on criteria
that are not job relevant
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The Impact of Federal Legislation on HRM
Affirmative action – Requires employers to take positive steps to
guarantee equal employment opportunities for people of protected
groups
Sexual harassment is a growing concern that is a violation of the Civil
Rights Act
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12.4 Major Federal Laws Related to Human Resource
Management
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The Changing Nature of Careers
Employees operate under a new social contract
Subsidized benefits are decreasing
Downsizing, outsourcing, rightsizing, and restructuring have left little
stability
Employees are expected to be self-motivated
Organizations must be creative with training and development
New performance appraisal processes are required
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12.5 The Changing Social Contract
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Innovations in HRM
Becoming an Employer of Choice
Organizations that are highly attractive to potential employees because of
HR practices
Using Temporary and Part-Time Employees
Contingent workers are not permanent, maintain flexibility, and keep
costs low
Acquiring Start-ups to Get the Talent
Acqui-hiring- buying an early-age start-up
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Finding the Right People
Using the matching model, the organization and the individual attempt
to match the needs, interests, and values that they offer each other
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12.6 Attracting an Effective Workforce
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Human Resource Planning
What new technologies are emerging?
What types of engineers will we need?
Can we use temporary, part-time, or virtual workers?
What is the volume of the business likely to be in the next 5 to 10 years?
What is the turnover rate?
How many administrative personnel will we need to support additional
engineers?
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Recruiting (Talent Acquisition)
Assessing Organizational Needs:
Job analysis: Systematic process of gathering information about the
responsibilities of a job
Job description: Summary of the duties of a job
Job specification: Characteristics required to perform the job
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Recruiting (Talent Acquisition)
Realistic Job Previews – Provide pertinent information; positive and
negative
Legal Considerations – Recruiting practices must be legal
Innovations in Recruiting:
eRecruiting through Twitter, LinkedIn, and other social media
Internships – Student exchanges low cost labor for valuable work
experience
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12.7 Sara Lee’s Required Skills
for Finance Executives
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Selecting
Employers assess applicants for a “fit”
HR professionals us a combination of devices:
Application Form
Avoid irrelevant questions
Avoid questions with adverse
impact
Interview; cannot violate EEO
guidelines
Structured interviews
Biographical interviews
Behavioral interviews
Situational interviews
Panel interviews
Employment Tests
Assessment Center
Online Checks
Cognitive ability tests
Physical ability tests
Personality tests
Brain teasers
Work sample tests
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12.8 Employment Applications and Interviews: What Can
You Ask?
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12.9 Interview Brain Teasers
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Developing Talent
Training and Development
Performance Appraisal
On-the-Job Training
Social Learning
Corporate Universities
Promotion from Within
Mentoring and Coaching
Developmentrecording
involves teaching
broader skills and providing feedback
assessment,
Evaluating performance,
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12.10 Methods and Goals of Training
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Performance Appraisal
Assessing Performance Accurately – system should evaluate
relevant performance
Performance-review ranking systems pit employees against each other
360-degree Feedback – Uses multiple raters, including self-rating to
appraise employees and development
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Performance Appraisal
Performance Evaluation Errors
Stereotyping – Placing an employee into a class or category based on a
few characteristics
Behaviorally Anchored Rating Scale (BARS) – Rating technique that
relates an employee’s performance to specific job-related incidents
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