STAFFING

Human Resource Management

The integration of all processes, programs,
and systems in an organization that ensure
staff are acquired and used in an effective way

Human Resource Management (Contd.)

HR is multidisciplinary: It applies the disciplines of
Economics (wages, markets, resources),
Psychology (motivation, satisfaction),
Sociology (organization structure, culture) and
Law (min. wage, labor contracts)
What HR Professionals Do?
HR planning
Recruitment & Selection
Training and development
Compensation & Performance review
Labor relations
3

Human Resource Planning

Assessing Current
Human Resources

Assessing Future
Human Resource
Needs

Developing a
Program to Meet
Needs
4

Human Resource Planning

The process of systematically

reviewing HR requirements to ensure
that the required number of employees,
with the required skills, are available
when they are needed

HR Planning
We have found the gap, how do we fill this void?
Internal Labour Supply
Skill Inventory
Succession Planning
Replacement Planning
Inventory Chart
Present & Future staffing situations
Helps in retention & expulsion strategy
External Labour Supply
6

Job Analysis
(Functional Job Analysis, Position analysis questionnaire)
A Basic Human Resource Management Tool
Tasks

Responsibilities

Duties

Human Resource
Planning
Recruitment
Selection
Training and
Development

Job
Descriptions
Job
Analysis

Performance Appraisal
Compensation and
Benefits

Job
Specifications

Safety and Health

Employee and Labor
Relations

Knowledge

Skills

Abilities

Legal Considerations
Job Analysis for7 Teams

Definitions
Job - Consists of a group of tasks that must be
performed for an organization to achieve its goals
Position - Collection of tasks and responsibilities
performed by one person; there is a position for every
individual in an organization
Job analysis - Systematic process of determining the
skills, duties, and knowledge required for performing jobs
in an organization (functional job analysis , position
analysis questionnaire)
Job description document providing information
regarding tasks, duties, and responsibilities of job
Job specification minimum qualifications to perform a
particular job
8

Recruitment
Process of locating,
identifying, and attracting
capable candidates
Can be for current or future
needs
Critical activity for some
corporations.
What sources do we use for
recruitment

Sources of Recruitment

10

School
Placement

Internal
Searches

Employee
Referrals

Recruitment
Sources

Employment
Agencies

Voluntary
Applicants

Advertisements
11

SELECTION
A series of steps from initial applicant
screening to final hiring of the new
employee.
Selection process.
Step 1 Completing application materials.
Step 2 Conducting an interview.
Step 3 Completing any necessary tests.
Step 4 Doing a background investigation.
Step 5 Deciding to hire or not to hire.
12

Selection process
Step 1 Completing application materials.
Gathering information regarding an applicants background and
experiences.
Typical application materials.
Traditional application forms.
Rsums.
Sometimes tests may be included with application materials.
Step 2 Conducting an interview.
Typically used though they are subject to perceptual distortions.
Interviews can provide rough ideas concerning the persons fit with
the job and the organization.

13

Selection process
Step 3 Completing any necessary tests.
Administered before or after the interview.
Common examples of employment tests.
Cognitive, clerical, or mechanical aptitudes or
abilities.
Personality.
Step 4 Doing a background investigation.
Can be used early or late in selection process.
Background investigations include:
Basic level checks.
Reference checks.
14

Selection process
Step 5 Deciding to hire or not to hire.
Draws on information produced in preceding selection steps.
A job offer is made.
A physical examination may be required if it is relevant to job
performance.
Negotiation of salary and/or benefits for some jobs.
Step 6 Socialization.
The final step in the staffing process.
Involves orienting new employees to:
The firm.
The work units in which they will be working.
The firms policies and procedures.
The firms organizational culture.
15

Performance Appraisal

16

Performance Appraisal

The identification, measurement,

and management of human
performance in organizations.

17

Why Conduct Performance Appraisals?

Make decisions about that person's future
with the organization
Identify training requirements
Employee improvement
Pay, promotion, and other personnel
decisions
Research
Validation of selection techniques and criteria
18

A Model of Performance Appraisal

Skills/Activities/Output

Performance Appraisal System

Reward/Training/Punishment
19

Techniques for Evaluating Managers

Evaluation by superiors
Evaluation by colleagues
Peer ratings tend to be more favorable for
career development than for promotion
decisions
Selfevaluation
Selfratings suffer from leniency
Subordinate evaluation
Effective in developing leadership
Leads to improved performance
360 degree feedback (multisource)
20

360 Feedback

The combination of peer,

subordinate, and self-review

21

Key Steps in Implementing 360

Appraisal

Top management communicates the goals

Employees and managers are involved in the

development of the appraisal criteria and process.
Employees are trained in giving & receiving feedback.
Employees are informed of the nature of the 360
appraisal instrument and process.
The 360 system undergoes pilot testing
Management continuously reinforces the goals of the
360 appraisal and is ready to change the process
when necessary.
22

Measurement Tools

23

Relative and Absolute Judgment

Relative Judgment
An appraisal format that asks supervisors to
compare an employee's performance to the
performance of other employees doing the same
job.
Absolute Judgment
An appraisal format that asks supervisors to make
judgments about an employees performance
based solely on performance standards.
24

Rating Methods
Performance rating scales
Supervisors indicate how or to what degree a worker possesses a
relevant job characteristic

Ranking technique
Supervisors list the workers in order from highest to lowest

Pairedcomparison technique
Compares the performance of each worker with that of every other
person in the group

Forced choice technique

Raters are presented with groups of descriptive statements and are
asked to select the phrase in each group that is most descriptive
of the worker being evaluated
25

Rating Methods
Behaviorally anchored rating scales (BARS)
Appraisers rate critical employee behavior
Criticalincident behaviors are established
These behaviors are used as standards for appraising effectiveness
The BARS items can be scored objectively by indicating whether
the employee displays that behavior

Behavioral observation scales (BOS)

Appraisers rate the frequency of critical employee behaviors
The ratings are assigned on a five point scale
The evaluation yields a total score

Management by objectives (MBO)

26

Appraising Managers as Managers

27

Organizational Change

28

Concept of Organizational Change

Defined as adoption of a new idea or behavior
by an organization.
Organizations need to continuously adapt to
new situations if they are to survive and
prosper

29

Planned and Unplanned Organizational

Changes
Organizational
Change

Planned
PlannedChanges
Changes
Changes
Changesin
inproducts
productsand
and
services
services
Changes
Changesin
inadministrative
administrative
systems
systems
Changes
Changesin
inorganizational
organizational
size
sizeor
orstructure
structure
Introduction
Introductionof
ofnew
new
technologies
technologies
Advances
Advancesin
ininformation
information
processing
processingand
and
communication
communication

Unplanned
UnplannedChanges
Changes
Changing
Changingemployee
employee
demographics
demographics
Performance
Performancegaps
gaps
Governmental
Governmentalregulations
regulations
Economic
Economiccompetition
competitionin
inthe
the
global
globalarena
arena

30

Workforce
World
Politics

Social
Trends

Technology

Forces For
Change

Economic
Shocks

Competition

31

Resistance to Change - Forms

Overt and immediate
Voicing complaints, engaging in job
actions
Implicit and deferred
Loss of employee loyalty and
motivation, increased errors or
mistakes, increased absenteeism
32

Resistance to Change
Selective
Information
Processing

Force of
Habit

Individual

Fear of
the Unknown

Need for
Security
Economic
Factors
33

Resistance to Change
Structural &
Group Inertia

Threat to establish
resource allocation

Organization

Limited Focus

Threat to Expertise
Threat to establish
power relationship
34

Overcoming
Resistance to Change
Education and
Communication

Participation

Negotiation

Facilitation
and Support

Manipulation
and Cooptation

Coercion
35

Organizational Change

Unfreezing

Changing

Refreezing

Lewins Three-Step Process

36

Unfreezing
Unfreezing the
the Status
Status Quo
Quo
Desired
State
Restraining
Forces

Status
Quo
Driving
Forces
Time
37

Definition of OD
OD is a planned process of change in an
organizations culture through the utilization
of behavioral science technology, research,
and theory.

38

Organization Development is...

a systemwide application and transfer of
behavioral science knowledge to the
planned development, improvement, and
reinforcement of the strategies, structures,
and processes that lead to organization
effectiveness.

39

Organizational Development - The

Premises
Respect for people
Trust and support
Power equalization
Confrontation
Participation
40

OD Process

Diagnosis

Intervention

Evaluation

41

OD Interventions
Intergroup development
Process consultation
Sensitivity training
Third Party Intervention
Survey feedback
Team building
Culture Change
42

Manager Development
On the Job Training
Planned Progression
Job Rotation
Creation of assistant-to
Temporary promotion
Committees
Off the Job
Training
Conference
MDPs
Business Simulations

43

Organizational Conflicts

44

Sources of Conflict
Competition for scarce resources
Time pressure
Unreasonable standards, policies, rules or
procedures
Communication breakdowns
Personality clashes
Ambiguous or overlapping jurisdictions
Unrealized expectations
45

Managing Conflicts
Avoidance
Problem solving
Compromise
Forcing
Smoothing
Structural change
46

LEADING

47