Professional Documents
Culture Documents
• SCIENTIFIC MANAGEMENT
– Frederick Taylor, Henry Gantt, Frank & Lillian Gilbreth
• INDUSTRIAL/ORGL PSYCHOLOGY
– Munsterberg, Scott, Cattell
• PROFESSIONALIZATION OF HR MANAGEMENT
– Professional HR Societies & HRCI (Certification Institute)
HUMAN CAPITAL MANAGEMENT
MANAGING & MEASURING WORKER PRODUCTIVITY
What value would you attribute to each worker? How much is each
employee “worth?”
What brings out the “best” in each worker? What makes them
maximally productive and valuable to the organization?
Human Resource Management
• Utilization of individuals to
achieve organizational objectives
• All managers at every level must
concern themselves with human
resource management
• Five functions
Human Resource Management Functions
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Safety and
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FUNCTIONAL AREAS WITHIN HR
• EMPLOYMENT / STAFFING
– RECRUITMENT
– SELECTION
• TRAINING AND DEVELOPMENT
– APPRAISAL
– EDUCATION AND DEVELOPMENT
• COMPENSATION
– SALARIES, WAGES AND BENEFITS
– INCENTIVE PLANS
• EMPLOYEE RELATIONS
– GRIEVANCE RESOLUTION
– UNION RELATIONS
• HR PLANNING AND RESEARCH
– FORECASTING
– JOB ANALYSIS
– ATTITUDE SURVEYS
– VALIDATION STUDIES
Employment / Staffing
• Staffing - Process through which organization ensures it always
has proper number of employees with appropriate skills in right
jobs at right time to achieve organizational objectives
• Job analysis - Systematic process of determining skills, duties,
and knowledge required for performing jobs in organization
• Human resource planning - Systematic process of matching the
internal and external supply of people with job openings
anticipated in the organization over a specified period of time .
• Recruitment - Process of attracting individuals on a timely
basis, in sufficient numbers, and with appropriate qualifications,
to apply for jobs with an organization
• Selection - Process of choosing from a group of applicants the
individual best suited for a particular position and the
organization
Training and Development
• Training - Designed to provide learners with knowledge and skills
needed for their present jobs
• Development - Involves learning that goes beyond today's job; it has
more long-term focus
• Career development - Formal approach used by organization to ensure
that people with proper qualifications and experiences are available
when needed
• Organization development - Planned process of improving
organization by developing its structures, systems, and processes to
improve effectiveness and achieving desired goals
• Performance management - Goal-oriented process directed toward
ensuring organizational processes are in place to maximize
productivity of employees, teams, and ultimately, the organization
• Performance appraisal - Formal system of review and evaluation of
individual or team task performance
Compensation
• Direct Financial Compensation - Pay that person
receives in form of wages, salaries, bonuses, and
commissions.
• Indirect Financial Compensation (Benefits) - All
financial rewards not included in direct
compensation such as paid vacations, sick leave,
holidays, and medical insurance.
• Nonfinancial Compensation - Satisfaction that
person receives from job itself or from
psychological and/or physical environment in which
person works.
Safety and Health
• Employees who work in safe environment and
enjoy good health are more likely to be productive
and yield long-term benefits to organization.
Manager,
Manager, Manager,
Training and
Compensation Staffing
Development
Executive:
Benefits Generalist:
Analyst Specialist:
Traditional Human Resource Functions
in a Large Firm
President
and CEO
Vice President,
Vice President, Vice President, Vice President,
Human
Marketing Operations Finance
Resources
President
and CEO
Vice
Director
Vice President, Vice Vice
of Safety
President, Strategic President, President,
and
Operations Human Finance Marketing
Health
Resources
• PROFESSIONALIZATION OF HR MANAGEMENT
– Professional HR Societies & HRCI (Certification Institute)
Must correctly answer at least 75% of the questions in each of the six
areas to earn a 500 score (the minimum passing score).
HR CERTIFICATION EXAM
For Global Professional in Human Resources Designation
• TOPICS GPHR
– Strategic HR Management 22%
– Organizational Effectiveness & Employee Development 14%
– Global Staffing 10%
– International Assignment Management 28%
– Global Compensation & Benefits 16%
– International Employee Relations & Regulations 10%
100%
Must correctly answer at least 75% of the questions in each of the six
areas to earn a 500 score (the minimum passing score).
EXTERNAL ENVIRONMENTAL FACTORS THAT
IMPACT HRM
• GOVERNMENT REGULATIONS
– Federal, State and Local
• LABOR FORCE DEMOGRAPHICS
– Women with Children
– Workforce Diversity and Immigrants
– Older Workers
– People with Disabilities
– Young Persons with Limited Skills
• TECHNOLOGICAL ADVANCEMENT
– Automation, Obsolescence and Renewal
• GLOBAL COMPETITION AND CUSTOMER EXPECTATIONS
• ECONOMIC CONDITIONS AND CYCLES
• OTHER PUBLICS
– Unions, Communities, Shareholders, etc.
Cyberwork
• LEADERSHIP STYLES
POWER & INFLUENCE MODEL
(French & Raven)
• LEGITIMATE POWER
– Authority to Command, based on the Position Held
• REWARD POWER
– Positive, based on Desired Outcomes
• COERCIVE POWER
– Threats. Punishment
• EXPERT POWER
– Advice, Knowledge, Information
• REFERENT POWER
– Charisma, Social Liking, Identification
DISCOVERIES ON POWER-BASED
LEADERSHIP (YUKL 89)
• COERCIVE POWER
– Generates Resistance (Minimal Cooperation)
• DIRECTIVE
– Gives clear direction and instruction to immature employees
• COACHING
– Expands two-way communication; helps build confidence/motivation
• SUPPORTING
– Employee now feels confident; active two-way communication still
needed for shared decisions
• DELEGATING
– Responsibility for planning and decision making given to highly
mature employees
PATH-GOAL THEORY OF LEADERSHIP
(House & Mitchell 74)
• SITUATIONAL FACTORS
– CHARACTERISTICS OF EMPLOYEES
• Perceived Ability, N ACH, Locus of Control, etc.
• LEADERSHIP STYLES
– DIRECTIVE
– SUPPORTIVE
– ACHIEVMENT ORIENTED
– PARTICIPATIVE
IMPACT OF PERSONAL DIFFERENCES ON
HRM
PERSONALITY
MOTIVATION
Equity Theory
Expectancy Theory
Reinforcement Theory
EQUITY THEORY (ADAMS 65)
• CHANGE MY OUTCOMES
• CHANGE MY INPUTS
EXPECTANCY (E P)
If I put forth effort (E), what’s the probability that I can achieve
the performance objective (P)?
INSTRUMENTALITY (P O)
If I achieve the performance objective (P), what’s the probability
that a specific outcome (O) or reward will be given to me?
VALENCE (V)
How much value (positive or negative) do I attach to receiving this
outcome?
ASSUMPTIONS:
The consequences of past actions will influence our future actions
We repeat behaviors which lead to rewards and are satisfying
We reduce behaviors which go unrewarded or lead to punishment
Thus, tie valued rewards to desired behaviors in the workplace
TYPES OF REINFORCEMENT
POSITIVE
AVOIDANCE (NEGATIVE)
EXTINCTION
PUNISHMENT
SCHEDULES OF REINFORCEMENT