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Social Capital: the economic or productive potential of strong, trusting and cooperative relationships.
This includes goodwill, mutual respect, trust, and cooperative relationships. Good relationships within an organization outrank many other factors in importance for employees
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Because companies need to understand the current employee situation before they can plan for the future, they do a job analysis (determine, by observation and analysis, the basic elements of a job) and write a job description (summary of what the holder of the job does and why), and a job specification (description of the minimum qualifications a person must have to do a job successfully)
Determining HR Needs
1. Prepare HR Inventory 2. Prepare Job Analysis
a) Job Description
Objectives of job Type of work Duties & responsibilities
b) Job Specifications
Min qualifications required
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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 9
9.3 Recruitment & Selection: Putting The Right People Into The Right Jobs
HOW DO MANAGERS CHOOSE THE BEST PERSON FOR A JOB? The process of locating and attracting qualified applicants for jobs open in the organization is referred to as recruitment
9.3 Recruitment & Selection: Putting The Right People Into The Right Jobs
1. Making people already employed by the organization aware of job openings is called internal recruiting Companies use job postings where information about job vacancies and qualifications is posted on bulletin boards, in newsletters, and on the organizations intranet to find internal personnel 2. Attracting job applicants from outside the organization is external recruiting The most effective source of external employees is referrals
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 13
Disadvantages:
Restricts the competition for positions and limits the pool of fresh talent and viewpoints It may encourage employees to assume that longevity and seniority will automatically result in promotion Whenever a job is filled, it creates a vacancy elsewhere in the organization
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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 14
Advantages:
Applicants have specialized knowledge and experience Applicants have fresh viewpoints
Disadvantages:
The recruitment process is longer and more expensive The risks are higher because the persons hired are less well known
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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 15
9.3 Recruitment & Selection: Putting The Right People Into The Right Jobs
Because people are often disillusioned after taking a job, some companies provide realistic job previews where candidates are given both positive and negative features of the jobs and the organization before being hired The process of screening job applicants and hiring the best candidate is the selection process There are three types of selection tools: background information, interviewing, and employment tests
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 16
9.3 Recruitment & Selection: Putting The Right People Into The Right Jobs
1. Background Information - application forms and resumes are basic sources of information about job applicants 2. Interviewing - can be unstructured (asks probing questions to find out what the applicant is like), or structured (asks each applicant the same questions and compares responses to a standardized set of answers)
9.3 Recruitment & Selection: Putting The Right People Into The Right Jobs
3. Employment Tests - legally considered to consist of any procedure used in the employment selection decision process Three common employment tests are: -ability tests - measure physical abilities, strength, stamina, and so on -performance tests - measure performance on actual job tasks -personality tests - measure personality traits like adjustment, energy, sociability, independence, and so on using tests like the Myers-Briggs assessment
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 19
Development refers to educating professionals and managers in the skills they need to do their jobs in the future
Long-Term career oriented
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 21
Typical Areas for Which Employee Training and Development are Given
Communications
Computer skills
Customer service Diversity
Ethics
Human relations Quality initiatives
Safety
Sexual harassment
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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 22
Off-the-Job Methods 1) Classroom programsused by 91% of companies 2) Videotapesused by 79% 3) Workbooks or manuals77%
4) Overhead/opaque transparencies56%
5) Business books55% 6) Role playing55% 7) Other: audiotapes, self-testing instruments, case studies, slides
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 23
Most performance appraisals are done by managers, but sometimes information comes from other sources like peers
and subordinates
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 28
Performance Appraisals
Establish Standards
Understandable Measurable Reasonable
4. Discuss Results
5. Take Action
1. Corrective 2. Reward
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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 30
Evaluate hiring process Judge effectiveness of orientation process Use as a basis for terminating workers
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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 31
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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 33
9.6 Managing An Effective Workforce: Compensation & Benefits WHAT ABOUT COMPENSATION & BENEFITS? Compensation has three parts:
1. Wages or salaries - the basic wage or salary paid to employees in exchange for doing their jobs is called base pay 2. Incentives - commissions, bonuses, profit sharing, and stock options are all examples of incentives that are paid to top performers to encourage repeat performances 3. Benefits - non-monetary forms of compensation (health care, life insurances, and so on) are benefits that are designed to enrich the lives of employees
Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 35
Employee Replacement
Promotion: moving an employee to a higher level position. Transfer: movement of an employee to a different job with similar responsibility. Disciplining & Demotion: poorly performing employees may be given a warning or reprimand and then disciplined. May be temporarily removed from his or her regular job or demotedhaving his or her position, pay, and prerequisites taken away. Dismissal:
Layoffs
Downsizing Firings
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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 39
Reasons Why Employees are Transferred Solve organizational problems Broaden managers experience Retain managers interest and motivation Solve some employee problems
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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 40
Practical Action: The Right Way to Handle a Dismissal Give the employee a chance first Dont delay the dismissal, and make sure its completely defensible Be aware how devastating a dismissal can be both for the individual and to those remaining Offer assistance in finding another job
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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 41
Sexual Harassment
Sexual Harassment: consists of unwanted sexual attention that creates an adverse work environment.
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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 42
Sexual Harassment
Guidelines for preventing sexual harassment: Dont do uninvited touching, hugging, or patting of someones body. Dont request or suggest sexual favors for rewards related to work or promotion.
Dont make suggestive jokes of a sexual nature, demeaning remarks, slurs, or obscene gestures.
Dont create sexual pictures or displays or written notes of a sexual nature. Dont laugh at others sexually harassing words or behaviors.
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Kinicki/Williams, Management: A Practical Introduction 3e 2008, McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. 43