Exploring management 6th by schermerhornch10

Exploring
Management
John R. Schermerhorn, Jr., and Daniel G. Bachrach
Sixth Edition

Chapter 10
Human Resource Management


A Pew Research study reports
that 50% of working fathers and
56% of working mothers have a
“very” or “somewhat difficult”
time balancing work and family .
. . 50% of working fathers and
23% of working mothers believe
they “spend too little time with
kids.”

Copyright ©2018 John Wiley & Sons, Inc.

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Your Chapter 10 Takeaways
• Understand the purpose and legal context
of human resource management (10.1)
• Identify essential human resource
management practices (10.2)
• Recognize current issues in human
resource management (10.3)

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HRM PURPOSE AND LEGAL CONTEXT 10.1

Takeaway 10.1 – answers to come
• Human resource management attracts, develops, and
maintains a talented workforce
• Strategic human resource management aligns human
capital with organizational strategies
• Laws protect against employment discrimination.
• Laws can’t guarantee that employment
discrimination will never happen

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HRM PURPOSE AND LEGAL CONTEXT 10.1

Human Resource Management
1. Attracting a quality workforce—focus on employee
recruitment and selection
2. Developing a quality workforce—focus on
employee orientation, training and development,
and performance management

3. Maintaining a quality workforce—focus on career
development, work–life balance, compensation
and benefits, retention and turnover, and labor–
management relations
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HRM PURPOSE AND LEGAL CONTEXT 10.1

Strategic Human Resource Management
• Human capital
• skills, knowledge, innovation, creativity, energy and
commitment to offer to the organization
• Strategic human resource management
• aligns human capital with organizational strategies.
• Person-job fit
• the match between an individual's skills, interests and
abilities to the requirements of the position
• Person-culture fit
• the extent to which an individual’s values are consistent with
the culture of the organization.
• Employee value proposition
• packages of opportunities and rewards that make diverse and
talented people want to belong to and work hard for the
organization
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HRM PURPOSE AND LEGAL CONTEXT 10.1

Discrimination Laws to Protect
• Job discrimination
• Employment decisions made for reasons that
are not relevant to the job
• Equal employment opportunity (EEO)
• The right to employment without regard to
race, religion, color, national origin, gender
• Title VII of the Civil Rights Act of 11064 is
an important law that guarantees equal
employment opportunity
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HRM PURPOSE AND LEGAL CONTEXT 10.1

Discrimination Laws
• Affirmative Action
• Effort to give employment preference to women and minority
group members
• Affirmative Action plans
• Attempt to ensure that percentage of minorities within the
organization are a similar proportion to the labor market
availability
• Reverse discrimination

• Claims of discrimination by majority populations
• Bona fide occupational qualifications
• Criteria for employment is justified for ability to perform a job
• May seem discriminatory
• Example – female locker room attendant
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HRM PURPOSE AND LEGAL CONTEXT 10.1

Sample of U.S. Discrimination Laws

FIGURE 10.1 Sample of U.S. Laws Against Employment Discrimination.
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HRM PURPOSE AND LEGAL CONTEXT 10.1

Employee Rights
• Gender Identity Discrimination and Sexual Orientation
• Biased employment decisions based on gender
identity/sexual orientation
• Pay discrimination and comparable worth
• People w/similar jobs should receive comparable pay
• Lillie Ledbetter Fair Pay Act
• Pregnancy discrimination

• Penalizes women as applicants or employees for
being pregnant
• Age discrimination
• Penalizes employees 40 and over as applicants or
employees
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HRM PURPOSE AND LEGAL CONTEXT 10.1

Study Guide for Takeaway 10.1
Rapid Review:
• The human resource management process involves attracting,
developing, and maintaining a quality workforce.
• Job discrimination occurs when someone is denied an
employment opportunity for reasons that are not job relevant.
• Equal employment opportunity legislation guarantees people
the right to employment and advancement without
discrimination.
• Current legal issues in the work environment deal with
workplace privacy, pay, pregnancy, and age, among other
matters.
Copyright ©2018 John Wiley & Sons, Inc.

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HRM PURPOSE AND LEGAL CONTEXT 10.1

Study Guide for Takeaway 10.1

Questions for Discussion:
1. How might the forces of globalization affect
human resource management in the future?
2. Are current laws protecting American workers
against discrimination in employment
sufficient, or do we need additional ones?
3. What employee rights issues and concerns
would you add to those discussed here?

Copyright ©2018 John Wiley & Sons, Inc.

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HRM PURPOSE AND LEGAL CONTEXT 10.1

Be Sure You Can…for Takeaway 10.1

• explain the purpose of human resource
management.
• differentiate job discrimination, equal
employment opportunity, and affirmative action.
• identify major U.S. laws protecting against
employment discrimination.
• explain the issues of workplace privacy that
today’s college graduates should be prepared to
face.

Copyright ©2018 John Wiley & Sons, Inc.

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HRM PRACTICES 10.2

Takeaway 10.2 – answers to come
• Psychological contracts set the exchange of value between
individuals and organizations
• Recruitment attracts qualified job applicants.
• Selection makes decisions to hire qualified job applicants.
• Onboarding introduces new hires to the organization
• Training continually develops employee skills and
capabilities.
• Performance reviews assess work accomplishments.
• Career development provides for retention and career
paths.
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HRM PRACTICES 10.2

Psychological contracts
The exchange of value between the individual
and the organization in an employment
relationship

FIGURE 10.2 A Psychological Contract Links Individuals and Organizations
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HRM PRACTICES 10.2

Recruitment

• Recruitment
• Attracting a pool of qualified applicants
• Online Recruitment
• Using the Web to disseminate job openings and
search for qualified applicants
• Realistic job preview
• Gives the candidate both the good and bad
• Often highlights rewards and challenges of the
position
• Traditional recruitment
• Emphasizes selling the job to the applicant; positives
are played up; negatives are avoided or glossed over
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HRM PRACTICES 10.2

Online and Telephone Recruiting

Steps to Success in Telephone and Online Interviews

Prepare ahead of time—Study the organization; carefully list your strengths and
capabilities; have materials ready for note taking.
Interview in private—Make sure you are in a private place that is quiet and free of
interruptions; turn off phone and computer alerts.
Dress professionally—Don’t be casual, even if at home; dressing right increases confidence
and sets a professional tone.
Practice your “voice” and “screen presence”—Your impression will be made quickly; you
must sound and look right to succeed.
Have a list of questions ready—Don’t be caught unprepared; interject your best questions
during the interview.
Ask what happens next—Find out how to follow up; ask what other information you can
provide; clarify the time frame for a decision.
Follow up—Don’t forget to send a thank you email that reiterates your interest in the job.

Copyright ©2018 John Wiley & Sons, Inc.

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HRM PRACTICES 10.2

Selection

Selection
• Choosing applicants with the greatest potential from the
pool
• Reliability

• Employment test or selection device provides consistent
measurement of applicant skills, time after time.
• Validity
• Employment test or selection device is a good predictor
of future job performance.
• Job audition
• trial hire where a job candidate is given a short-term
employment contract in order to demonstrate their
performance capability
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HRM PRACTICES 10.2

Selecting
• Assessment centers
• Evaluates applicant abilities by observing
performance in simulated work activities
• Work sampling
• Actual work is graded by observers

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HRM PRACTICES 10.2

Onboarding

• Socialization
• Process of influencing the expectations,
behavior, and attitudes of new employees in a
positive way
• Onboarding
• program of activities that introduce a new hire
to the policies, practices, expectations , and
culture of the organization and its teams
• Orientation
• Activities that familiarize new employees with
the new job andCopyright
the©2018
organization
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HRM PRACTICES 10.2

Training

• Training
• Improves employee skills and capabilities
• Coaching
• Experienced employees provide advice and
motivation
• Mentoring

• Experienced employees share expertise with
newer employees
• Reverse mentoring
• Newer employees share expertise (technology,
social media) with experienced employees
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HRM PRACTICES 10.2

Performance Reviews
• Performance Review or Performance
Appraisal
• Process of assessing and providing
feedback on employee work
accomplishment
• Document performance
• Communicate performance
• Identify how to improve performance
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HRM PRACTICES 10.2

Performance Reviews
• Graphic rating scale

• Checklist or score card for rating
employee traits or performance
characteristics
• Quality of work
• Quantity of work
• Attendance
• Punctuality
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HRM PRACTICES 10.2

Performance Reviews
• Behaviorally Anchored Rating Scale (BARS)
• Describes actual behaviors that indicate various levels of
performance

Figure 10.3 Use of a Behaviorally Anchored
Rating Scale for Performance Appraisal.
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HRM PRACTICES 10.2

Performance Reviews
• Critical incident technique

• Keeps an actual record of employee behavior in
certain circumstances
• 360 degree feedback
• Input from those who work with the employee
• Direct report employees
• Direct supervisor
• Peers
• Multiperson Comparison
• Compares one person’s performance with that of
others
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