Professional Documents
Culture Documents
focuses on activities that attract, develop, and Human Resources Management (HRM)
motivate people at work—which are
→ system of organizational activities to
fundamental aspects of organizational and
attract, develop, and motivate an
managerial life.
effective and qualified workforce. Also
STRATEGIC HUMAN RESOURCES MANAGEMENT known as talent, human capital, or
personnel management.
Human resources management plays a vital
strategic role as organizations attempt to HR PLANNING INVOLVES THREE STAGES
compete through people. You already know that
1. Planning—To ensure that the right
firms can create a competitive advantage when
number and types of people are
they possess or develop resources that are
available, HR managers must know the
valuable, rare, inimitable, and organized.
organization’s business plans—where
Four Strategic Impact of Human Resources the company is headed, in what
businesses it plans to be, what future
1. People create value. People can increase
growth is expected, and so forth.
value by helping lower costs, providing
2. Programming—The organization
something unique to customers, or both.
implements specific human resources
2. Talent is rare. People are a source of
activities, such as recruitment, training,
competitive advantage when their skills,
and pay systems.
knowledge, and abilities are not equally
3. Evaluating—Human resources activities
available to all competitors. Top
are evaluated to determine whether
companies invest in hiring and training
they are producing the results needed to
the best and the brightest employees to
contribute to the organization’s business
gain a competitive advantage.
plans.
3. A group of well-chosen, motivated
people is difficult to imitate. Competitors
have difficulty matching the unique
cultures of SAS, W. L. Gore, and The
Container Store, which get the most
from their employees.
4. People can be organized for success.
People can deliver a competitive
advantage when their talents are
combined and deployed rapidly to work
on new assignments at a moment’s
notice, as in the effective use of
teamwork and collaboration. Demand Forecasts
The Best Managers Today Perhaps the most difficult part of HR planning is
conducting demand forecasts—that is,
determining how many and what type of people the job. The job description for an
are needed. Demand forecasts are derived from accounting manager might specify that
organizational plans. the position will be responsible for
monthly, quarterly, and annual financial
Labor Supply Forecasts
reports, getting bills issued and paid,
Along with forecasting demand, managers must preparing budgets, ensuring the
forecast the supply of labor —how many and company’s compliance with laws and
what types of employees the organization will regulations, working closely with line
have. In performing a supply analysis, the managers on financial issues, and
organization estimates the number and quality supervising an accounting department
of its current employees and the available of 12 people.
external supply of workers. 2. A job specification describes the
knowledge, skills, abilities, and other
To estimate internal supply, the company characteristics (KSAOs) needed to
typically relies on its experiences with turnover, perform the job. For an assistant
terminations, retirements, promotions, and manager at a retail store like Macy’s or
transfers. Sears, the job requirements might
Externally, organizations look at workforce include a degree in management,
trends to make projections. motivational skills, knowledge of
customer service, retail managerial
Reconciling Supply and Demand experience, and excellent
Once managers can estimate the supply of and communication skills.
demand for various types of employees, they Staffing The Organization
develop approaches for reconciling the two.
Recruitment activities increase the pool of
If organizations need more people than they candidates that might be selected for a job.
currently have (a labor deficit), they can hire new Recruitment may be internal to the organization
employees, promote current employees to new (considering current employees for promotions
positions, or outsource work to contractors. and transfers) or external.
When organizations have more people than they Internal Recruiting – these are current
need (a labor surplus), they can use attrition— employees of the company.
the normal turnover of employees—to reduce
the surplus if they have planned far enough in Advantages of Internal Recruiting:
advance.
→ No cost and less time-consuming.
Job Analysis → No need of training.
→ Long stay with the company when
Although issues of supply and demand are promoted to high position.
conducted at an organizational level, HR
planning also focuses on individual jobs, using Disadvantages of Internal Recruiting:
job analysis. Job analysis does two things:
→ Leaving a gap in the existing workforce.
1. A job description talks about the job → Limiting pool of applicants
itself—the essential tasks, duties, and
External Recruitment – is hiring applicants
responsibilities involved in performing
outside the company to fill the vacancy.
Advantages of external recruiting: • The situational interview
focuses on hypothetical
→ Selecting from more candidates.
situations.
→ Adding fresh perspectives.
• The behavioral description
→ Enhancing diversity.
interview explores what
Disadvantages of External Recruiting: candidates have actually
done in the past.
→ Increased cost.
→ Additional training. Reference Checks. Résumés, applications, and
→ Time consuming and higher risk. interviews rely on the applicant’s honesty. To
make an accurate selection decision, employers
SELECTION CHOOSES APPLICANTS TO HIRE have to be able to trust the words of each
Selection builds on recruiting and involves candidate.
decisions about whom to hire. Background Checks. For a higher level of
Selection Instruments scrutiny, background investigations also have
become standard procedure at many companies.
Applications and Résumés Application blanks Some state courts have ruled that companies can
and résumés provide basic information that help be held liable for negligent hiring if they fail to do
prospective employers make a first cut through adequate background checks. Types of checks
candidates. Applications and résumés typically include Social Security verification, past
include the applicant’s name, educational employment and education verification, and a
background, citizenship, work experiences, criminal records check. A number of other checks
certifications, and the like. can be conducted if they pertain to the specific
job, including a motor vehicle record check (for
Interviews. The most popular selection tool is
jobs involving driving) and a credit check (for
interviewing, and every company uses some type
money-handling jobs).
of interview. Employment interviewers must be
careful about what they ask and how they ask it. Personality Tests. Employers have been hesitant
to use personality tests for employee selection,
Two Types of Interviews:
largely because they are hard to defend in court.
1. Unstructured (Nondirective) Interview Some personality types have been associated
→ the interviewer asks different with greater job satisfaction and performance,
interviewees different questions. especially where the organization can build
The interviewer may also use groups of people with similar positive traits.
probes—that is, ask follow-up
Drug Testing is now a frequently used screening
questions to learn more about the
instrument. Since the passage of the Drug-Free
candidate.
Workplace Act of 1988, applicants and
2. Structured Interview
employees of federal contractors and
→ the interviewer conducts the same
Department of Defense contractors and those
interview with each applicant. There
under Department of Transportation regulations
are two basic types of structured
have been subject to testing for illegal drugs.
interview:
Cognitive Ability Tests Among the oldest
employment selection devices are cognitive
ability tests. These tests measure a range of Content validity concerns the degree to which
intellectual abilities, including verbal selection tests measure a representative sample
comprehension (vocabulary, reading) and of the knowledge, skills, and abilities required for
numerical aptitude (mathematical calculations). the job. The best-known example of a content-
valid test is a keyboarding test for administrative
Performance Tests In a performance test, the
assistants because keyboarding is a task a person
test taker performs a sample of the job. Most
in that position almost always performs.
companies use some type of performance test,
typically for administrative assistant and clerical Sometimes Employees Must Be Let Go
positions.
Layoffs. The act of ending a worker’s job
assessment center a managerial performance temporarily, usually because there is not enough
test in which candidates participate in a variety work to do: Workers have been warned to expect
of exercises and situations. further layoffs.
Integrity Tests To assess job candidates’ honesty, Termination. People sometimes “get fired” for
employers may administer integrity tests. poor performance or other reasons.
Polygraphs, or lie detector tests, have been
Termination of employment refers to the end of
banned for most employment purposes. Paper-
an employee's work with a company.
and pencil honesty tests are more recent
Termination may be voluntary, as when
instruments for measuring integrity. The tests
a worker leaves of their own accord. Involuntary
include questions such as whether a person has
termination occurs when a company downsizes,
ever thought about stealing and whether he or
makes layoffs, or fires an employee.
she believes other people steal.
Termination Interview refers to the interview in
Both Reliability and Validity are Important
which an employee is informed of the fact that
1. Reliability refers to the consistency of he or she has been dismissed.
test scores over time and across
alternative measurements. For example,
if three different interviewers talked to Practical Guidelines for Conducting Termination
the same job candidate but drew very Review
different conclusions about the
candidate’s abilities, there could be → Do give as much warning as possible for
problems with the reliability of one or mass layoffs.
more of the selection tests or interview → Do sit down one on one with the
procedures. individual, in a private office.
2. Validity moves beyond reliability to → Do complete a termination session
assess the accuracy of the selection test. within 15 minutes.
→ Do provide written explanations of
Criterion-related validity refers to the degree to severance benefits.
which a test actually predicts or correlates with → Do provide outplacement services away
job performance. Such validity is usually from company headquarters.
established through studies comparing test → Do be sure the employee hears about his
performance and job performance for a large or her termination from a manager, not
enough sample of employees to enable a fair a colleague.
conclusion to be reached.
→ Do express appreciation for what the PHASE ONE (1) OF TRAINING USUALLY STARTS
employee has contributed, if WITH A NEEDS ASSESSMENT
appropriate.
Managers conduct an analysis to identify the
→ Don’t leave room for confusion when
jobs, people, and departments for which training
firing. Tell the individual in the first
is necessary. Job analysis and performance
sentence that he or she is terminated.
measurements are useful for this purpose.
→ Don’t allow time for debate during a
termination session. PHASE TWO (2) INVOLVES THE DESIGN OF
→ Don’t make personal comments when TRAINING PROGRAMS
firing someone; keep the conversation
Designing training programs can spot skill gaps
professional.
that need to be filled in order to improve
→ Don’t rush a fired employee offsite
employee performance.
unless security is an issue.
→ Don’t fire people on significant dates, Training objectives and content are established
like the 25th anniversary of their from the needs assessment.
employment or the day their mother
PHASE THREE (3) INVOLVES DECISIONS ABOUT
died.
THE TRAINING METHODS AND LOCATION
→ Don’t fire employees when they are on
vacation or have just returned. COMMON TRAINING METHODS:
Legal Issues and Equal Employment → LECTURES
Opportunities → ROLE PLAYING
→ BUSINESS SIMULATION
Many laws have been passed governing
employment decisions and practices. They will → BEHAVIOR MODELING
directly affect a good part of your day-to-day → CONFERENCES
work as a manager, as well as the human → VESTIBULE TRAINING
resource function of your organization. → APPRENTICESHIPS
⎯ The system of relations between workers Right-to-work legislation that allows employees
and management. to work without having to join a union.
Labor unions recruit members, collect dues, and Important Labor Laws in the Philippines
ensure that employees are treated fairly with SECURITY OF TENURE (Article 279, labor code)
respect to wages, working conditions, and other
issues. This is the right of every employee not be
dismissed without just or authorized cause and
When workers organize and negotiate with in absence of due process.
management, two processes are involved:
AUTHORIZED CAUSES OF TERMINATION OF
Unionization. The act or process of bringing EMPLOYMENT
workers into a labor union.
Article 298, labor code
Collective Bargaining. The process in which
working people, through their unions negotiate → Installation of labor saving devices
contracts with their employers to determine → Redundancy
their terms of employment including pay, → Retrenchment to prevent losses
benefits, hours, leave, job health and safety → The closing and cessation of operation of
policies, ways to balance work and family and the establishment or undertaking unless
more. the closing is for the purpose of
circumventing the provisions of the law
Why do workers vote for or against a union? Four
factors play a significant role: DUE PROCESS REQUIREMENT
Sexual Harassment
Age Groups
an organization that has a low degree of Start by securing Top Manager’s Commitment
structural integration—employing few women, Obtaining top management’s leadership and
minorities, or other groups that differ from the commitment is critical for diversity programs to
majority—and thus has a highly homogeneous succeed. Otherwise, the rest of the organization
employee population. will not take the effort seriously.
Pluralistic Organization
factors in the workplace that can exert the same Servant – Leader
influence on employees as leaders would
A leader who serves other’s needs while
provide.
strengthening the organization.
Contemporary Perspectives on Leadership
Bridge Leaders
TRANSFORMATIONAL LEADERS REVITALIZE
Leaders who bridge conflicting value systems or
ORGANIZATIONS
different cultures
Transformational Leaders
Shared Leadership
leaders who motivate people to transcend their
Rotating leaderships, in which people rotate
personal interest for the good of the group.
through the leadership role based on which
Transactional Leaders person has the most relevant skills at a particular
time.
leaders who manage through transactions, using
their legitimate, reward, and coercive powers to Lateral Leadership
give commands and exchange rewards for
Style in which colleagues at the same hierarchical
services rendered.
level are invited to collaborate and facilitate joint
Skills and Strategies problem solving.
Performance-Related Belief
To use reinforcement effectively, managers must is the perceived likelihood that performance will
identify which kinds of behaviors they reinforce be followed by a particular outcome.
and which they discourage. Michael LeBoeuf, a
writer of popular business books, said the
greatest management principle is “The things
that get rewarded get done.”
1. Increase Expectancies
→ Provide a work environment that
facilitates good performance and set Physiological – food, water, sex, and shelter
realistically attainable performance
Safety – protection against death and
goals. Provide training, support,
deprivation
required resources, and encouragement
so that people are confident they can Social – Friendship, affection, belonging, and
perform at the expected levels. love
2. Identify Positively Valent Outcomes
Ego – Independence, achievements, freedom,
→ Understand what people want to get out
status, recognition, and self-esteem.
of work. Think about what their jobs do
and do not (but could) provide them. Self-Actualization – realizing one’s full potential;
Consider how people may differ in the becoming everything one is capable of being.
valences they assign to outcomes. Know
the need theories of motivation,
ALDERFER IDENTIFIED THREE WORK-RELATED are given to people by the boss, the company, or
NEEDS some other person. Examples include pay,
benefits, business class airline travel, or a large
ERG theory postulates three sets of needs can
office.
operate simultaneously:
Intrinsic Rewards
1. Existence needs are all material and
physiological desires. a reward the person derives directly from
2. Relatedness needs involve relationships performing the job itself. This occurs when you
with other people and are satisfied feel a sense of accomplishment after completing
through the process of mutually sharing a challenging task.
thoughts and feelings.
MANAGERS CAN MAKE WORK MORE VARIED
3. Growth needs to motivate people to
AND INTERESTING
productively or creatively change
themselves or their environment. Job Rotation
Satisfaction of the growth needs comes
from fully utilizing personal capacities changing from one routine task to another to
and developing new capacities. alleviate boredom
Extrinsic Rewards
HACKMAN AND OLDHAM: MEANING, 2. Outcomes
RESPONSIBILITY, AND FEEDBACK PROVIDE → refer to the various things the person
MOTIVATION receives on the job.
Achieving Fairness
Equity Theory
1. Inputs
→ refer to the contributions the person
makes to the organization.