管理学教材罗宾斯英文原版指南12.docx
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管理学教材罗宾斯英文原版指南12.docx
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管理学教材罗宾斯英文原版指南12
CHAPTER
TWELVE
Human
Resource
Management
12
LectureOutline
Introduction
WhyHumanResourceManagementIsImportant
TheHumanResourceManagementProcess
HumanResourcePlanning
CurrentAssessment
MeetingFutureHumanResourceNeeds
RecruitmentandDecruitment
Recruitment
Decruitment
Selection
WhatIsSelection?
ValidityandReliability
TypesofSelectionDevices
TheApplicationForm
WrittenTests
Performance-SimulationTests
TheInterview
BackgroundInvestigations
PhysicalExamination
WhatWorksBestandWhen?
Orientation
EmployeeTraining
SkillCategories
TrainingMethods
EmployeePerformanceManagement
PerformanceAppraisalMethods
WrittenEssays
CriticalIncidents
GraphicRatingScales
BehaviorallyAnchoredRatingScales
MultipersonComparisons
ManagementbyGroupOrderRanking
ManagementbyIndividualRanking
ManagementbyPairedComparison
Objectives
360DegreeFeedback
CompensationandBenefits
CareerDevelopment
TheWayItWas
YouandYourCareerToday
Manyorganizationsarewellawareoftheimportanceofhavingstronghumanresourcemanagementpoliciesandpractices.EricPerbos-Brinck,founderofB,seeshimselfasaglobalisticthinker.However,hisviewoftheworldisquitedifferentfromthetraditionalEuropeanmentalityaboutimmigration.Inordertomeettheneedsofhisfast-growingorganization,Perbos-Brinckhashiredmanyhighlyskilledworkers,whoalsohappentobefromdifferentcountriesandcultures.AsPerbos-Brinckcontinuestobringsuchemployeesonboard,heneedsaneffectiveemployeeorientationprogramtohelpthemassimilatetothiscompanyaswellastheFrenchculture.Whatshouldthisorientationprograminclude?
Thischapterexploresthenecessarycomponentsofaneffectiveandefficienthumanresourcemanagementsystem.
CurrentIssuesinHumanResourceManagement
ManagingWorkforceDiversity
Recruitment
Selection
OrientationandTraining
SexualHarassment
Work-LifeBalance
ManyPowerPointSlides,includingbothoriginaltextartandnewlycreatedimages,havebeendevelopedandareavailableforyoutocoordinatewithChapter12materialspresentation.
ANNOTATEDOUTLINE
1.INTRODUCTION.
Thequalityofanorganizationis,toalargedegree,merelythesummationofthequalityofthepeopleithiresandkeeps.Thischapteraddressestheissuesassociatedwithhumanresourcemanagement.
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2.WHYHUMANRESOURCEMANAGEMENTISIMPORTANT.
Variousstudieshaveconcludedthatanorganization’shumanresourcescanbeasignificantsourceofcompetitiveadvantage.
A.Whetherornotanorganizationhasahumanresourcedepartment,everymanagerisinvolvedwithhumanresourcemanagementactivities.
B.StudiesthathavelookedatthelinkbetweenHRMpoliciesandpracticesandorganizationalperformancehavefoundthatcertainoneshaveapositiveimpactonperformance.
1.Thesehigh-performanceworkpracticesarehumanresourcepoliciesandpracticesthatleadtohighlevelsofperformance.
2.Examplesofhigh-performanceworkpracticesareshowninExhibit12.1onp.307.
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3.THEHUMANRESOURCEMANAGEMENTPROCESS.
A.Thehumanresourcemanagementprocessisdefinedastheeightactivitiesnecessaryforstaffingtheorganizationandsustaininghighemployeeperformance.
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B.ThereareeightstepsintheprocessasshowninExhibit12.2onp.307.
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C.ImportantEnvironmentalConsiderations.
Therearenumerousenvironmentalforcesthatintrudeonhumanresourcemanagementactivities.ThetwofactorsthatmostdirectlyinfluencetheHRMprocessareemployeelaborunionsandgovernmentallawsandregulations.
1.Unionizationcanaffectacompany’shumanresourcemanagementactivities.
a.Alaborunionisanorganizationthatrepresentsworkersandseekstoprotecttheirintereststhroughcollectivebargaining.
b.Goodlabor-managementrelations,theformalinteractionsbetweenunionsandanorganization’smanagement,areimportant.
c.Althoughonlyabout13.9percentoftheworkforceintheUnitedStatesisunionized,thatpercentageishigherinothercountries.
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2.Federallawsandregulationshavebeengreatlyexpandedsincethe1960s.(SeeExhibit12.3onp.309forexamples.)
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a.Exceptionstofederallawsandregulationscanoccuronlythroughbonafideoccupationalqualifications(BFOQ),whicharecriteriasuchassex,age,ornationaloriginthatmaybeusedasabasisforhiringifitcanbeclearlydemonstratedtobejobrelated.
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b.Affirmativeactionprogramsarealsobeingusedbymanyorganizations.Theseareprogramstoensurethatdecisionsandpracticesenhancetheorganizationalstatusofmembersofprotectedgroups.
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c.Theimplicationisthatmanagersaren’tcompletelyfreetochoosewhomtheyhire,promote,orlayoff;norcantheyoperatetheirworkplaceanywaytheychoose.
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4.HUMANRESOURCEPLANNING.
Humanresourceplanningistheprocessbywhichmanagersensurethattheyhavetherightnumbersandkindsofpeopleintherightplacesandattherighttimeswhoarecapableofeffectivelyandefficientlyperformingassignedtaskstoassurethattheorganizationreachesitsobjectives.
A.CurrentAssessment.
Managersbeginwithacurrentassessmentoftheorganization’shumanresourcesandreviewingtheirstatus.
1.Thisistypicallydonethroughahumanresourceinventory.
2.Anotherpartofthecurrentassessmentisthejobanalysis,whichisanassessmentthatdefinesjobsandthebehaviorsnecessarytoperformthem.
3.Fromthisinformation,managementcandrawupajobdescription,whichisawrittenstatementofwhatajobholderdoes,howitisdone,andwhyitisdone.
4.Also,managementcandevelopajobspecification,whichisastatementoftheminimumacceptablequalificationsthatapersonmustpossesstoperformagivenjobsuccessfully.
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B.MeetingFutureHumanResourceNeeds.
Futureassessmentinvolvesadeterminationoffuturehumanresourceneedsbylookingattheorganization’sgoalsandstrategies.
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1.Developingafutureprograminvolvesmatchingestimatesofshortages—bothinnumberandintype—andtohighlightareasinwhichtheorganizationwillbeoverstaffed.
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5.RECRUITMENTANDDECRUITMENT.
A.Recruitmentistheprocessoflocating,identifying,andattractingcapableapplicants.
B.Sourcesforrecruitmentarevariedandshouldreflect:
1.Locallabormarket
2.Typeorlevelofposition
3.Sizeoftheorganization
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C.Themajorsourcesforrecruitmentincludeinternalsearch,advertisements,employeereferrals,publicemploymentagencies,privateemploymentagencies,schoolplacementoffices,temporaryhelpservices,employeeleasingandindependentcontractors,andWeb-basedadvertising.TheadvantagesanddisadvantagesofeachofthesesourcesareshowninExhibit12.4onp.311.
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D.Decruitmentinvolvestechniquesforreducingthelaborsupplywithinanorganization.Decruitmentoptionsincludefiring,layoffs,attrition,transfers,reducedworkweeks,earlyretirements,andjobsharing.(SeeExhibit12.5onp.312.)
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6.SELECTION.
Theselectionprocessisscreeningjobapplicantstoensurethatthemostappropriatecandidatesarehired.
A.Whatisselection?
It’sanexerciseinprediction.
1.Predictionisimportantbecauseanyselectiondecisioncanresultinfourpossibleoutcomes.(SeeExhibit12.6onp.313.)
2.Themajorthrustofanyselectionactivityshouldbetoreducetheprobabilityofmakingrejecterrorsoraccepterrorswhileincreasingtheprobabilityofmakingcorrectdecisions.
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B.ValidityandReliability.
1.Validitydescribestheprovenrelationshipthatexistsbetweenaselectiondeviceandsomerelevantcriterion.
2.Reliabilityistheabilityofaselectiondevicetomeasurethesamethingconsistently.
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C.TypesofSelectionDevices.
Therearenumerousandvariedselectiondevicestochoosefrom.Exhibit12.7onp. 314liststhestrengthsandweaknessesofeachofthesedevices.
1.Theapplicationformisusedbyalmostallorganizationsforjobcandidates.
?
ThinkingCriticallyAboutEthics
Probablymost,ifnotall,ofyourstudentswillhavehadsomeexperiencewithpreparingaresume.Ifnot,theysoonwillhavetofacethetask.So,thiscriticalthinkingexercisewillbeveryinterestingtostudentsbecauseitissomethingtheycanrelateto.Thisexerciseasksstudentstodecidewhetherinformationprovidedonapplicationsbyjobapplicantsmustbeabsolutelytruthful,orifinformationcanbeembellished.
Inadditiontodiscussingthequestionsposed,youmightwanttoindividuallydiscusseachoftheexamplescited.
2.Writtentestscanincludetestsofintelligence,aptitude,ability,andinterest.
3.Performance-simulationtestsinvolvehavingjobapplicantssimulatejobactivities.Twowell-knownonesare:
a.Worksamplingisaselectiondeviceinwhichjobapplicantsarepresentedwithaminiaturemodelofajobandaskedtoperformataskorsetoftasksthatarecentra
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