Management: Richard L. Daft

MANAGEMENT
RICHARD L. DAFT
Managing Human
Resources
CHAPTER 11
chapter11 Learning Outcomes
• Explain the strategic role of human resource management.
• Describe federal legislation and societal trends that influence
human resource management.
• Explain what the changing social contract between organizations
and employees means for workers and human resource managers.
• Show how organizations determine their future staffing needs
through human resource planning.
• Describe the tools managers use to recruit and select
employees.
• Describe how organizations develop an effective workforce
through training and performance appraisal.
• Explain how organizations maintain a workforce through the
administration of wages and salaries, benefits, and terminations.3
Copyright ©2010 by South-Western, a division of Cengage
Learning. All rights reserved.
Getting the Right
chapter11
People on the Ship
• Hiring and keeping quality employees is one of the
most urgent concerns for today’s organizations
• Talent management is a top priority for managers
• Human Resources is the design and application

of formal systems to ensure the effective and
efficient use of human talent
• Attracting, developing, and maintaining an effective

workforce
4
The Strategic Role of HRM is to
chapter11 Drive Organizational Performance
• Managers are involved in human resource management

• Employees are viewed as assets
• Employees provide the competitive edge
– Right people to become more competitive on a global basis
– Right people for improving quality, innovation, and customer
service
– Right people to retain during mergers and acquisitions
– Right people to apply new information technology for e-business
5
Strategic Human
chapter11
Resource Management
6
Building Human Capital
chapter11
to Drive Performance
• Human Capital refers to the economic value of the
combined knowledge, experience, skills and
capabilities of employees
– Strategies for finding the best talent
– Enhancing skills and knowledge with training programs
– Opportunities for personal and professional development
– Compensation and benefits that support knowledge

sharing
7
The Role and Value of Human
chapter11 Capital Investments
8
chapter11 Globalization
• Globalization requires international human

resource management (IHRM)
• Managing diverse people on a global scale
• HR practices and trends are converging globally
• IHRM Managers must be culturally sensitive
• Policies and practices must be culturally

sensitive
9
Trends in International Human
chapter11 Resource Management
10
The Impact of Federal
chapter11
Legislation on HRM
• Federal laws are enacted to ensure equal
employment opportunity
• The purpose of laws is to stop discriminatory

practices
• The Equal Employment Opportunity Commission

(EEOC) was created by the Civil Rights Act of
1964
11
Major Federal Laws Related to
chapter11 Human Resource Management
12
The Changing
chapter11
Social Contract
• Changes in the business environment have changed the
social contract, a bulletin board at a company
restructuring noted:
– We can’t promise you how long we’ll be in business
– We can’t promise you that we won’t be acquired
– We can’t promise that there’ll be room for promotion
– We can’t promise that your job will exist when you reach
retirement age
– We can’t promise that the money will be available for your pension
– We can’t expect your underlying loyalty, and we aren’t even sure
we want it
13
The New Contract vs.
chapter11
The Old Contract
14
chapter11 Innovations in HRM
• Becoming an Employer of Choice
• Using Temporary and Part-Time Employees
• Promoting Work/Life Balance
• Rightsizing the Organization
15
Attracting an
chapter11
Effective Workforce
16
chapter11 Human Resource Planning
• What new technologies are merging, and how will these

affect the work system?
• What is the volume of the business likely to be in the next
five to ten years?
• What is the turnover rate, and how much, if any, is
avoidable?
• What types of engineers will we need, and how many?
• How many administrative personnel will we need to
support the additional engineers?
• Can we temporary, part-time, or virtual workers to handle
some tasks?
17
chapter11 Recruiting
• Assessing Organizational Needs
• Realistic Job Previews
• Legal Considerations
• E-cruiting
• Innovations in Recruiting
18
Sample Corporate
chapter11
Recruiting Policy
19
chapter11 Selecting
• Application Form
• Interview
• Employment Test
• Online Checks
20
Applications and Interviews:
chapter11 What Can You Ask?
21
chapter11 Managing Talent
 Training and Development
 On-the-job Training
 Corporate Universities
 Promotion from Within
 Mentoring and Coaching
22
Methods and Goals
chapter11 of Training
23
chapter11 Performance Appraisal
• Accurately assess performance through the

development and application of assessment
systems such as rating scales
• Training managers to effectively use the

performance appraisal interview so managers
can provide feedback that reinforces good
performance and motivate development
24
Behavior Anchored
chapter11 Rating Scale
25
Maintaining An
chapter11 Effective Workforce
• Managers and HRM professionals must maintain

a workforce that has been recruited and
developed:
 Compensation
 Benefits
 Termination
26
chapter11 Benefits
• Compensation packages are more than money

• Some benefits are required by law
– Social Security, Unemployment Compensation,
Workers’ Compensation
• Other types of benefits are optional
– Health Insurance, Vacations, Daycare, Fitness Centers
– Employees are beginning to absorb more
health insurance costs
• Many organizations offer cafeteria-plan benefits to address
the diverse needs of employees
27
chapter11 Termination
• Retirement
• Voluntary Departure
• Mergers & Cutbacks
• Poor Performance
• Termination dismisses poor performers
• Opportunity to learn about dissatisfaction through

exit interview
28

Management: Richard L. Daft

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Management: Richard L. Daft

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MANAGEMENT

• Talent management is a top priority for managers

• Human Resources is the design and application

• Attracting, developing, and maintaining an effective

• Managers are involved in human resource management

– Enhancing skills and knowledge with training programs

– Opportunities for personal and professional development

– Compensation and benefits that support knowledge

• Globalization requires international human

• Managing diverse people on a global scale

• HR practices and trends are converging globally

• IHRM Managers must be culturally sensitive

• Policies and practices must be culturally

• The purpose of laws is to stop discriminatory

• The Equal Employment Opportunity Commission

• Becoming an Employer of Choice

• Using Temporary and Part-Time Employees

• Promoting Work/Life Balance

• Rightsizing the Organization

• What new technologies are merging, and how will these

• Assessing Organizational Needs

• Realistic Job Previews

 Training and Development

 Promotion from Within

 Mentoring and Coaching

• Accurately assess performance through the

• Training managers to effectively use the

• Managers and HRM professionals must maintain

• Compensation packages are more than money

• Mergers & Cutbacks

• Termination dismisses poor performers

• Opportunity to learn about dissatisfaction through

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