Download Human Resource Management: High-Performance Work Practices and Selection Processes and more Slides Human Resource Management in PDF only on Docsity!
Chapter 11^ Human Resource Management
2
The importance of human resourcemanagement (HRM)^ z
Necessary part of the organising function ofmanagement ^
Selecting, training, and evaluating the work force z^
As an important strategic tool ^
HRM helps establish an organisation’s sustainablecompetitive advantage. z^
Adds value to the firm ^
High performance work practices lead to both highindividual and high organisational performance. 3
High-performance work practices
^ Self-directed work teams ^ Job rotation ^ High levels of skillstraining ^ Problem-solving groups ^ Total quality managementprocedures and processes ^ Encouragement ofinnovative and creativebehavior ^ Extensive employeeinvolvement and training ^ Implementation ofemployee suggestions ^ Contingent pay based onperformance ^ Coaching and mentoring ^ Significant amounts ofinformation sharing ^ Use of employee attitudesurveys ^ Cross-functionalintegration ^ Comprehensive employeerecruitment and selectionprocedures 4
The human resource management process
Figure 11.
Docsity.com
5
Environmental factors affecting HRM
z
Labour union
An organisation that represents workers and seeks toprotect their interests through collective bargaining.
z
Collective bargaining agreement
A contractual agreement between a firm and a unionelected to represent a bargaining unit of employees ofthe firm in bargaining for:^ Wage, hours, and working conditions. 6
Environmental factors affecting HRM(cont’d)
z
Affirmative action ^
The requirement that organisations take proactive stepsto ensure the full participation of protected groups in itsworkforce.
z
Laws and regulations ^
Limit managerial discretion in hiring, promoting, anddischarging employees. 7
Managing human resources
z
Human resource (HR) planning
The process by which managers ensure that they havethe right number and kinds of people in the right places,and at the right times, who are capable of effectively andefficiently performing their tasks. Helps avoid sudden talent shortages and surpluses. Steps in HR planning:^ Assessing current human resources ^ Assessing future needs for human resources ^ Developing a program to meet those future needs 8
Current assessment
z
Human resource inventory
A review of the current make-up of the organisation’scurrent resource status Job Analysis^ An assessment that defines a job and the behaviorsnecessary to perform the job^ Knowledge, skills, and abilities (KSAs) ^ Requires conducting interviews, engaging in directobservation, and collecting the self-reports of employeesand their managers.
Docsity.com
13
Selection
z
Selection process
The process of screening job applicants to ensure thatthe most appropriate candidates are hired.
z
Selection
An exercise in predicting which applicants, if hired, willbe (or will not be) successful in performing well on thecriteria the organisation uses to evaluate performance. Selection errors:^ Reject errors for potentially successful applicants ^ Accept errors for ultimately poor performers 14
Selection decision outcomes
Figure 11. 15
Validity and reliability
z
Validity (of prediction)
A proven relationship between the selection device usedand some relevant criterion for successful performancein an organisation.^ High tests scores equate to high job performance; lowscores to poor performance.
z
Reliability (of prediction)
The degree of consistency with which a selection devicemeasures the same thing.^ Individual test scores obtained with a selection device areconsistent over multiple testing instances. 16
Types of selection devices
z
Application forms
z
Written tests
z
Performance simulations
z
Interviews
z
Background investigations
z
Physical examinations
Docsity.com
