Staffing

and
Human Resource Management
 Human Resources Management (HRM)

 The management function that is concerned with getting, training,

motivating, and keeping competent employees
• Balancing the supply of employees with the demand for
employees.
• Matching the talents and skills of employees with those
required by the organization
• Creating a working environment that fosters high employee
performance
• Meeting the pay and benefits needs of employees
The Human Resources Management wheel
HRM Model
 Employment Planning

 The process by which management ensures it has the right number

and kinds of people in the right places at the right time, who are
capable of helping the organization achieve its goals
 Steps in the planning process:
– Assessing current human resources.
– Assessing future human resources needs and developing a
program to meet those needs.

Human resource inventory report

–A report listing the name, education, training, prior
employer, languages spoken, and other information
about each employee in the organization
HRP Process
 Job Analysis

 Job analysis
– An assessment of the kinds of skills, knowledge, and abilities
needed to successfully perform each job in an organization.
 Job description
– A written statement of what a job holder does, how it is done, and
why it is done
• Tasks, duties and responsibilities that the job entails
 Job specification
– A statement of the minimum acceptable qualifications that an
incumbent must possess to perform a given job successfully
• Knowledge, skills, and abilities required of the job holder
 Recruitment And Selection

 Recruitment
– The process of locating, identifying, and attracting capable
applicants
 Selection process
– The process of screening job applicants to ensure that the most
appropriate candidates are hired
 Traditional Recruiting Sources

 Internal searches
 Advertisements
 Employee referrals
 Public employment agencies
 Private employment agencies
 School placement
 Temporary help services
 Employee leasing and independent contractors
 Downsizing Options

 Firing
 Layoffs
 Attrition
 Transfers
 Reduced workweeks
 Early retirements
 Job sharing
 Selection Decision Outcomes

Decisions
Later job Accept Reject
performance
Correct decision Reject Error
Successful

Accept Error Correct

Unsuccessful decision
 Selection Terms

 Reliability
– The degree to which a selection device measures the same thing
consistently (stability)
• Example: an individual consistently achieves nearly identical
scores on the same exam.
 Validity
– The proven relationship between a selection device and some
relevant criterion (relatedness)
• Example: superior job performance and a high employment
test score
 Selection Devices

 Written tests
– Intelligence, aptitude, ability, and interest test batteries
 Performance-simulation tests
– Selection devices that are based on actual job behaviors;
work sampling and assessment centers
 Interviews
– Effective if conducted correctly
 Realistic job preview (RJP)
– Providing positive and negative information about the job
and the company during the job interview
 Potential Biases in Interviews

 Prior knowledge about the applicant will bias the interviewer’s

evaluation.
 The interviewer tends to hold a stereotype of what represents a
good applicant.
 The interviewer tends to favor applicants who share his or her
own attitudes.
 The order in which applicants are interviewed will influence
evaluations.
 The order in which information is elicited during the interview
will influence evaluations.
 Potential Biases in Interviews (cont’d)

 Negative information is given unduly high weight.

 The interviewer may make a decision concerning the
applicant’s suitability within the first four or five
minutes of the interview.
 The interviewer may forget much of the interview’s
content within minutes after its conclusion.
 The interview is most valid in determining an
applicant’s intelligence, level of motivation, and
interpersonal skills.
 Structured and well-organized interviews are more
reliable than unstructured and unorganized ones.
 Employee Orientation

 Orientation
– The introduction of a new employee to the job and the
organization
 Objectives of orientation
– To reduce the initial anxiety all new employees feel as they begin
a new job
– To familiarize new employees with the job, the work unit, and
the organization as a whole
– To facilitate the outsider–insider transition.
 Training

 Employee training
– A learning experience in that it seeks a relatively permanent
change in employees such that their ability to perform on the job
improves.
• Changing skills, knowledge, attitudes, or behavior.
• Changing what employees know, how they work; or their
attitudes toward their jobs, co-workers, managers, and the
organization.
 Determining if Training Is Needed
Organizational Analysis
Objectives Training Needs
Resources
Internal environment
Performance
Operational Analysis
Expected Performance
Discrepancy (PD)
Requirement (EP) PD = EP -AP
KSAs
Person Analysis Training Objectives
Actual Performance(AP)
 Typical Training Methods

 On-the-Job Training Methods

– Job rotation
– Understudy assignments
 Off-the-Job Training Methods
– Classroom lectures
– Films and videos
– Simulation exercises
 Performance Management

 Performance management system

– A process of establishing performance standards and evaluating
performance in order to arrive at objective human resource
decisions and to provide documentation to support personnel
actions.
 Other Appraisal Methods

 Adjective rating scales

– Rating an individual on each job performance factor on an
incremental scale.
 360-degree appraisal
– An appraisal device that seeks feedback from a variety of sources
for the person being rated.
 Direct Comparison Methods

 Group-order ranking
– Requires the evaluator to place employees into a particular
classification such as “top fifth” or “second fifth.”
 Individual ranking approach
– requires the evaluator merely to list the employees in order from
highest to lowest.
 Direct Comparison Methods (cont’d)

 Paired comparison approach

– Each employee is compared with every other employee in the
comparison group and rated as either the superior or weaker
member of the pair.
– Each employee is assigned a summary ranking based on the
number of superior scores achieved.
 MBO
– Employees are evaluated by how well they accomplish a specific
set of objectives determined to be critical in the successful
completion of their jobs.
 Performance Appraisal Methods

METHOD ADVANTAGE DISADVANTAGE

Written essay Simple to use More a measure of evaluator’s
writing ability than of employee’s
actual performance
Critical incidents Rich examples Time-consuming; lack behaviorally
based quantification
Graphic rating Provide quantitative Do not provide depth of job
scales data; less time- behavior assessed
consuming than others
BARS Focus on specific Time-consuming; difficult to
and measurable job develop measures
behaviors
Multiperson Compares employees Unwieldy with large number of
with one another employees
MBO Focuses on end goals; Time-consuming
results oriented
360°Appraisal More thorough Time-consuming
 When Performance Falls Short

 Performance impediments
– Mismatched skills
– Inadequate training
– Employee’s personal problems
 Discipline
– Actions taken by a manager to enforce an organization’s
standards and regulations
 Employee counseling
– A process designed to help employees overcome performance-
related problems
Performance Matters
 Compensation And Benefits

 Compensation administration
– Determining a cost-effective pay structure that will attract and
retain competent employees, provide an incentive for them to
work hard, and ensure that pay levels will be perceived as fair.
 Factors influencing pay levels
– Employee’s job
– Kind of business
– Environment surrounding the job
– Geographic location
– Employee performance levels and seniority.
 Benefits

 Employee benefits
– Nonfinancial rewards designed to enrich employees’ lives
 Types of benefits
– Social Security
– Workers’ and unemployment compensations
– Paid time off from work
– Life and disability insurance
– Retirement programs
– health insurance
 Workforce Diversity

 Improving workforce diversity

– Widen the recruiting net to broaden the pool of applicants.
– Ensure the selection process is nondiscriminatory
– Assist new employees in assimilating into the firm’s culture.
– Conduct specialized orientations and workshops for new
employees
 Sexual Harassment

 Sexual harassment
– Sexually suggestive remarks, unwanted touching and sexual
advances, requests for sexual favors, or other verbal and physical
conduct of a sexual nature
• Creates an intimidating, offensive, or hostile environment;
• Unreasonably interferes with an individual’s work; or
• Adversely affects an employee’s employment opportunities.
 Sexual Harassment (cont’d)

 Hostile (or offensive) environment

• Organization can be held liable for harassment
• Harassing act (not subsequent outcome) is deciding
factor
 Protecting the organization
– Educating employees about sexual harassment
– Having a sexual harassment policy in place that is
enforced fairly
– Taking action on the first instance of a sexual
harassment complaint
 Labor Relations and Unions

 Labor–management cooperation
– Involves mutual efforts on the part of a labor union and the
management of an organization.
• Successful efforts to increase productivity, improve quality,
and lower costs require employee involvement and
commitment.
– Labor unions have come to recognize that they can help their
members more by cooperating with management than fighting it.
 Violence in the Workplace

 Workplace violence
– The increase in violent crimes being committed at the work
site.
 Preventing violence in the workplace
– Training supervisory personnel to identify troubled
employees before the problem results in violence.
– Designing employee assistance programs (EAPs) specifically
to help individuals in need.
– Implementing stronger security mechanisms.
– Preventing violence paraphernalia from entering facilities
altogether.
 Layoffs and Downsizing

 Layoff-survivor sickness
– The set of attitudes, perceptions, and behaviors of employees
who remain after involuntary staff reductions.
 Dealing with the “Survivor Syndrome”
– Provide opportunities for employees to talk to counselors about
their guilt, anger, and anxiety.
– Provide group discussions for the survivors to vent their feelings.
– Implement employee participation programs such as
empowerment and self-managed work teams.