2. High-performance work practices
Self-directed team work
Implementation of employee suggestions
Job rotation
Contingent pay based on performance
High level of skills training
Coaching and mentoring
Problem-solving groups
Significant amounts of information
Total quality management procedures staring
and processes
Use of employee attitude surveys
Encouragement of innovative and
Cross-functional integration
creative behavior
Comprehensive employee recruitment
Extensive employee involvement and
and selection procedures
training
4. The HRM Process
Human
resource Identification and Selection of
Recruitment Selection
planning Competent Employees
Decruitment
Adapted and competent Environment
Orientation Training employees with up-to-date skills
and knowledge
Compensation Competent and high-performing employees
Performance Career
and who are capable of sustaining high
Management Development
Benefits performance over the long term
7. Human resource planning
Current assessment Knowing the job
•Human resource inventory survey Job analysis
•Job analysis
•Job description
•Job specification Job Description Job specification
A statement containing items A statement of the human
as: qualifications necessary to do
•Job title the job. Usually contains such
•Location items as:
Future human resource needs •Job summary •Education
•Duties •Experience
Understaffed •Machine, tools, quipment •Training
•Materials and forms used •Judgement
VS •Supervision given or •Initiative
Overstaff recieved •Physical effort
•Working conditions •Physical skills
•Hazards •Respomsibilities
•Communication skills
•Emotional characteristics
9. Recruitment VS Decruitment
Knowing the source
of human resources
Sources inside Sources outside
the organization the organization
•Management inventory card •Competitors
•The position replacement form •Employment agency
•Management manpower •Publications
replacement chart •Educational institute
10. Recruitment VS Decruitment
Source Advantage Disadvantage
Knowing the source
Low cost, build Limited supply, may not
of human resources
employee morale, increase proportion of
Internal search
candidates are similar employees from
with organization protected group
Sources inside Sources outside Generates many
Advertisements Wide distribution
the organization the organization unqualified candidates
Knowledge about the May not increases the
Employee referrals organization provided diversity and mix of
•Management inventory card •Competitors by current employees employees
•The position replacement form •Employment agency Candidates tend to be
•Management manpower •Publications Public employment
Free or nominal cost unskilled or minimally
replacement chart •Educational institute agencies
trained
Private employment Wide contact, careful
High cost
agencies screening
Large, centralized body Limited to entry-level
School placement
of candidates positions
11. Recruitment VS Decruitment
Source Advantage Disadvantage
Knowing the source
Low cost, build Limited supply, may not
of human resources
employee morale, increase proportion of
Internal search
candidates are similar employees from
with organization protected group
Sources inside Sources outside Generates many
Advertisements Wide distribution
the organization the organization unqualified candidates
Knowledge about the May not increases the
Employee referrals organization provided diversity and mix of
•Management inventory card •Competitors by current employees employees
•The position replacement form •Employment agency Candidates tend to be
•Management manpower •Publications Public employment
Free or nominal cost unskilled or minimally
replacement chart •Educational institute agencies
trained
Private employment Wide contact, careful
High cost
agencies screening
Knowing the law Large, centralized body Limited to entry-level
School placement
of candidates positions
•การว่าจ้าง
•หลักสิทธิมนุษยชน
•การเลิกจ้าง
•พระราชบัญญัติคุ้มครองแรงงาน
•การไล่ออก
•กฏกระทรวงแรงงานและสวัสดิการสังคม
•การกระทําที่เป็นธรรม
12. Decruitment options
Option Description
Permanent involuntary termination
Firing
Temporary involuntary termination; may last only a few days or extend to
Layoffs
years
No filling opening created by voluntary resignations or normal retirements
Attrition
Moving employees either laterally or downward; usually does not reduce
Transfer
costs but can reduce intraorganizational supply-demand imbalances
Having employees work fewer hours per week, share jobs, or perform
Reduced workweeks
their jobs on a part-time basis.
Providing incentives to older and more senior employees for retiring
Early retirement
before their normal retirement date.
Having employees share one full-time position.
Job sharing
14. Selection
Stages of the selection process
•Preliminary screening from
records, data sheets, etc.
•Preliminary interview
•Intelligence tests
•Aptitude tests
•Personality tests
•Performances references
•Diagnostic interview
•Physical examination
•Personal judgement
15. Selection
Stages of the selection process Reasons for elimination
•Preliminary screening from •Lack of adequate educational
records, data sheets, etc. and performance record
•Preliminary interview •Obvious misfit from outward
•Intelligence tests appearance and conduct
•Aptitude tests •Failure to meet minimum
•Personality tests standards
•Performances references •Failure to have minimum
•Diagnostic interview necessary aptitude
•Physical examination •Negative aspect of personality
•Personal judgement •Unfavorable or negative reports
on past performance
•Lack of necessary innate ability,
ambition, or other qualities
•Physically unfit for job
•Remaining candidate placed in
available position
16. Selection
Stages of the selection process Reasons for elimination
•Preliminary screening from •Lack of adequate educational
and performance record Available potential personnel
records, data sheets, etc.
from inside or outside company
•Preliminary interview •Obvious misfit from outward
•Intelligence tests appearance and conduct
•Aptitude tests •Failure to meet minimum
•Personality tests standards
•Failure to have minimum Rejection
•Performances references
of potential
•Diagnostic interview necessary aptitude
•Negative aspect of personality employees
•Physical examination
•Personal judgement •Unfavorable or negative reports
on past performance
•Lack of necessary innate ability,
ambition, or other qualities
•Physically unfit for job
Employee
•Remaining candidate placed in
available position
20. Orientation
Work unit orientation
Job specification
Head of work unit
Colleague
Goal
Standard operating procedure
Organization orientation
Vision & Mission
Organization philosophy
Organization culture
Regulation and rule
Human resource policy
Benefits and compensations
21. Employee training
1 Determining training needs
•ข้อมูลหรือทักษะ สาระ
ต่างๆ ของบุคคลหรือกลุ่มคน
ที่ต้องการพัฒนาเพิ่มขึ้น เพื่อ
เพิ่มผลผลิตของแต่ละคนหรือ
กลุ่ม
4 Evaluating the training program
•Rating scale
2 Design the training program
•Employee comparison
3
•Free-form essay
•Critical-form essay Administering the training program •Lectures
•Programmed learning
•On the job training
•Coaching
•Class room technique
22. Employee performance management
Method Advantage Disadvantage
More a measure of evaluator’s writing
Written essay Simple to use ability than of employee’s actual
performance
Critical incidents Rich examples; behavioral based Time-consuming lack quantification
Provide quantitative data; less time- Do not provide depth of job behavior
Graphic rating scales
consuming than others assessed
Focus on specific and measurable job
BARs Time-consuming; difficult to develop
behavior
Multiperson comparisons Compare employees with one another Unwieldy with large number of employees
MBO Focus on ended goals; results oriented Time-consuming
360 degree appraisal Thorough Time-consuming
23. Compensation and Benefits
How long has employee
been with company and how
has he or she performed
Does job require high
How large is the company? Employee’s tenure level of skill?
and performance
Kind of job
Size of company
performed
How profitable is the
company? Level of
Company What industry is job in?
compensation Kind of business
profitability
and benefits
Geographic Is business unionization
Unionization
location
Where is organization
located? Management Labor or capital
philosophy intensive
What is management’s Is business labor or
philosophy toward pay? capital intensive?
26. Human resources in dental clinic
Receptionist Design the HRM in term below
Register Job analysis
Employee training program
Chairside dental assistant
Performance appraisals
Dental hygienist
Benefits and compensation
Cashier
Group discussion for approximate 15
Laboratory technician minutes and present for 5 minutes
Business assistant - Sale and marketer
Nurse