Introduction to management 13th schemerhorn bachrach chapter 13

13

John R. Schermerhorn, Jr.
Daniel G. Bachrach

Introduction to
Management
13th edition
Chapter 13
Human Resource
Management


Planning Ahead — Key Takeaways
 Explain

the human resource management
process and the legal framework that
governs it.
 Identify how managers help organizations
attract a quality workforce.
 Identify how managers help organizations
develop a quality workforce.
 Identify how managers help organizations
maintain a quality workforce.
Copyright ©2015 John Wiley & Sons,


Chapter 13 Outline
1.

Human Resource Management
a)
b)
c)

2.

Human resource management process
Strategic human resource management
Legal environment of human resource
management

Attracting a Quality Workforce
a)
b)
c)

Human resource planning
Recruitment process
Selection techniques
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Chapter 13 Outline
3.

Developing a Quality Workforce
a)
b)
c)

4.

Onboarding and socialization
Training and development
Performance management

Maintaining a Quality Workforce
a)
b)
c)
d)

Flexibility and work-life balance
Compensation and benefits
Retention and turnover
Labor-management relations
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Human resource management
 Human

capital is the economic value of
people with job-relevant knowledge,
abilities, ideas, energies, and
commitments
 Human Resource Management is a
process of attracting, developing, and
maintaining a talented work force

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Human resource management
 Major

human resource management
responsibilities:

Attracting a
quality
Human
resource
planning,
workforce
recruitment, and
selection

Developing a
Employee
quality
orientation, training
workforce
and
development,
and performance
management

Career

Maintaining
a
development,
quality
work-life
balance,
compensation
and
workforce

benefits, retention
and turnover, and
labor-management
relations

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Human resource management
 Person-job


fit

The individual’s skills, interests, and personal
characteristics are consistent with the
requirements of work

 Person-organization


fit

The individual’s values, interests, and
behavior are consistent with the culture of the
organization

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Human resource management
 Strategic

human resource management
mobilizes human capital to implement
organizational strategies

 Indicator

that HRM is truly strategic: When it is
headed by a senior executive reporting directly
to the chief executive officer.

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Human resource management
 Job


discrimination

Occurs when someone is denied a job or job
assignment for reasons that are not job
relevant

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Human resource management
 Equal






employment opportunity

The right to employment without regard to
race, color, national origin, religion, gender,
age, or disability status
Title VII of the Civil Rights Act of 1964
Equal Employment Opportunity Act of 1972
Civil Rights Act (EEOA) of 1991

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Human resource management

 Affirmative


an effort to give preference in employment to
women and minority group members, who
have traditionally been underrepresented.

 Bona


action

fide occupational qualifications

employment criteria justified by capacity to
perform a job

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Figure 13.1 A sample of U.S. laws against
employment discrimination

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Human resource management
 Employment







issues and controversies

Sexual harassment
Comparable worth
Independent contractors
Permatemps
Workplace privacy

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Attracting a Quality Workforce
 Human

resource planning analyzes an
organization’s staffing needs and determines
how to best fill them

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Figure 13.2 Steps in strategic human resource
planning

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Attracting a Quality Workforce
 The

foundation of human resource
planning is job analysis


the orderly study of job facets to determine
what is done when, where, how, why, and by
whom.

 Job

analysis provides information for
developing:



Job descriptions
Job specifications
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Attracting a Quality Workforce
 Recruitment



Activities designed to attract a qualified pool

of job applicants to an organization
Steps in the recruitment process:
Advertisement of a job vacancy
 Preliminary contact with potential job candidates
 Initial screening to create a pool of qualified
applicants


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Attracting a Quality Workforce

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Figure 13.3 Steps in the selection process: the
case of a rejected job applicant

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Attracting a Quality Workforce
 Selection

involves choosing individuals to
hire from a pool of qualified job applicants.
 Reliability means that a selection device
gives consistent results time after time
 Validity means that there is a clear

relationship between what the selection
device measures and job performance

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Attracting a Quality Workforce
•

Interviews
–
–
–

Unstructured interviews do not follow a formal
and pre-established of questions
Behavioral interviews ask job applicants
about past behaviors that relate to the job
Situational interviews ask job applicants how
they would react in specific situations

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Attracting a Quality Workforce
 Employment


Tests

Biodata methods collect biographical
information that has been proven to correlate
with good job performance

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Attracting a Quality Workforce
 Employment




Tests

Used to further screen applicants by
gathering additional job-relevant information
Assessment centers examine how job
candidates handle simulated work situations
Work sampling involves observing applicants
performing actual work tasks

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Developing a Quality Workforce
 Onboarding/orientation


familiarizes new employees with jobs,

coworkers, and organizational policies and
services

 Socialization


a process of learning and adapting to the
organizational culture

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Developing a Quality Workforce
•

Training
–

Activities that provide the opportunity to
acquire and improve job-related skills

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