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1、CHAPTER7MANAGINGHUMANRESOURCES1.EARNINGOUTCOMESAfterreadingthischapter,studentsshouldbeableto:7-1.DescribethekeyCOnIPOnenofthehumanresourcemanagementprocessandtheimpor(aninfluencesonthatprocess.7-2.Discussthetasksassociatedwithidentifyingandselectingcompetentemployees.7-3.Explainhowemployeesareprovi
2、dedwithneededskillsandknowledge.7-4.Dewribestrategiesforretainingcom)etent.high-performingemployees.7-5.Discussconte11prarj,issuesinmanaginghumanresources.ManagemCnlMythMyth:ManagersdontneedtoknowabouthumanresourcesbecausethasthejoboftheHRdepartment.Truth:AlthoughtheHRdepartmenlProVidCSmuchneedeeole
3、itemploys.2. StaffingandhumanresourcemanagementdecisionsandmethodsarecriticaltoensuringthatIheorganizationhiresandkeestherightpersonnel.3. Exhibit7-1in(11xlucesthekeycomponentsofthehumanresourcemanagementprocess.a)Itrepresentseightactivities,orsteps,thatifproperlyexecuted,willstaffanorganizationwith
4、competent,high-performingemployees.4. Thefirstthreestepsrepresentemploymentplanning,(headditionofstaffthroughrecruitment,andthereductioninstaffthroughdownsizing,andselection.a)Executedproperly,thesestepsleadtotheidenIificalionandSdCCliOnofcompetentemployees.5. Orienlation,trainingarldevelopmenthelpp
5、eople(oadaptiotheOrganizaiionandensurelhaIheirjobskillsandknowledgearekepicurrent.6. Finally,theHRMProCeSShelpstoidentifyperlb11nancegoals,correctperk)11nanceproblemsifnecessar),.amihelpemployeessustainahighlevelofpertbrnance(e.g.,performanceappraisal.ComPenSationandlenefi(s,andsafetyandhealth).7. T
6、heexternalenvironmentinfluencesIhCenlircenploynenlprocess.8. Whatisthe1.egalEnvironmentofHRM?1. Sincelhemid-1960s,thefederalgovcmnentintheUnitedStaleshasgreatlyexpandedi(sinuenceoverHRMbyenactinganumberoflawsandregulations.2. SeeExhibit7-2forthemajorlawsaffectingHRM.3. Nolmanymajorfederalemploymen!d
7、iscriminationlawshavebeenpassedrecently,butmanystatelawshavebeenpassedwhichaddtotheprovisionsoffederallaws.4. TodaysemployersmustensurethatequalemploymentopportunitiesexistIbrjobapplicantsandcurrentemployees.a) Forexample,decisionsregardingwhowillbehiredorwhichemployeeswillbechosenforamanagementtrai
8、ningProgranlmustbemadevi(houlregardtorace,sex,religion,age,color,nationalorigin,ordisability.b) ExceptionscanoccuronlywhenspecialCircumslancesexist.C)Forexample,acommunityfiredepartmentcandenyemploymenttoafirefighterapplicantwhoisconfinedtoawheelchair.1)Butifthatsameindividualisapplyingforadeskjob.s
9、uchasfiredepartmentdispatcher,thedisabilitycannotbeusedasareasontodenyemployment.d)Forexample,employmentlawsprotectmostemployeeswhosereligiousbeliefsrequireaspecificstyleofdress(robes,longshirts,longhair.etc.).I)Butifthespecificstyleofdressmaybehazardousorunsafeintheworksetting(e.g.whenoperatingmach
10、inery),acompanycouldrefusecohireapersonwhowouldnotadoptasaferdresscode.5. Balancingtheshouldsandshould-notsDiscussThis:Whyisitimportant(Oscientificallystudytheworkplace?DoyouthinkitiseasiertodaytoscientificallystudytheworkplacethanitwasbackinMunstcrbcrg,sdays?Whyorwhynot?C.AreHRMUwstheSameGlobally?I
11、.YouIWalloknowJhelawsandFegUlaIiOnSthatapplyinyourlocale.a)CanadianlawsPCruIiningloHRMpraclicescloselyparallelthoseintheUnitedStales.1)TheCanadianHutnunRightsActprovidesfederallegislationthatprohibitsdiscriminationonthebasisofrace,religion,age,maritalstatus,sex,physicalormentaldisability,ornationalo
12、rigin.2)ThereisInOrUdecentralizationOflawmakingtotheprovinciallevelinCanada.HeresachallengingHRissueformanagers:Abusinessmodelthatreliesheavilyontheappearanceofemployeesandbalancing(herightsofthoseemployee，therestaurarilchainthathiresau11ciivewaitresseswhoareexpectedtowear(amilkgood)inlighttopsandsh
13、ortshorts,uses(hatbusinessInOdC1.However,whenoneofitswaitresseshadb11insurgerj,Ioremoveatumor,hermanagerinitiallysaidthewomancouldwearafckchenocapI。coverherscarandlackofhair.However,aregionalmanagerIalcrsaidthatwasnotsufficientandawigwasnecessary.Thewaitresslaterfiledafederaldiscriminationlawsuitaga
14、insttherestaurantsayingthatshewasforcedoutofherjobibrrefusingtowearawig.DiscussThis:Howmight(hisissueaffectbalancingtherightsOfemployeesagainstabusinessnxlelIhal飞basedonemployeeappearancesHRprocessessuchasrecruitment,selection,andperformancemanagenent?WhatpossibleHRethicalissue(三)doyouseeinthisstory
15、?ofcomplyingwiththeselawsoftenfallsundertherealmofaffirmativeaction.a)Affirmativeactionprogramsensurethatdecisionsandpracticesenhancetheemployment,upgrading,andretentionofmembersofprotectedgroups.6. Americanmanagersarenotcompletelyfreetochoosewhomtheyhire,promote,orfire.FromthePaSttothePreSentHugoMu
16、tisterbergwasapioneerinthefieldofindustrialpsychologyandis*,generallycreditedwithcreatingthefield.ASanadmirerOfFrederickW.Taylorandthescientificmanagementmovement.MunsterbergstatedthatTaylorIiadintroducedmostvaluablesuggestionswhichtheindustrialworldcannotignore.Munsterbergstressed*,theimportanceofe
17、fficientlyusingworkerstoachieveeconomicPrOdUCt沁n.”Hisresearchandworkinshowingorganizationswaystoimprovetheperformanceandwell-beingofworkerswasfundamentaltotheemergingfieldofmanagementintheearly1960s.Today,industrial-organizationalpsychologyisdefinedasthescientificstudyoftheworkplace.Industrial-organ
18、izational(I/O)psychologistsusescientificprinciplesandresearch-baseddesignstogenerateknowledgeaboutworkplace.b) InMexico,unionizationrateshavebeendeclining.1) 1.abormattersinMexicoaregovernedbytheMexicanFederal1.abor1.aw.2) nemployerhas28daystoevaluateanewemployeesworkertb11nanceandthentheemployeehas
19、jobsecurityterminationisdifficultandexpensive.3) InfractionsoftheMexicanFederal1.abor1.awaresubjectioseverepenalties,includingcriminalaction.c) AUSlraliasdiscriminationlawswerenotenacteduntilthe1980s.1) Generallyapplycodiscriminationandaftrnativeactionforwomen.2) 1.aborandindustrialrelaionslawswereo
20、verhauledin1997with(hegoalofincreasingproductivityandreducingunionpower.3) TheWorkplaceRelationsBill,passedin1997.givesemployersgreaterflexibilitytonegotiatedirectlywithemployeesonpay.hours,andbenefitsandsimplifiesfederalregulationoflabor-managementrelations.d) HRMpracticesinCjermanyaresimilartothos
21、einmostWBSternEuropeancountries.1) 1.egislationrequirescompaniestopracticerepresentativeparticipation.2) Goalofrepresentativepariicipalioni$IopullaboronamoreequalfoolingWiththeinterestsofmanagementalstockholders.(a) Workcouncils-groupsofnominatedorelectedemployeeswhomustbeconsultedwhenmanagementmake
22、sdecisionsinvolvingpersonnel.(b) Boardrepresentatives-employeeswhositonacompanysboardofdi11xtonandrepresenttheinterestothefi11n,semployees.AQUCStionCfEthieSHOWDOMAN(JERSIDENTIEYANDSE1.ECTCOMPETENTEMP1.OYEES?A. WhatisEmploymentPlanning?1. Kinploynieiitplanningistheprocessbywhichmanagementensuresthati
23、thastherightnumberandkindsofpeopleintherightplacesaltherighttimes,whoarecapableofeffectivelyandefficienlycompletingthosetasksthatwillhelptheorganizationachieveitsoverallobjeclives.2. Employmentplanningtranslatestheorganizationalmissionandobjectivesintoapersonnelplan.a) Assessingcurrentandfuturehuman
24、resourcesneeds.b) Developingaplantomeetthoseplans.B. Ilow(IoeSanOrganizationdoaCurrentURAssessment?1. ManagementbeginsbyreviewingitsCUrremhumanresourcestatusthroughahumanresourceinventory.a) Theinputforthisreportisderivedfromformscompletedbyemployees(e.g.,name,education,training,prioremployment,lang
25、uagesspoken,capabilities,specializedskills,etc.).b) Thisinventoryenables11anagemen(toassesswhaitalentsandskillsarecurrentlyavailableintheorganization.2. Anotherpartofthecurrentassessmentisthejobanalysis.a) Jobanalysisismorefundamentalthananinveniorjandisalengthyprocess,oneinwhichworkflowsareanalyzed
26、andskillsarlbehaviors(hatarenecessaryI。performjobsareidentified.b) Ultimately,thepurposeofjobanalysisisI。delernine(hekindsoskills,knowledge,andHHiludeSneedediosuccessfullyperformeachjob.C)Thisinformationisthenusedtodeveloporrevisejobdescriptionsandjobspecifications.3. AjobdescriptionisawrittenSlatem
27、entofwhatajobholderdoes,howitisdone,andwhy.a)Ittypicallyportraysjobcontent,environment,andconditionsofemployment.4. ThejobSPeCifiCHtionstatestheminimumqualificationsthatanincumbentmustpossesstoperl11nagivenjobsuccessfully.a)Itidenliestheknowledge,skills,andaltitudesneededtodothejobeffectively.5. Bot
28、harcimportantdcu11cnlsf(rrecruitingandselecting.a) Thejobdescriptioncanbeusedtodescribethejobtopotentialcandidates.b) Thejobspecificationkeepsthemanagersattentiononthelistofqualificationsnecessar,foranincumbenttoperformajob,andassistindeterminingwhethercandidatesarequalified.C. Futurehumanresourcene
29、edsaredeterminedbytheorganizationsstrategicdirection.1. Demandtorhumanresourcesisaresultofdemandfortheorganizationsproductsorservices.2. Usingestimatedtotalrevenue,managementcanattempttoestablishthenumberandmixofhumanresourcesneededtoreachthatrevenue.a)Whenparticularskillsarenecessaryandinscarcesupp
30、ly,theavailabilityofsatisfactoryhumanresourcesdeterminesrevenues.1) Forexample,upscalechainofassisted-livingretirementfacilitieswhererevenuesarelimitedbytheabiliiytolocateandhireaqualifiednursingstafftofullymeettheneedsoftheresidents.3. Inmostcases,theoverallorganizationalgoalsandtheresultingrevenue
31、forecastprovidethemajorinputindeterminingtheorganizationshumanresourcerequirements.4. Afterassessingcurrentcapabilitiesandfutureneeds,aprogramcanthenbedevelopedthatmatchestheseestimateswithforecastsoffuturelaborsupply.D. HowdoOrganizationsRecruitEmployees?1. Oncemanagersknowtheircurrentstaffinglevel
32、s-whethertheyareunderstaffedoroverstaffed-theycanbeginodosomethingalx)utit.2. Tofillvacancies,Iheyuserecruitment-Iheprocessoflocating,identifying,andattractingcapableapplicants.3. Ifemploynwntplanningindicatesasurplus,managementwillwanttoreducethelalxrsupplyandinitiatedownsizingorlayoffactivities.4.
33、 WhereDoesaManagerRecruilApplicants?a) Candidatescanbefoundbyusingseveralsources,includingIheInternet.b) SeeExhibit735. EmployeereferralsgenerallyPrOdUCethebestcandidates.1) Applicantsreferredbycunentemployeesareprescreenedbythoseemployees.2) Currentemployeesoftenmakereferralswhentheyarcreasonablyco
34、nfidentthatthereferralwontmakethemlookbad.b)Employeereferralsmaynotincreasethediversityandmixofemployees.E. IIowdoesaManagerhandle1.ayofTs?1. Downsizinghasbecomearelevantmeansofmeetingthedemandsofadynamicenvironment.2. Whataredownsizingoptions?a) SeeExhibit7-4.b) Regardlessofthenethrx.a) Rejectermrs
35、curwhenwerejeclcandidateswho.ifhired,wouldhaveperformedsuccessfullyonthejob.b) Rejecterrorscanopentheorganizationtochargesofemploymentdiscrimination.C)AccepterrorsoccurwhenwcaccelIhoSewhosubsequentlyPCrfbrmpoorly.d) Acceplerrorscosttheorganizationtrainingcosts,costsgeneratedorprofitsforegonebecauseo
36、theemployeesincompetence,thecostofseverance,andsubsequentcostsofadditionalrec11itingandSCIeCIiOnscreening.6. ThemajorIbjeCIiVeofanyselectionaclivityis(oreduceIhCprobabilityofmakingrejecterrorsoraccepterrorswhileincreasingtheprobabilityofmakingcostofthemarenowInteniet-Iiased.10. Whatareperformance-si
37、inulationtests?a) Determineifanapplicantcandoajobbyhavinghim/herdoit.b) Basedonjobanalysisdataandthereforearemorejobrelatedthanwrittentests.C)Performance-simulationtestsaremadeupofactualjobbehaviorsratherIhansubstitutes.d)Thebest-knownperlc)11nance-sinulaiintestsare:1) Worksamplingaminiaturereplicao
38、fthejob.（八）Suitedtoroutinejob.2) Assessmentcenters-simulatingrealproblemsonemayfacenthejob.（八）Forsclcctingmanagerialpersonnel.c) Theadvantageofperformancesimulationovertraditionaltestingmethods一becausecontentisessentiallyidenticaltojobcontent,performance-simulationshouldbeabetterpredictorofshort-ter
39、mjobperformanceandshouldminimizepotentialemploy11ntdiscriminationallegations.f)Wcll-nstructcdperformance-simulationtestsarcvalidpredictors.11. Istheintervieweffective?a) Theinterview,alongwiththeapplicationform,isanalmostuniversalselectiondevice.b) ThevalueofIheinterviewasaselectiondevicehasbeenthes
40、ubjectofconsiderabledebate.c) Interviewsarereliableandvalidselectiontoolswhenstructured,wellorganized,andhaveinterviewersaskingrelevantquestions.d) Thetypicalinterviewoftenprovideslittleinthewayofvaluableinformation.)AllkindsofxitentialbiasesCancreepintointerviews.1) Priorknowledgeaboutheapplicantwi
41、llbiastheinterviewer,sevaluation.2) ThCinterviewertendstoholdastereotypeofwhatrepresentsattgood,applicant.3) Tlieinterviewertendstofavorapplicantswhosharehis/herownaltitudes.4) Theorderinwhichapplicantsareinlen,iewelwillinfluenceevaluations.5) Theorderinwhichinformationiselicitedduringtheinten,iewwillinlluenceevaluations.6
