2014 Cengage Learning. All Rights Reserved.

May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 HR must drive organizational performance; its
the competitive edge
Matching process
Integrate strategy
HR builds culture
The right people:
To become more competitive on a global basis
For improving quality, innovation, and customer
service
To retain during mergers and acquisitions
To apply new information technology for e-
business

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 Strategic decisions are related to human
decisions
More companies rely on information,
creativity, knowledge, and service

Human Capital is the economic value of

the combined knowledge, experience,
skills, and capabilities of employees
2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
3
 HR managers must stay on top of legal and
regulatory environment
Many laws exist to ensure equal opportunity
and stop discrimination
Discrimination The hiring or promotion of
applicants based on criteria that are not
job relevant

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
4
 Affirmative action Requires employers to
take positive steps to guarantee equal
employment opportunities for people of
protected groups
Sexual harassment is a growing concern
that is a violation of the Civil Rights Act

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
5
 Employees operate under a new social
contract
Downsizing, outsourcing, rightsizing, and
restructuring have left little stability
Subsidized benefits are decreasing
Employees are expected to be self-motivated
Organizations must be creative with training
and development
New performance appraisal processes are
required
2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
6
 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
7
 Becoming an Employer of Choice
Organizations that are highly attractive to
potential employees because of HR
practices
Using Temporary and Part-Time Employees
Contingent workers are not permanent,
maintain flexibility, and keep costs low
Promoting Work/Life Balance
Critical retention strategies

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
8
 Helping workers lead a balanced life
Part-time work and telecommuting
Flexible scheduling
Gen Y/Millennials demand more work/life
balance

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
9
 Using the matching model, the organization
and the individual attempt to match the
needs, interests, and values that they offer
each other

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
10
 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
11
 What new technologies are emerging?
What is the volume of the business likely to be
in the next 5 to 10 years?
What is the turnover rate?

What types of engineers will we need?

How many administrative personnel will we
need to support additional engineers?
Can we use temporary, part-time, or virtual
workers?
2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
12
 Assessing Organizational Needs:
Job analysis: Systematic process of
gathering information about the
responsibilities of a job
Job description: Summary of the duties of a
job
Job specification: Characteristics required to
perform the job

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
13
 Realistic Job Previews Provide pertinent
information; positive and negative
Legal Considerations Recruiting practices
must be legal
Innovations in Recruiting:
eRecruiting through Twitter, LinkedIn, and
other social media
Internships Student exchanges low cost
labor for valuable work experience

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
14
 Employers assess applicants for a fit
HR professionals us a combination of devices:
Application Form Employment Tests
Avoid irrelevant Cognitive ability tests
questions Physical ability tests
Avoid questions with Personality tests
adverse impact Brain teasers
Interview; cannot violate Assessment Center
EEO guidelines
Work sample tests
Structured interviews
Biographical interviews Online Checks
Behavioral interviews
Situational interviews
Panel interviews

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in15
whole or in part.
 Training and Development
On-the-Job Training
Social Learning
Corporate Universities
Promotion from Within
Mentoring and Coaching

Development involves teaching broader skills

Performance Appraisal
Evaluating performance, recording assessment,
and providing feedback
2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
16
 Assessing Performance Accurately system
should evaluate relevant performance
Performance-review ranking systems pit
employees against each other
360-degree Feedback Uses multiple raters,
including self-rating to appraise employees
and development

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 Performance Evaluation Errors
Stereotyping Placing an employee into a
class or category based on a few
characteristics
Behaviorally Anchored Rating Scale (BARS)
Rating technique that relates an employees
performance to specific job-related
incidents

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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All monetary payments and all goods or
commodities used to reward employees
Wage and Salary Systems
Job-based pay
Skill-based pay
Competency-based pay
Compensation Equity Fairness and equity
Pay for Performance Raise productivity and
cut labor costs in competitive environment

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
19
 Social security, unemployment
compensation, and workers compensation
are required by law
Cafeteria-plan benefits packages allow
employees to select benefits for themselves
Benefits have been cut due to the
recession
Companies are dropping employer-
sponsored coverage due to the new health
care law

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
20
 Employees leave voluntarily, retire, are
rightsized, and are fired for poor
performance
Poor performing employees can be
disruptive and cause problems for morale
Exit interviews can be used to learn about
dissatisfaction and reason for departure

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
21
 Demographic changes have transformed
society
Good organizations take steps to attract
and maintain workers
Diversity is no longer just the right thing to
do

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
22
 Organizations must compete on a global
basis
Success is determined by global HR
strategies
International human resource management
addresses the added complexity of
managing diverse people globally

2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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