PowerPoint Presentation to Accompany Chapter 12 of

Management
Canadian Edition
Schermerhorn Wright

Prepared by: Michael K. McCuddy Adapted by: Lynda Anstett & Lorie Guest Published by: John Wiley & Sons Canada, Ltd.

Planning Ahead Chapter 12 Study Questions

Why do people make the difference?
What is strategic human resource management? How do organizations attract a quality workforce? How do organizations develop a quality

workforce?
How do organizations maintain a quality

workforce?
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Study Question 1: Why do people make the difference?

Human capital is essential to any

organizations long-term performance success.

Organizations perform better when they

treat their employees better.

Human resources are key to organizational

success or failure.
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Study Question 1: Why do people make the difference?

Building high performance work environments depends on

having people with the following qualities:

Work ethic Ambition and energy Knowledge Creativity Motivation Sincerity Outlook Collegiality and collaborativeness Curiosity Judgment and maturity Integrity
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Study Question 2: What is strategic human resource management?

Major human resource management

responsibilities:
Attracting a quality workforce
Human resource planning, recruitment, and selection

Developing a quality workforce

Employee orientation, training and development, and performance appraisal.

Maintaining a quality workforce

Career development, work-life balance, compensation and benefits, employee retention and turnover, and labormanagement relations.
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Study Question 2: What is strategic human resource management?

Discrimination in employment Occurs when someone is denied a job or job assignment for reasons that are not job relevant.
Employment equity An effort to give preference in employment to Aboriginals, women, visible minorities, and people with physical/mental disability. Bona fide occupational requirements are employment criteria justified by the capacity to perform a job
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Study Question 2: What is strategic human resource management?

Current legal issues in HR management
Sexual harassment is behaviour of a sexual nature that affects a persons employment situation

The Canadian Human Rights Act and the procedures and the Canada Labour Code protect employees from sexual harassment in the workplace

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Study Question 2: What is strategic human resource management?

Additional legal issues in HR management
Comparable worth holds that persons performing jobs of similar importance should be paid at comparable levels Part-time workers and independence contractors Workplace privacy is the right of individuals to privacy on the job

Management - Chapter 12

Study Question 3: How do organizations attract a quality workforce?

Human resource planning analyzes an

organizations HR needs and how to best fill them. Steps in the HR planning process:
Step 1 review organizational mission, objectives, and strategies. Step 2 review HR objectives and strategies. Step 3 assess current HR needs. Step 4 forecast HR needs. Step 5 develop and implement HR plans.
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Figure 12.2 Steps in strategic human resource

planning.

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Study Question 3: How do organizations attract a quality workforce?

The foundation of human resource planning is job

analysis.
The orderly study of job facts to determine just what is done, when, where, how, why, and by whom in existing or potential new jobs.

Job analysis provides information for developing: Job descriptions Job specifications

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Study Question 3: How do organizations attract a quality workforce?

Recruitment
Activities designed to attract a qualified pool of job applicants to an organization.

Steps in the recruitment process:

Advertisement of a job vacancy. Preliminary contact with potential job candidates.

Initial screening to create a pool of qualified applicants.

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Study Question 3: How do organizations attract a quality workforce?

Recruitment methods: External recruitment candidates are sought from outside the hiring organization. Internal recruitment candidates are sought from within the organization. Traditional recruitment candidates receive information only on most positive organizational features. Realistic job previews candidates receive all pertinent information.
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Study Question 3: How do organizations attract a quality workforce?

Selection Choosing from a pool of applicants the person or persons who offer the greatest performance potential. Selection Steps Completion of a formal application form. Interviewing. Testing. Reference checks. Physical examination. Final analysis and decision to hire or reject.
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Figure 12.3 Steps in the selection process:

the case of a rejected job applicant.

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Study Question 3: How do organizations attract a quality workforce?

Step 1application forms
Declares individual to be a job candidate. Documents applicants personal history and qualifications. Personal rsums may be included.

Applicants lacking appropriate credentials are rejected at this step.

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Study Question 3: How do organizations attract a quality workforce?

Step 2interviews
Exchange of information between job candidate and key members of the organization. Opportunity for job candidate and organizational members to learn more about

each other.
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Study Question 3: How do organizations attract a quality workforce?

Step 3 employment tests Used to further screen applicants by gathering additional job-relevant information. Common types of employment tests:
Intelligence Aptitude Personality Interests
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Study Question 3: How do organizations attract a quality workforce?

Criteria for selection devices:
Reliability
The selection device is consistent in measurement.

Validity
There is a demonstrable relationship between a

persons score or rating on a selection device and

his/her eventual job performance.
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Study Question 3: How do organizations attract a quality workforce?

Behaviorally-oriented employment tests:
Assessment center
Evaluates a persons performance in simulated work situations.

Work sampling
Evaluates a persons performance on actual job tasks.
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Study Question 3: How do organizations attract a quality workforce?

Step 4 reference and background checks Inquiries to previous employers, academic advisors, coworkers and/or acquaintances regarding applicants:
Qualifications. Experience. Past work records.

Can better inform potential employer. Can enhance candidates credibility.

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Study Question 3: How do organizations attract a quality workforce?

Step 5 physical examinations
Ensure applicants physical capability to fulfill job requirements. Basis for enrolling applicant in life, health, and disability insurance programs.

Drug testing is done at this step.

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Study Question 3: How do organizations attract a quality workforce?

Step 6 final decision to hire or reject
Best selection decisions will involve extensive consultation among multiple parties. Selection decision should focus on all aspects of the candidates capacity to perform the designated job.
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Study Question 4: How do organizations develop a quality workforce?

Socialization Process of influencing the expectations, behavior, and attitudes of a new employee in a way considered desirable by the organization.
Orientation Set of activities designed to familiarize new employees with their jobs, coworkers, and key aspects of the organization.
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Study Question 4: How do organizations develop a quality workforce?

Training A set of activities that provides the opportunity to acquire and improve jobrelated skills. On-the-job training Job rotation Coaching Mentoring Modeling
Off-the-job training Management development

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Study Question 4: How do organizations develop a quality workforce?

Performance management systems ensure

that
Performance standards and objectives are set. Performance results are assessed regularly. Actions are taken to improve future performance potential.
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Study Question 4: How do organizations develop a quality workforce?

Performance appraisal
Formally assessing someones work accomplishments and providing feedback.

Purposes of performance appraisal:

Evaluation lets people know where they stand relative to objectives and standards.

Development assists in training and continued personal development of people.

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Figure 12.4 Sample behaviorally anchored rating scale for

performance appraisal.

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Study Question 4: How do organizations develop a quality workforce?

Graphic rating scales
Uses checklists of traits or characteristics to

evaluate performance.
Relatively quick and easy to use.

Questionable reliability and validity.

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Study Question 4: How do organizations develop a quality workforce?

Behaviorally anchored rating scales

(BARS)
Describes actual behaviors that exemplify various levels of performance achievement in a job. More reliable and valid than graphic rating scales. Helpful in training people to master important job skills.
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Study Question 4: How do organizations develop a quality workforce?

Critical-incident techniques
Keeping a running log or inventory of effective and ineffective behaviors. Documents success or failure patterns.

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Study Question 4: How do organizations develop a quality workforce?

Multiperson comparisons
Formally compare one persons performance with that of one or more others. Types of multiperson comparisons:
Rank ordering Paired comparisons Forced distributions
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Study Question 4: How do organizations develop a quality workforce?

Alternatives to supervisory appraisal: Peer appraisal
Occurs when people who work regularly and directly with a jobholder are involved in the appraisal.

Upward appraisal
Occurs when subordinates reporting to the jobholder are involved in the appraisal.

360 feedback
Occurs when superiors, subordinates, peers, and even internal and external customers are involved in the appraisal of a jobholders performance.
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Study Question 5: How do organizations maintain a quality workforce?

Career development Career a sequence of jobs that constitute what a person does for a living. Career path a sequence of jobs held over time during a career. Career planning matching career goals and individual capabilities with opportunities for their fulfillment. Career plateau a position from which someone is unlikely to move to a higher level of responsibility.
Progressive employers seek ways to engage plateaued employees.
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Study Question 5: How do organizations maintain a quality workforce?

Work-life balance
How people balance career demands with personal and family needs. Progressive employers support a healthy work-life balance. Contemporary work-life balance issues:
Single parent concerns

Dual-career couples concerns

Family-friendliness as screening criterion used by candidates
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Study Question 5: How do organizations maintain a quality workforce?

Compensation and benefits Base compensation
Salary or hourly wages

Fringe benefits
Additional non-wage or non-salary forms of compensation

Flexible benefits
Employees can select a set of benefits within a certain dollar amount
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Study Question 5: How do organizations maintain a quality workforce?

Compensation and benefits (cont.)
Family-friendly benefits
Help in balancing work and nonwork responsibilities

Employee assistance programs

Help employees deal with troublesome personal problems.
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Study Question 5: How do organizations maintain a quality workforce?

Retention and turnover
Replacement is the management of promotions, transfers, terminations, layoffs, and retirements.

Replacement decisions relate to:

Shifting people between positions within the organization.

Retirement.
Termination.
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Study Question 5: How do organizations maintain a quality workforce?

Labor-management relations Labor unions deal with employers on the workers behalf. Labor contracts specify the rights and obligations of employees and management regarding wages, work hours, work rules, seniority, hiring, grievances, and other conditions of employment Collective bargaining is the process of negotiating, administering, and interpreting a labour contract.

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Figure 12.5 The traditional adversarial

view of labor-management relations.

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Study Question 5: How do organizations maintain a quality workforce?

Unions can create Management can

difficulties for management by

Striking Boycotting Picketing

create difficulties for unions by

Using lockouts Hiring strike-breakers Seeking injunctions
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Copyright 2007 John Wiley & Sons Canada, Ltd. All rights reserved. Reproduction or translation of this work beyond that permitted by Access Copyright (The Canadian Copyright Licensing Agency) is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons Canada, Ltd. The purchaser may make back-up copies for his or her own use only and not for distribution or resale. The author and the publisher assume no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein.