LECTUREPEDIA - Ajarn Paul Tanongpol, J.D.; M.B.A.;B.A.; CBEST
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LECTUREPEDIA - Ajarn Paul Tanongpol, J.D.; M.B.A.;B.A.; CBEST
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CHAPTER 12 Human Resource Management
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i. External and internal recruitment ii. Realistic job previews
i. Application forms ii. Interviews iii. Reference and background checks iv. Physical examinations v. Final decisions to hire or reject
i. On-the-job training ii. Off-the-job training
i. Purpose of performance appraisal ii. Performance appraisal methods
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Organizations are changing rapidly. The structure of the organization is changing from vertical to horizontal. Team and team-work are increasingly essential for strategic advantage; working cross functions, in networks, in virtual links and in real time are parts of high performance setting.
i. Human resource development has to be a top priority in any organization with high performance aspiration. Even with the best strategy from the book, you would still need competent staff to carry them out.
ii. Organizations that treat their employees poorly are known as “toxic workplace.” The general trend in the market now is the belief that the organization performs better if it treats its workers better.
iii. The key to managing people in ways that lead to profit, productivity, innovation, and real organizational ultimately lies in how you think about your organization and its people.
i. To thrive in an increasingly unfriendly marketplace, companies must make it a priority to create the kind of environment that will attract the best new talent and will make it possible for employees to make their full contributions.
ii. Job related talents is not restricted to anyone race, gender, religion, marital or personal status, sexual orientation, ethnicity, or other diversity characteristics. If you let these characteristics to interfere with employee selection, your loss is someone else’s gain.
HRM is the process of attracting, developing, and maintaining quality workforce. In order for strategies to be well implemented, workers with relevant skills and enthusiasm are needed. The task of human resource management is to make them available.
i. Discrimination A discrimination occurs when someone does not get a job or gets fired from a job for reasons that is not relevant to job performance or job qualifications.
ii. Employment opportunity This is the right of an individual to have equal access and treatment in the workplace without any regards to race, sex, religion, color, or national origin.
iii. Affirmative action This is an effort to give reference in employment and/or social benefits to women and minority group members.
iv. Reverse discrimination A reverse discrimination occurs when affirmative action is applied at the cost of discriminating against the majority group members or that affirmative action becomes in itself a preferential system for minority regardless of competence.
v. Bona fide occupational qualifications These are criteria for employment that can clearly be justified as being related to a person’s capacity to perform a job. This is an exception to equal employment opportunity law. However, it is no longer legal, i.e. hire only women as air attendants.
i. Sexual harassment Behaviors in sexual in nature may affect a person’s employment situation.
ii. Comparable worth People with comparable competence performing the same or similar tasks should get the same or comparable pay.
iii. Independent contractor These are people who are hired on temporary contracts and are not part of the organization’s official workforce.
i. Attracting 1. Planning 2. Recruiting 3. Selection ii. Developing 1. Orientation 2. Training 3. Development iii. Maintaining 1. Retention and turnover 2. Evaluation 3. Compensation and benefits
i. Strategic HRM involves attracting, developing and maintaining a quality workforce to implement organizational strategies.
ii. Human resource planning analyzes staffing needs and identifies actions to fill those needs.
1. Job analysis 2. Job description 3. Job specification
iii. Major elements of strategic HRM are: 1. Review organizational mission objectives and strategies 2. Review human resource objectives and strategies 3. Assess current human resources 4. Forecast human resources needs 5. Develop and implement human resource plans a. Correct or avoid personnel surplus b. Correct and avoid personnel shortage
Finding the right person for the right job. To attract the right person, the organization must know what it is looking for --- it must know what it wants and what talents required to do them well.
Recruitment is a set of activities designed to attract qualified pool of job applicants to an organization. There are three steps in recruitment: o Advertisement of job vacancy o Preliminary contact with candidates o Initial screening
ii. External and internal recruitment 1. External recruitment means recruiting people from outside of the company. 2. Internal recruitment means recruiting people within the company to fill the positions.
iii. Realistic job previews HRM must tell the potential employees the full description of the job and what is expected of the employee. There should not be any surprises. All candidates must know the full job description when they apply for the positions.
Selection is choosing from a pool of the best-qualified applications. Steps in the selection process are:
i. Application forms ii. Interviews iii. Reference and background checks iv. Physical examinations v. Final decisions to hire or reject
The selection process and method used must be (1) reliable and (2) valid. Reliability means a selection device measures consistently over repeated uses. Validity means a selection device has a demonstrated link with future job performance.
When new people join the organization, they must go through the socialization process. Socialization means the systematic changes of expectations, behavior, and attitudes of new employees.
The purpose of orientation is to familiarize new employees with jobs, coworkers, and organizational policies and services. The first 6 months of the new employee is crucial in determining how well the new employee will perform in the long run.
Training provides learning opportunities to acquire and improve job related skills.
i. On-the-job training 1. Coaching 2. Mentoring 3. Modeling
ii. Off-the-job training Off the job training is accomplished outside of the job setting.
Performance management system sets standards, assess results, and plans for performance improvements.
i. Purpose of performance appraisal 1. Evaluation a. Evaluation purpose b. Judgment 2. Development a. Development purpose b. Counseling
ii. Performance appraisal methods 1. Graphic rating scale 2. BARS 3. Critical incident technique 4. Multi-person comparison 5. 360* feedback
i. Career planning ii. Career plateau
i. Base compensation ii. Fringe benefits iii. Flexible benefits
i. Labor unions ii. Labor contract iii. Collective bargaining
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