Staffing

and
Human Resource Management

Human Resources Management (HRM)

The management function that is concerned with getting, training,

motivating, and keeping competent employees
Balancing the supply of employees with the demand for
employees.
Matching the talents and skills of employees with those
required by the organization
Creating a working environment that fosters high employee
performance
Meeting the pay and benefits needs of employees

The Human Resources Management wheel

HRM Model

Employment Planning

The process by which management ensures it has the right number

and kinds of people in the right places at the right time, who are
capable of helping the organization achieve its goals
Steps in the planning process:
Assessing current human resources.
Assessing future human resources needs and developing a
program to meet those needs.
Human resource inventory report
A report listing the name, education, training, prior

employer, languages spoken, and other information

about each employee in the organization

HRP Process

Job Analysis
Job analysis
An assessment of the kinds of skills, knowledge, and abilities
needed to successfully perform each job in an organization.
Job description
A written statement of what a job holder does, how it is done, and

why it is done
Tasks, duties and responsibilities that the job entails
Job specification
A statement of the minimum acceptable qualifications that an

incumbent must possess to perform a given job successfully

Knowledge, skills, and abilities required of the job holder

Recruitment And Selection

Recruitment
The process of locating, identifying, and attracting capable
applicants
Selection process
The process of screening job applicants to ensure that the most
appropriate candidates are hired

Traditional Recruiting Sources

Internal searches
Advertisements
Employee referrals
Public employment agencies
Private employment agencies
School placement
Temporary help services
Employee leasing and independent contractors

Downsizing Options

Firing
Layoffs
Attrition
Transfers
Reduced workweeks
Early retirements
Job sharing

Selection Decision Outcomes

Decisions
Later job
performance

Accept

Reject

Correct decision

Reject Error

Accept Error

Correct

Successful

Unsuccessful

decision

Selection Terms

Reliability
The degree to which a selection device measures the same thing
consistently (stability)
Example: an individual consistently achieves nearly identical
scores on the same exam.
Validity
The proven relationship between a selection device and some
relevant criterion (relatedness)
Example: superior job performance and a high employment
test score

Selection Devices

Written tests
Intelligence, aptitude, ability, and interest test batteries
Performance-simulation tests
Selection devices that are based on actual job behaviors;
work sampling and assessment centers
Interviews
Effective if conducted correctly
Realistic job preview (RJP)
Providing positive and negative information about the job
and the company during the job interview

Potential Biases in Interviews

Prior knowledge about the applicant will bias the interviewers

evaluation.
The interviewer tends to hold a stereotype of what represents a
good applicant.
The interviewer tends to favor applicants who share his or her
own attitudes.
The order in which applicants are interviewed will influence
evaluations.
The order in which information is elicited during the interview
will influence evaluations.

Potential Biases in Interviews (contd)

Negative information is given unduly high weight.

The interviewer may make a decision concerning the
applicants suitability within the first four or five
minutes of the interview.
The interviewer may forget much of the interviews
content within minutes after its conclusion.
The interview is most valid in determining an
applicants intelligence, level of motivation, and
interpersonal skills.
Structured and well-organized interviews are more
reliable than unstructured and unorganized ones.

Employee Orientation

Orientation
The introduction of a new employee to the job and the
organization
Objectives of orientation
To reduce the initial anxiety all new employees feel as they begin
a new job
To familiarize new employees with the job, the work unit, and
the organization as a whole
To facilitate the outsiderinsider transition.

Training

Employee training
A learning experience in that it seeks a relatively permanent
change in employees such that their ability to perform on the job
improves.
Changing skills, knowledge, attitudes, or behavior.
Changing what employees know, how they work; or their
attitudes toward their jobs, co-workers, managers, and the
organization.

Determining if Training Is Needed

Organizational Analysis
Objectives
Resources
Internal environment
Operational Analysis
Expected Performance
Requirement (EP)
KSAs
Person Analysis
Actual Performance(AP)

Training Needs

Performance
Discrepancy (PD)
PD = EP -AP
Training Objectives

Typical Training Methods

On-the-Job Training Methods

Job rotation
Understudy assignments
Off-the-Job Training Methods
Classroom lectures
Films and videos
Simulation exercises

Performance Management

Performance management system

A process of establishing performance standards and evaluating
performance in order to arrive at objective human resource
decisions and to provide documentation to support personnel
actions.

Other Appraisal Methods

Adjective rating scales

Rating an individual on each job performance factor on an
incremental scale.
360-degree appraisal
An appraisal device that seeks feedback from a variety of sources
for the person being rated.

Direct Comparison Methods

Group-order ranking
Requires the evaluator to place employees into a particular
classification such as top fifth or second fifth.
Individual ranking approach
requires the evaluator merely to list the employees in order from
highest to lowest.

Direct Comparison Methods (contd)

Paired comparison approach

Each employee is compared with every other employee in the
comparison group and rated as either the superior or weaker
member of the pair.
Each employee is assigned a summary ranking based on the
number of superior scores achieved.
MBO
Employees are evaluated by how well they accomplish a specific
set of objectives determined to be critical in the successful
completion of their jobs.

Performance Appraisal Methods

METHOD

ADVANTAGE

Written essay

Simple to use

Critical incidents

Rich examples

DISADVANTAGE
More a measure of evaluators
writing ability than of employees
actual performance
Time-consuming; lack behaviorally
based quantification

Graphic rating

Provide quantitative
scales data; less timeconsuming than others

BARS

Focus on specific
and measurable job
behaviors

Multiperson

Compares employees

Do not provide depth of job

behavior assessed
Time-consuming; difficult to
develop measures
Unwieldy with large number of

with one another employees

MBO
360Appraisal

Focuses on end goals;

results oriented
More thorough

Time-consuming
Time-consuming

When Performance Falls Short

Performance impediments
Mismatched skills
Inadequate training
Employees personal problems
Discipline
Actions taken by a manager to enforce an organizations
standards and regulations
Employee counseling
A process designed to help employees overcome performancerelated problems

Performance Matters

Compensation And Benefits

Compensation administration
Determining a cost-effective pay structure that will attract and
retain competent employees, provide an incentive for them to
work hard, and ensure that pay levels will be perceived as fair.
Factors influencing pay levels
Employees job
Kind of business
Environment surrounding the job
Geographic location
Employee performance levels and seniority.

Benefits

Employee benefits
Nonfinancial rewards designed to enrich employees lives
Types of benefits
Social Security
Workers and unemployment compensations
Paid time off from work
Life and disability insurance
Retirement programs
health insurance

Workforce Diversity

Improving workforce diversity

Widen the recruiting net to broaden the pool of applicants.
Ensure the selection process is nondiscriminatory
Assist new employees in assimilating into the firms culture.
Conduct specialized orientations and workshops for new
employees

Sexual Harassment

Sexual harassment
Sexually suggestive remarks, unwanted touching and sexual
advances, requests for sexual favors, or other verbal and physical
conduct of a sexual nature
Creates an intimidating, offensive, or hostile environment;
Unreasonably interferes with an individuals work; or
Adversely affects an employees employment opportunities.

Sexual Harassment (contd)

Hostile (or offensive) environment

Organization can be held liable for harassment
Harassing act (not subsequent outcome) is deciding
factor
Protecting the organization
Educating employees about sexual harassment
Having a sexual harassment policy in place that is
enforced fairly
Taking action on the first instance of a sexual
harassment complaint

Labor Relations and Unions

Labormanagement cooperation
Involves mutual efforts on the part of a labor union and the
management of an organization.
Successful efforts to increase productivity, improve quality,
and lower costs require employee involvement and
commitment.
Labor unions have come to recognize that they can help their
members more by cooperating with management than fighting it.

Violence in the Workplace

Workplace violence
The increase in violent crimes being committed at the work
site.
Preventing violence in the workplace
Training supervisory personnel to identify troubled
employees before the problem results in violence.
Designing employee assistance programs (EAPs) specifically
to help individuals in need.
Implementing stronger security mechanisms.
Preventing violence paraphernalia from entering facilities
altogether.

Layoffs and Downsizing

Layoff-survivor sickness
The set of attitudes, perceptions, and behaviors of employees
who remain after involuntary staff reductions.
Dealing with the Survivor Syndrome
Provide opportunities for employees to talk to counselors about
their guilt, anger, and anxiety.
Provide group discussions for the survivors to vent their feelings.
Implement employee participation programs such as
empowerment and self-managed work teams.