Quản trị kinh doanh - Chapter 11: The human side of management

Chapter 11The Human Side of ManagementDescribe how managers make a significant difference by attracting, selecting, and retaining the best available talent within legal requirementsExplain how managers assess human resource needs and select talent to meet demandDiscuss different approaches to increasing organizational performance through the education of employeesDescribe how managers retain employees and adjust to turnoverDesign a performance development process based on organizational needsLearning ObjectivesOrganizational function that deals with people-related issues (e.g., recruitment, performance management, benefits, and training) while ensuring compliance with employment and labor lawsCollective bargainingProcess of negotiation between employers and trade unions with respect to the conditions of workLabor relationsRelationship between management and the workforceHuman Resources Management (p. 276)Equal employment opportunity (p. 277)Principle that every employee has an equal right to advance in a company regardless of age, sex, race, disability, or colorIncreasingly important as workforce becomes more diverseHuman Resources Management (cont.)Making the human side of management strategicTalent management – strategic deliberate approach to attracting new highly skilled workers and developing the abilities of existing employees to meet current and future organizational objectives (p. 277)Human capital – employee skills and experience gained by education and training that increase the economic value for employers Human Resources Management (cont.)Defining and planning human resource needsHR managers analyze the needs of each departmentDetermine the type of employee that has the skills appropriate for work in the departmentEmployment at will (p. 280)Concept that employees can quit their jobs at any time without any reason, and employers can terminate employees at any time and for any reasonKnowledge workersSelf-motivated employees that use a variety of skills to enhance their overall understanding of a particular subject or areaIndependent contractorsSelf-employed individuals or independent business that provide services to another entityIdentifying Talent (p. 279)Recruiting (p. 282)Process of identifying the best applicantsInternal recruiting – creating a pool of existing employees who may have the qualifications to fill required job vacancies in an organizationExternal recruiting – creating a pool of qualified applicants from outside of the organizationIdentifying Talent (cont.)Selection (p. 282)Process that assesses the level of skills and abilities possessed by an individual to perform a specific rolePsychometric tools – questionnaires or tools that measure an individual’s personality, intelligence, and aptitudeJob description – written account of specific tasks, duties, and responsibilities required within a particular roleIdentifying Talent (cont.)Interviewing potential candidates (p. 285)Interview - meeting or conversation arranged to assess the qualifications of an individual and evaluate whether that person has the skills and abilities to a jobNot all questions are appropriate for the interviewSelecting candidates (p. 287)Predictive validity – extent to which a selection test predicts future job performanceGrievance – complaint made by an employee claiming unfair treatmentIdentifying Talent (cont.)Onboarding programsOnboarding – new employee orientation where workers acquire the skills, knowledge, and behaviors to aid transition into an organizationIntegrates the new employee into the organization successfullyTraining Talent (p. 287)Types of training strategies (p. 288)Training – teaching new or existing employees the skills necessary to carry out their roles and improve current job performanceDevelopment – managers help employees learn the skills necessary to carry out their present or future rolesCross-training – team members freely share knowledge and provide peer-to-peer mentorshipTraining Talent (cont.)ADDIE model (p. 289)AnalysisDesignDevelopmentImplementationEvaluationTraining Talent (cont.)Affirmative action (p. 290)Purposeful effort taken by an organization to create equal employment opportunities for minority groups and womenGlass ceilingInvisible barrier that keeps women and minorities from moving up the corporate ladder, regardless of qualifications and achievementsPerformance developmentManaging employee performance and assessing opportunities for growth and developmentRetaining Qualified Talent (p. 289)Planned and unplanned turnover (p. 290)Planned turnover – anticipated retirementsUnplanned turnover – resignationsPay and benefitsCompensation – remuneration in salary or wages to reward employees for their workBenefits – non-monetary compensation in the form of health insurance, pensions, paid vacation, etc.Varies from industry to industry Retaining Qualified Talent (cont.)Employee engagement (p. 290)Engaged employees are enthusiastic about work and fully committed to contributing to the organization’s successCareer surveys – questionnaires that employers use to assess employee satisfaction and career aspirations, in order to tailor development programs and project opportunities that support growth toward these goals (p. 291) Retaining Qualified Talent (cont.)AppraisalProcess of measuring and assessing an employee’s performance objectively and providing feedback to that employeeDesigning appraisals (p. 292)360-degree review – confidential feedback obtained from the performance appraisal about an individual provided by peers, subordinates, and supervisors that is intended to assess training and development needsBehaviorally anchored rating scale (BARS) – method that rates employee performance based on specific behaviors relating to a particular role Performance Development (p. 291)