Principles of Management

MGMT 201
Kimber Dodge
Chapter 7 Human Resource Management
 Describe the key
7.1 components of the
human resource
management process
and the important
influences on that
process.

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Human Resource Management
The process of hiring and developing employees so
that they become more valuable to the organization.
Human Resource Management includes:
• conducting job analyses
• planning personnel needs
• recruiting the right people for the job
• orienting and training
• managing wages and salaries,
• providing benefits and incentives
• evaluating performance
• resolving disputes
• compliance
Read more: http://www.businessdictionary.com/definition/human-resource-management-HRM.html

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HRM Process and Influences

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 7.2 Discuss tasks
associated with
identifying and
selecting competent
employees.

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Identifying and Selecting Employees
HRM Process:
1. employment planning
2. recruitment and downsizing
3. selection

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Employee Assessment Process
• Human Resource Inventory
• Job Analysis
• Job Description
• Job Specification

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Job Description
A broad, general, and written statement of
a specific job, based on the findings of
a job analysis. It generally includes
duties, purpose, responsibilities, scope,
and working conditions of a job along
with the job's title, and the name or
designation of the person to whom the
employee reports.
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Determining Future Employment
Needs

Demand for human resources (employees) is a

result of demand for the organization’s products
or services.

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Recruiting Applicants

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Selecting Job Applicants

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Reliability and Validity
Reliability:
The degree to which a selection device measures
the same thing consistently.

Validity:
The proven relationship between a selection
device and some relevant criterion.

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Selection Devices: Tests
• Job knowledge tests
• Integrity tests
• Cognitive ability tests
• Personality tests
• Emotional Intelligence tests
• Skills assessment tests
• Physical ability tests

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Effective Interviewing

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Types of interviews
• Structured Interview
• Unstructured Interview
• Stress Interview
• Behavioral Interview
• Problem Solving or Case Interview
• Panel Interview.

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Closing the Deal

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 7.3 Explain how
employees are
provided with the
needed skills and
knowledge.

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Orientation

• Job orientation
• Work unit orientation
• Organization orientation

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Providing Skills and Knowledge

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Employee Training Methods

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 7.4 Describe strategies
for retaining
competent, high-
performing
employees.

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Retaining Competent Employees

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Performance
Management

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Performance Management

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Management by Objectives - MBO
Developed by Peter Drucker in 1954
Participatory Management
• Developed jointly with employees
• Regular (daily) feedback
All goals aligned with corporate goals
Personal Goal and Growth Emphasized
Requires tracking mechanism
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Management by Objectives
1. Goal specificity
2. Participative decision making
3. Explicit time period
4. Performance feedback

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SMART GOALS
S = Specific
• Quantifiable and precise
M = Measurable
• A well defined starting point and a means to
measure/track
A = Assignable (Action-Oriented)
• Can be assigned to a person
R = Realistic
• Can it realistically be accomplished
T = Time based
• To be achieved within a specific period of time
Issues with Performance Evaluation
Systems
Systems may be outdated due to:
• Downsizing
• Project teams

When An Employee’s Performance is Not Up

to Par

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Compensating Employees

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The Entire Package
• Salary/Wages
• Bonuses
• Pensions
• Other Benefits
• Vacation time
• Training/Career Development

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 7.5 Discuss
contemporary
issues in managing
human resources.

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Managing Downsizing

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Workforce Diversity
• Nontraditional recruitment sources
• Non-discriminatory selection
• Accommodation of diverse needs
• Diversity consciousness workshops
• Mentoring programs

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Sexual Harassment

Any unwanted action or activity of a sexual

nature that explicitly or implicitly affects an
individual’s employment, performance, or work
environment.

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Workforce Spirituality

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