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Human Resource  Management McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter twelve
Learning Objectives ,[object Object],[object Object],[object Object]
Learning Objectives ,[object Object],[object Object]
Strategic Human Resource Management ,[object Object],[object Object]
Strategic Human Resource Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Human Resource Management ,[object Object],[object Object]
Strategic Human Resource Management ,[object Object],[object Object]
Figure 12.1 Components of a Human Resource Management System
Question? ,[object Object],[object Object],[object Object],[object Object],[object Object]
HRM Components ,[object Object],[object Object]
HRM Components ,[object Object],[object Object],[object Object]
HRM Components ,[object Object],[object Object],[object Object]
HRM Components ,[object Object],[object Object],[object Object],[object Object]
HRM Components ,[object Object],[object Object]
The Legal Environment of HRM  ,[object Object],[object Object],[object Object]
The Legal Environment of HRM ,[object Object],[object Object],[object Object],[object Object],[object Object]
Recruitment and Selection ,[object Object],[object Object]
Recruitment and Selection ,[object Object],[object Object]
The Recruitment and Selection System Figure 12.2
Human Resource Planning ,[object Object],[object Object]
Human Resource Planning ,[object Object],[object Object],[object Object],[object Object]
Human Resource Planning ,[object Object],[object Object],[object Object],[object Object],[object Object]
Human Resource Planning ,[object Object],[object Object],[object Object]
Job Analysis ,[object Object],[object Object],[object Object]
Job Analysis ,[object Object],[object Object],[object Object]
Recruitment ,[object Object],[object Object],[object Object]
Recruitment ,[object Object],[object Object],[object Object],[object Object]
Recruitment ,[object Object],[object Object],[object Object],[object Object],[object Object]
Recruitment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Honesty in Hiring ,[object Object],[object Object],[object Object]
Honesty in Hiring ,[object Object],[object Object],[object Object]
Selection Tools Figure 12.3
The Selection Process ,[object Object],[object Object]
The Selection Process ,[object Object],[object Object],[object Object]
The Selection Process ,[object Object],[object Object],[object Object],[object Object]
The Selection Process ,[object Object],[object Object],[object Object]
The Selection Process ,[object Object],[object Object],[object Object]
Selection Process ,[object Object],[object Object],[object Object]
Selection Process ,[object Object],[object Object],[object Object]
Reliability and  Validity ,[object Object],[object Object],[object Object]
Training and Development ,[object Object],[object Object]
Training and Development ,[object Object],[object Object]
Training and Development ,[object Object],[object Object]
Training and Development Figure 12.4
Types of Training ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Development ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Performance Appraisal and Feedback ,[object Object],[object Object],[object Object],[object Object]
Types of Performance Appraisal ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Performance Appraisal and Feedback ,[object Object],[object Object],[object Object],[object Object],[object Object]
Performance Appraisal and Feedback ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Question? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Subject Measures of Performance:  Graphic Rating Scale Figure 12.5
Subject Measures of Performance:  Behaviorally Anchored Rating Scale Figure 12.5
Subject Measures of Performance:  Behavioral Observation Scale Figure 12.5
Who Appraises Performance? Figure 12.6
Who Appraises Performance? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Effective Performance Feedback ,[object Object],[object Object],[object Object],[object Object]
Effective Feedback Tips ,[object Object],[object Object],[object Object],[object Object]
Effective Feedback Tips ,[object Object],[object Object],[object Object]
Pay and Benefits ,[object Object],[object Object],[object Object],[object Object]
Pay and Benefits ,[object Object],[object Object],[object Object],[object Object]
Pay and Benefits ,[object Object],[object Object],CEO VP VP VP Director Director Dept Manager
Pay and Benefits ,[object Object],[object Object],[object Object],[object Object]
Question? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Labor Relations ,[object Object],[object Object]
Labor Relations ,[object Object],[object Object],[object Object],[object Object]
Unions ,[object Object],[object Object],[object Object]
Unions ,[object Object],[object Object]
Movie Example: The Firm ,[object Object]

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Management Chapter12

Editor's Notes

  1. The objective of strategic HRM is the development of an HRM system that enhances the organization’s efficiency, quality, innovation, and responsiveness to customers.
  2. The correct answer is “D” – training. See slide12-12
  3. Reliability Example: scores should be similar for the same person taking the same test over time. Validity Example: how well a physical ability test predicts the job performance of a firefighter.
  4. There is no one best answer. Students should be prepared to discuss why a manager would choose to use a certain type of appraisal.
  5. The correct answer is “B” – labor relations. See next slide.
  6. Unions are permitted by the National Labor Relations Act (1935) which also created the NLRB to oversee the relationship between employers and unions. Not all workers want unions. Union membership costs money in dues and workers might not want to strike. Union membership is lower today than 40 years ago.
  7. The Firm Mitchell McDeere (Tom Cruise) is in the top five in his class at Harvard Law School. All the big law firms in LA, New York, Chicago and Washington want him. Instead he chooses a small law firm in Memphis, TN. He starts with a new car, a house and a big salary, but the firm has a little secret. No one has ever left willingly. And the FBI wants to talk to Mitch about the firm’s links to organized crime. How will Mitch keep his oath to maintain confidentiality and stay within the law and protect his family? In this scene, partners of Bendini, Lambert and Locke, the firm in Memphis, are interviewing Mitch. Was Mitch McDeere’s dress appropriate for the interview? What should he have done differently? Were any questions inappropriate from the partners? How should one respond to these? What are some examples of appropriate interview questions?