10 Human Resource Management OThe McGraw-Hill Companies. Inc, 2000
10-1 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Human Resource Management 10
10-2 Human Resource Management Human Resource management includes all activities used to attract retain employees and to ensure they perform at a high level in meeting organizational goals. These activities are made up of 1. Recruitment selection 2. Training and development 3. Performance appraisal and feedback 4. Pay and benefits 5. Labor relations " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
10-2 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Human Resource Management Human Resource Management includes all activities used to attract & retain employees and to ensure they perform at a high level in meeting organizational goals. These activities are made up of 1. Recruitment & selection. 2. Training and development. 3. Performance appraisal and feedback. 4. Pay and benefits. 5. Labor relations
10-3 Components of a hRM System Figure 10.1 Recruitment selection Labor Training Relations Developi ment Performance Pay Rewards Appraisal Feedback " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
10-3 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Components of a HRM System Recruitment & Selection Labor Relations Pay & Rewards Performance Appraisal & Feedback Training & Development Figure 10.1
10-4 HRM Components Component should be consistent with the others organization structure, and strategy. o Recruitment: develop a pool of qualified applicants Selection: determine relative qualifications potential for a job o Training Development: ongoing process to develop workers abilities and skills ◆ Performance appraisal是 feedback: provides information about how to train motivate. and reward workers a Managers can evaluate and then give feedback to enhance worker performance " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
10-4 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 HRM Components ◼ Component should be consistent with the others, organization structure, and strategy. ◆Recruitment: develop a pool of qualified applicants. ◼ Selection: determine relative qualifications & potential for a job. ◆Training & Development: ongoing process to develop worker’s abilities and skills. ◆Performance appraisal & feedback: provides information about how to train, motivate, and reward workers. ◼ Managers can evaluate and then give feedback to enhance worker performance
10-5 HRM Components Pay and Benefits: high performing employees should be rewarded with raises. bonuses a Increased pay provides additional incentive a Benefits such as health insurance. reward membership in firm Labor relations: managers need an effective relationship with labor unions that represent workers Unions help establish pay and working conditions If management moves to a decentralized structure, HRM Should be adjusted as well " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
10-5 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 HRM Components Pay and Benefits: high performing employees should be rewarded with raises, bonuses. ◼ Increased pay provides additional incentive. ◼ Benefits, such as health insurance, reward membership in firm. Labor relations: managers need an effective relationship with labor unions that represent workers. ◼ Unions help establish pay, and working conditions. If management moves to a decentralized structure, HRM should be adjusted as well
10-6 HRM Legal Environment Management of hR is a complex area. There are many federal. state and local regulations o Equal employment Opportunity(EEO): ensures all citizens have equal opportunity for employment without regard to sex, age, race, origin, religion, or disabilities Makes effective management of diversity crucial o Equal employment Opportunity Commission(EEOC) enforces laws a Managers must take steps to ensure discrimination does not occur " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
10-6 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 HRM Legal Environment ◼ Management of HR is a complex area. There are many federal, state and local regulations. ◆ Equal Employment Opportunity (EEO): ensures all citizens have equal opportunity for employment without regard to sex, age, race, origin, religion, or disabilities. ◼ Makes effective management of diversity crucial. ◆ Equal Employment Opportunity Commission (EEOC) enforces laws. ◼ Managers must take steps to ensure discrimination does not occur
10-7 Human Resource planning OHR Planning includes all activities managers do to forecast current and future hr needs Must be done prior to recruitment and selection Demand forecasts made by managers estimate the number qualifications the firm will need Supply forecasts estimate the availability and qualifications of current workers and those in the labor market " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
10-7 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Human Resource Planning ⚫HR Planning includes all activities managers do to forecast current and future HR needs. ◼ Must be done prior to recruitment and selection ◼ Demand forecasts made by managers estimate the number & qualifications the firm will need. ◼ Supply forecasts estimate the availability and qualifications of current workers and those in the labor market
10-8 Recruitment selection Figure 10.2 Human resources Job analysis Planning Determine recruitment selection needs " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
10-8 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Recruitment & Selection Human Resources Planning Job Analysis Determine recruitment & selection needs Figure 10.2
10-9 HRM Planning: Outsourcing Outsourcing: managers can decide to contract with outside workers rather than hiring them a Outsourcing is more flexible for the firm Outsourcing often provides human capital at a lower cost Outsource problems: managers lose control over output a Outsource contractors are not committed to the firm Unions typically are against outsourcing that has potential to eliminate member's jobs " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
10-9 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 HRM Planning: Outsourcing ◼ Outsourcing:managers can decide to contract with outside workers rather than hiring them. ◼ Outsourcing is more flexible for the firm. ◼ Outsourcing often provides human capital at a lower cost. ◆ Outsource problems: managers lose control over output. ◼ Outsource contractors are not committed to the firm. ◆ Unions typically are against outsourcing that has potential to eliminate member’s jobs
10-10 HRM Planning: Job Analysis Job analysis determines the tasks, duties and responsibilities of the job Ajob analysis should be done for each job in the organization Job analysis can be done by a Observe current workers a Questionnaires filled out by worker and managers Current trends are toward flexible jobs where duties are not easily defined in advance " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
10-10 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 HRM Planning: Job Analysis ◼ Job analysis determines the tasks, duties and responsibilities of the job. ◆ A job analysis should be done for each job in the organization. ◆ Job analysis can be done by: ◼ Observe current workers. ◼ Questionnaires filled out by worker and managers. ◆ Current trends are toward flexible jobs where duties are not easily defined in advance
