mgmt192-Chp11.ppt

Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 1
Chapter 11
Human Resources Management
with Duane Weaver

Outline for Today
• The importance of Human Resource Management (HRM)
• The HRM Process
• Selecting – Interviewing Skills and Practice
• Overview of Environmental Factors affecting HRM
• Managing HR
• Staffing Overview and Exercise
• Selection Process and Devices
• Orientation
• Performance and Compensation
• Contemporary HR Issues

The Importance of Human
Resources Management (HRM)
• Necessary part of the organizing function of
management
– Selecting, training, and evaluating the workforce
• An important strategic tool
– HRM helps establish an organization’s sustainable
competitive advantage.
• Adds value to the firm
– High performance work practices lead to both high
individual and high organizational performance.

Exhibit 11.2 The Human
Resources Management Process
Environment
Environment
Decruitment
Recruitment
Human
Resource
Planning
Selection
Orientation Training
Performance
Management
Career
Development
Compensation
and
Benefits
Identification and Selection
of Competent Employees
Adapted and competent
employees with up-to-date
skills and knowledge
Competent and high-performing employees who
are capable of sustaining high performance over
the long term
1. Identifying and selecting 2. retains competent employees
3. knowledge and skills

The HRM Process
• Functions of the HRM Process
– Identifying and selecting competent employees
– Providing employees with up-to-date knowledge
and skills to do their jobs
– Ensuring that the organization retains competent
and high-performing employees
Let’s look deeper at selecting – interviewing skills…

Selecting - Interviewer Skills
“Being an effective manager requires good
selection skills. Today we will learn how to
become a good interviewer”
• What are some of the questions NOT to ask
interviewees?
– Take 3 minutes to write down as many as you
can remember.
– Be prepared to share some with the class

Selecting – INTERVIEW SKILLS:
Questions Not to Ask Job Candidates
• About name changes; maiden name
• For birth certificate, baptismal records, or about age in general
• About pregnancy, child bearing plans, or child care arrangements
• Whether applicant is single, married, divorced, engaged, separated, widowed,
or living common-law
• About birthplace, nationality of ancestors, spouse, or other relatives
• Whether born in Canada
• For photo to be attached to application or sent to interviewer before interview
• About religious affiliation, church membership, frequency of church
attendance
• Whether the applicant drinks or uses drugs
• Whether the applicant has ever been convicted
• Whether the applicant has ever been arrested
• Whether the applicant has a criminal record
• About the applicant’s sexual orientation
Sample Questions Taken from Exhibit 11.8

Selecting –Tips for Managers:
Some Suggestions for Interviewing
• Structure a fixed set of questions for all applicants.
• Have detailed information about the job for which applicants
are interviewing.
• Minimize any prior knowledge of applicants’ background,
experience, interests, test scores, or other characteristics.
• Ask behavioural questions that require applicants to give
detailed accounts of actual job behaviours.
• Use a standardized evaluation form.
• Take notes during the interview.
• Avoid short interviews that encourage premature decision
making.
Source: Based on D.A. DeCenzo and S.P. Robbins, Human
Resource Management, 7th ed. (New York, Wiley: 2002, p. 200)

Interviewer - Practice
• Conducting an Interview
– Consider job description
– Identify key questions to ask
– During the interview:
1. Make the interviewer comfortable (rapport building)
2. Discuss the purpose and structure of the interview
3. Ask your questions
4. Close the interview – ask if there are any questions you
have not asked and inform them of the next step
(follow up after the interview)

Selecting – Interviewing Skills
Let’s Practice!
• Please get into teams of three.
• Follow the directions on page 334 of your text,
Practice: Interviewing (Observers to report findings to class)
• Timing:
– Team develops 5 questions (10 minutes)
– Exchange with another team
– Determine who will be interviewer, interviewee, and
observer
– Interview time (10 minutes maximum)

Selecting – Interview Skills
• Observers - summarize your findings:
– What types of questions worked well?
– Were there any inappropriate questions?
– How comfortable was the interviewer?
– How comfortable was the interviewee?
– From this experience, describe what might work
better next time?

Selecting – Interviewing Skills Summary
• Review Job Description
• Select appropriate questions
– Be wary of local laws
– Be wary of discriminating questions
– Focus on job skills and ability to perform as needed
– Use appropriate open and closed-ended questions (W5)
• Make a comfortable environment for the interviewee
• Describe the interview process
• Close the interview allowing for questions from interviewee
and description of next steps
Source: Based on D.A. DeCenzo and S.P. Robbins, Human
Resource Management, 7th ed. (New York, Wiley: 2002, p. 200)

Environmental Factors Affecting HRM
• Labour Union
• Collective Bargaining Agreement
• Legislation Affecting Workplace
Conditions
• Antidiscrimination Legislation

Managing Human Resources
• Human Resources (HR) Planning
– The process by which managers ensure that they have the right number
and kinds of people in the right places, and at the right times, who are
capable of effectively and efficiently performing their tasks
• Human Resources Inventory
– A review of the current makeup of the organization’s resources status
– HR Management Information Systems (HRMIS)
– Job analysis
• Description
– A written statement of what the jobholder does, how it is done, and
why it is done
• Job Specification
– A written statement of the minimum qualifications that a person must
possess to perform a given job successfully

Staffing the Organization
• Recruitment
– The process of locating, identifying, and
attracting capable applicants to
an organization
• Decruitment
– The process of reducing a surplus
of employees in the workforce
of an organization

Recruiting and Decruiting
Exercise
• Please get into your teams.
– Identify two forms of recruiting and explain
when this is best used, provide an example
from someone’s experience (if you can) of
when it was or should have been used.
– Identify two forms of decruiting and explain
when this is best used, provide an example
from someone’s experience (if you can) of
when it was or should have been used

Exhibit 11.4 Major Sources of
Potential Job Candidates

Exhibit 11.5 Decruitment Options

Selection
• Selection Process
– The process of screening job applicants to ensure that the most appropriate
candidates are hired
• Selection
– An exercise in predicting which applicants, if hired, will be (or will not be)
successful in performing well on the criteria the organization uses to evaluate
performance
• Validity (of Prediction)
– A proven relationship between the selection device used and some relevant criterion
for successful performance in an organization
» High test scores equate to high job performance; low scores to poor performance
• Reliability (of Prediction)
– The degree of consistency with which a selection device measures the same thing
» Individual test scores obtained with a selection device are consistent over
multiple testing instances

Types of Selection Devices
• Application Forms
• Written Tests
• Performance Simulations
• Interviews
• Background Investigations
• Physical Examinations

Orientation and Skill
Development
• Bringing a new employee into the organization
– Work-unit orientation
• Familiarizes new employee with work-unit goals
• Clarifies how his or her job contributes to unit goals
• Introduces employee to his or her co-workers
– Organization orientation
• Informs new employee about the organization’s
objectives, history, philosophy, procedures, and rules
• Includes a tour of the entire facility

Managing and Rewarding
Performance
• Performance Management System
– A process establishing performance standards and
appraising employee performance in order to arrive at
objective HR decisions and to provide documentation
in support of those decisions
• Written Essays
• Critical Incidents
• Graphic Rating Scales
• Behaviourally Anchored Rating Scales (BARS)
• Multiperson Comparisons
• Management by Objectives (MBO)
• 360-Degree Feedback

Exhibit 11.14 Factors That Influence
Compensation and Benefits
Sources: Based on R.I. Henderson, Compensation Management, 6th ed. (Upper Saddle River, NJ: Prentice Hall, 1994),
pp. 3–24; and A. Murray, “Mom, Apple Pie, and Small Business,” Wall Street Journal, August 15, 1994, p. A1
Level of
Compensation
and Benefits
Employee’s Tenure
and Performance
Size of
Company
Kind of
Job Performed
Company
Profitability
Kind of
Business
Geographical
Location
Unionization
Management
Philosophy
Labour- or
Capital-Intensive
How long has employee
been with company and
how has he or she performed?
Does job require
high levels of skills?
What industry is job in?
Is business unionized?
Is business labour- or
capital-intensive?
How large is the
company?
How profitable is the
company?
Where is organization
located?
What is management’s
philosophy toward pay?

Performance
Top 10 Job Factors for College Graduates
(ranked in order of importance)
1. Enjoying what they do
2. Opportunity to use skills and abilities
3. Opportunity for personal development
4. Feeling what they do matters
5. Benefits
6. Recognition for good performance
7. Friendly co-workers
8. Job location
9. Lots of money
10. Working on teams
Source: Based on V. Frazee.
“What’s Important to College Grads
in Their First Jobs?” Personnel
Journal, July 1996, p. 21.

Tips for
Managers:
Some Suggestions
for a Successful
Management Career

Contemporary HRM Issues
• Managing Downsizing
• Managing Workforce Diversity
• Sexual Harassment
• Work-Life Balance

Thanks

mgmt192-Chp11.ppt

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