Quản trị kinh doanh - Chapter 12: Human resource management

Human Resource ManagementChapter 121The Strategic Role of Human Resource ManagementHuman Resource management has shed its old personnel image and gained recognition as a vital player in corporate strategyHRM departments not only support the organization’s strategic objective but actively pursue an ongoing, integrated plan for furthering the organization’s performance Higher employee productivityStronger financial resultsAchieve organization’s strategic goalsKey players on management teamManager’s Challenge: UPS Buffalo, New York2Human Resource ManagementAll managersare resourcemanagersEmployees areviewed as assetsMatching process,integrating theorganization’sgoals withemployees’ needsHow a company manages its workforce may be single more important factor in sustained competitive success3Current Strategic IssuesBecoming more competitive globallyImproving quality, productivity, & customer serviceManaging mergers & acquisitionsApplying new information technology for e-businessDetermine a company’s need for skills and employeesExperiential Exercise: Do You Want to be an HR Manager?4Human Resource Management GoalsDevelop an Effective WorkforceTrainingDevelopmentAppraisalMaintain an Effective WorkforceWage and salaryBenefitsLabor relationsTerminationsHRM planningJob analysisForecastingRecruitingSelectingAttract an Effective WorkforceCompany StrategyHRM EnvironmentLegislationTrends in societyInternational eventsChanging technology5Environmental Influences on HRMCompetitive StrategyBuilding Human CapitalInformation TechnologyFederal Legislation6Three Ways HR Is ChangingDevelopment of global HR strategies IHRMFocus on building human capitalThe using of information technology1237Human Capital - IHRMHuman Capital = economic value of the knowledge, experience, skills, and capabilities of employeesIHRM = addresses the complexity that results from recruiting, selecting, developing, and maintaining a diverse workforce on a global scale8Information TechnologyHuman resource information technology = an integrated computer system designed to provide data and information used in HR planning and decision makingTraditional HR to e-HR significantly affected every area of human resource managementSome organizations are close to a paperless HRM system – saves time, money, frees staff9Federal LegislationDiscrimination = hiring or promoting of applicants based on criteria that are not job relevantAffirmative action = policy requiring employers to take positive steps to guarantee equal employment opportunities for people within protected groups10Major Federal Laws - HRMEqual Opportunity/Discrimination LawsCompensation/Benefits LawsHealth/Safety LawsExhibit 12.311The Changing Social ContractNew ContractOld ContractEmployeeEmployerEmployability, personal responsibility Partner in business improvement LearningJob security A cog in the machine Knowing Continuous learning, lateral careermovement, incentive compensationCreative development opportunitiesChallenging assignmentsInformation and resourcesTraditional compensation package Standard training program Routine jobs Limited informationSOURCE: Based on Louisa Wah, “The New Workplace Paradox “ Management Review, January 1998,7; and Douglas T. Hall and Jonathan B. Moss, “The New Protean Career Contract: Helping Organizations and Employees Adapt,” Organizational Dynamics, winter 1998, 22-37.12HR Issues in the New WorkplaceTeams and ProjectsTemporary EmployeesTechnologyWork-Life BalanceDownsizing13HR Issues in the New WorkplaceTeams and Projects – major trend in today’s workplaceWith emphasis on projects, distinctions between job categories and descriptions are collapsingMany of today’s workers straddle functional & departmental boundaries; handle multiple tasks/responsibilitiesVirtual team = made up of members who are geographically or organizationally dispersed,rarely meet face to face, and do their work using advance information technologies.Teams and Projects14HR Issues in the New WorkplaceIn opening years of the 21st century, largest employer in U.S. was a temporary employment agency, Manpower, Inc.Temporary Employees do everything from data entry to interim CEOContingent workers = people who work for an organization, but not on a permanent or full-time basis, including temporary placements, contracted professionals, or leased employeesTemporary Employees15HR Issues in the New WorkplaceTelecommuting and virtual teams are related trendsTelecommuting = using computers and telecommunications equipment to perform work from home or another remote locationWork anywhere - wireless Internet devices, laptops, cell phones, fax machinesExtreme telecommuting = people live nd work in countries far away from the organization’s physical locationTechnology16HR Issues in the New WorkplaceTelecommuting is one way organizations help employees lead more balanced livesFlexible scheduling important in today’s workplace – 27% of workforce/flexible hoursBroad Work-Life Balance initiatives – critical retention strategy – on-site gym & childcare, paid leaves & sabbaticalsWork-Life BalanceMany European companies ahead of U.S. companies17HR Issues in the New WorkplaceDownsizing = intentional, planned reduction in the size of a company’s workforceManagers can smooth the downsizing processRegularly communicating with employeesProviding them with as much information as possibleProviding assistance to workers who will lose their jobsUsing training and development for remaining employees Downsizing18HR Issues in the New WorkplaceHR issues present many challenges for organizations and HR managers as they work toward the three primary HR goalsAttractingDevelopingMaintaining an effective workforce19Matching ModelAn employee selection approach in which the organization and the applicant attempt to match each other’s needs, interests, and valuesAttracting an Effective Workforce20Attracting an Effective WorkforceChoose RecruitingSourcesWant adsHeadhuntersInternetHR PlanningRetirementsGrowthResignationsSelect theCandidateApplicationInterviewTestsWelcome NewEmployeeEmployee ContributionsAbilityEducationCreativityCommitmentExpertiseCompany InducementsPay and benefitsMeaningful workAdvancementTrainingChallengeMatching ModelMatch withCompany NeedsStrategic goalsCurrent & future competenciesMarket changesEmployee turnoverCorporate cultureEmployee NeedsStage of careerPersonal valuesPromotion aspirationsOutside interestsFamily concernsMatch with21Human Resource PlanningForecasting of human resource needs and the projected matching of individuals with expected vacancies? = New technologies emerging? = Volume of business likely next 5-10 years? = Turnover rate, how much is avoidable, if any22RecruitingRecruiting = activities or practices that define the desired characteristics of applicants for specific jobsInternal – promote-from-within policies used by many to fill high-level positionsExternal = recruiting newcomers from outside has advantage of multiple sources E-cruiting = use of Internet - fastest-growing approach to recruiting 23Basic Building Blocks of HR ManagementJob AnalysisJob DescriptionJob Specification24SelectingSelection = process of determining the skills, abilities, and other attributes a person needs to perform a particular jobValidity = relationship between an applicant’s score on a selection device and his or her future job performance25SelectingApplication form - device used for collecting information about an applicant’s education, previous job experience, and other background characteristicsResearch = biographical information inventories can validly predict future job success26Interviewing An ApplicantKnow what you wantPrepare a road mapUse open-ended questionsDo not ask irrelevant questionsDo not rush interviewDo not rely on your memory27Reasons For Not Asking About Home OwnershipMight adversely affect applicants chances at the jobMinorities and women may be less likely to own a homeHome ownership is probably unrelated to job performance28Interview as Predictor of SuccessInterview is not generally a valid predictor of job performance – has high face validity as a selection toolPanel interviews – candidate meets with several interviewers who take turns asking questions – increases interview validityComputer-based interviews - complement traditional interviewing information29Inappropriate or Illegal QuestionsRace-related questionsAgeReligionGenderNational originMarital/family statusEmployment Applications and Interviews30Testing and AssessmentEmployment Test = written or computer-based test designed to measure a particular attribute such as intelligence or aptitudeAssessment Center = technique for selecting individuals with high managerial potential based on their performances on a series of simulated managerial tasks31Developing an Effective WorkforceTraining and development = planned effort to facilitate employees’ learning of job-related skills and behaviors $100 billion/year On-the-job training = an experienced employee “adopts” a new employee to teach him or her how to perform job dutiesCross trainingMentoringFollowing selection, next goal of HRM is to develop employees32Performance AppraisalProcess of observing and evaluating an employee’s performance, recording the assessment, and providing feedback to the employeeStepsObserving and assessing performanceRecording the assessmentProviding feedback to employee33Making Performance Appraisals A Positive ForceThe accurate assessment of performance through the development and application of assessment systems such as a rating scaleTraining managers to effectively use the performance appraisal interview to provide feedback that reinforces good performance and motivate employee development34Assessing Performance Accurately360° Feedback ProcessPerformance Evaluation ErrorsStereotypingHalo effectBARS – Behaviorally-anchored rating scale35Behaviorally Anchored Rating Scale12345Have no plan or schedule of work and no concept of realistic due datesHave a sound plan but neglect to keep trace of target dates or to report schedule slippages or other problems as they occurUsually satisfy time constraints, with time and cost overruns coming up infrequentlyDevelop a comprehensive schedule, observe target dates, and update the status of operations relative to plans, making schedule modifications as quickly as necessaryMake a list of due dates and revise them but are frequently surprised by unforeseen events Job: Production Line Supervisor - Work Dimension: Work SchedulingSources: Based on J.P. Campbell, M.D. Dunnette, R.D. Arvey, and L.V. Hellervik, “The Development and Evaluation of behaviorally Based Rating Scales,”Journal of Applied Psychology 57 (1973), 25-22; and Francine Alexander, ‘performance Appraisals,” Small Business Reports (March 2989), 20-29.36Maintaining an Effective WorkforceCompensationWage and Salary SystemsCompensation EquityPay for PerformanceBenefitsTerminationEthical Dilemma: A Conflict of Responsibilities37Termination Employees who are poor performers can be dismissed Employers can use exit interviews in a positive mannerValue of termination for maintaining an effective workforce is two fold38