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L11_Human Resource Management

L11_Human Resource Management

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1
Robbins, Bergman, Stagg, Coulter: Management 4e ©2006 Pearson Education Australia
Chapter 11
Human Resource Management
Robbins, Bergman, Stagg, Coulter: Management 4e ©2006 Pearson Education Australia
2
The importance of human resourcemanagement (HRM)
Necessary part of the organising function ofmanagement
Selecting, training, and evaluating the work force
As an important strategic tool
HRM helps establish an organisation’s sustainablecompetitive advantage.
Adds value to the firm
High performance work practices lead to both highindividual and high organisational performance.
Robbins, Bergman, Stagg, Coulter: Management 4e ©2006 Pearson Education Australia
3
High-performance work practices
Self-directed work teams
Job rotation
High levels of skillstraining
Problem-solving groups
Total quality managementprocedures and processes
Encouragement ofinnovative and creativebehavior
Extensive employeeinvolvement and training
Implementation ofemployee suggestions
Contingent pay based onperformance
Coaching and mentoring
Significant amounts ofinformation sharing
Use of employee attitudesurveys
Cross-functionalintegration
Comprehensive employeerecruitment and selectionprocedures
Sources: 
Based on M. Huselid, “The Impact of Human ResourceManagement Practices on Turnover, Productivity, and CorporateFinancial Performance,”
Academy of Management Journal,
June 1995,p. 635; and B. Becker and B. Gerhart, “The Impact of Human ResourceManagement on organisational Performance: Progress and Prospects,”
Academy of Management Journal,
August 1996, p. 785.
Robbins, Bergman, Stagg, Coulter: Management 4e ©2006 Pearson Education Australia
4
The human resource management process
Figure 11.2
 
2
Robbins, Bergman, Stagg, Coulter: Management 4e ©2006 Pearson Education Australia
5
Environmental factors affecting HRM
Labour union
An organisation that represents workers and seeks toprotect their interests through collective bargaining.
Collective bargaining agreement
A contractual agreement between a firm and a unionelected to represent a bargaining unit of employees ofthe firm in bargaining for:
Wage, hours, and working conditions.
Robbins, Bergman, Stagg, Coulter: Management 4e ©2006 Pearson Education Australia
6
Environmental factors affecting HRM(cont’d)
Affirmative action
The requirement that organisations take proactive stepsto ensure the full participation of protected groups in itsworkforce.
Laws and regulations
Limit managerial discretion in hiring, promoting, anddischarging employees.
Robbins, Bergman, Stagg, Coulter: Management 4e ©2006 Pearson Education Australia
7
Managing human resources
Human resource (HR) planning
The process by which managers ensure that they havethe right number and kinds of people in the right places,and at the right times, who are capable of effectively andefficiently performing their tasks.
Helps avoid sudden talent shortages and surpluses.
Steps in HR planning:
Assessing current human resources
Assessing future needs for human resources
Developing a program to meet those future needs
Robbins, Bergman, Stagg, Coulter: Management 4e ©2006 Pearson Education Australia
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Current assessment
Human resource inventory
A review of the current make-up of the organisation’scurrent resource status
Job Analysis
An assessment that defines a job and the behaviorsnecessary to perform the job
Knowledge, skills, and abilities (KSAs)
Requires conducting interviews, engaging in directobservation, and collecting the self-reports of employeesand their managers.
 
3
Robbins, Bergman, Stagg, Coulter: Management 4e ©2006 Pearson Education Australia
9
Current assessment (cont’d)
Job description
A written statement of what the job holder does, how it isdone, and why it is done.
Job specification
A written statement of the minimum qualifications that aperson must possess to perform a given job successfully.
Robbins, Bergman, Stagg, Coulter: Management 4e ©2006 Pearson Education Australia
10
Meeting future human resource needs
Supply of EmployeesDemand for EmployeesFactors Affecting Staffing
Strategic Goals
Forecast demand for products and services
Availability of knowledge, skills, and abilities
Robbins, Bergman, Stagg, Coulter: Management 4e ©2006 Pearson Education Australia
11
Recruitment and decruitment
Recruitment
The process of locating, identifying, and attractingcapable applicants to an organisation
Decruitment
The process of reducing a surplus of employees in theworkforce of an organisation
E-recruiting
Recruitment of employees through the Internet
organisational web sites
Online recruiters
Robbins, Bergman, Stagg, Coulter: Management 4e ©2006 Pearson Education Australia
12
Major sources of potential job candidates
Table 11.1

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