HUMAN RESOURCE MANAGEMENT

MANAGING HUMAN RESOURCES



Objectives

An overall understanding of how appropriate human resources can be provided for the organization
An appreciation for the relationship among recruitment efforts, an open position, sources of human resources, and the law
Insights into the use of tests and assessment centers in employee selection
An understanding of how the training process operates
A concept of what performance appraisals are and how they can best be conducted


DEFINING APPROPRIATE HUMAN RESOURCES

Appropriate human resources
Inappropriate human resources
Factors for fit of individual in organization:
Background
Age
Job-related experience
Level of formal education



STEPS IN PROVIDING HUMAN RESOURCES


Recruitment
To be effective, recruiters must know:
1. The job they are trying to fill
2. Where potential human resources can be located
3. How the law influences recruiting efforts
Knowing the Job
Job analysis
Job description
Job specification



Recruitment (con’t)
Knowing Sources of Human Resources
Sources Inside the Organization
Human Resource Inventory
Record-keeping devices
Management inventory card
What is the organizational history of an individual?
What potential does that person possess?
Position replacement form
If a position becomes vacant, who might be eligible to fill it?
Management manpower replacement chart
What are the merits of one individual being considered for a position compared to those of another?

Recruitment (con’t)
Knowing Sources of Human Resources (con’t)
Sources Outside the Organization
1. Competitors
Individual knows the business
Competitor paid for individual’s training up to the time of hire
Competition weakened somewhat by the loss of the individual
Once hired, individual has information about competition
2. Employment agencies
3. Readers of certain publications
Wall Street Journal
Journal of Training and Development
Chronicle of Higher Education
4. Educational institutions


Recruitment (con’t)
Knowing the Law
Civil Rights Act
Equal Employment Opportunity Commission (EEOC)
Affirmative Action
Eliminating barriers to affirmative action:
1. Determine how many are presently employed
2. Determine how many should be employed according to EEOC
3. Compare the numbers obtained in 1 and 2


Selection
Testing
1. Aptitude tests
2. Achievement tests
3. Vocational interest tests
4. Personality tests
Testing Guidelines
1. Test is both valid and reliable
2. Results are not sole determinant of a hiring decision
3. Tests are nondiscriminatory



Selection (con’t)
Assessment Centers
1. Leadership
2. Organizing and planning ability
3. Decision making
4. Oral and written communication skills
5. Initiative
6. Energy
7. Analytical ability
8. Resistance to stress
9. Use of delegation
10. Behavior flexibility
11. Human relations competence
12. Originality
13. Controlling
14. Self-direction
15. Overall potential


Training
Determining Training Needs
Determining Needed Skills
1. Evaluate the production process within the organization
Clues to deficiencies in production-related expertise:
Excessive rejected products
Unmet deadlines
High labor costs
2. Get direct feedback from employees on what they believe are the organization’s training needs
3. Look into the future
Designing the Training Program


Training (con’t)
Administering the Training Program
Techniques for Transmitting Information
1. Lectures
2. Programmed learning
Techniques for Developing Skills
On the job: Coaching, Position rotation, Special project committees
Classroom techniques: Management games, Role-playing activities
Evaluating the Training Program
1. Has the excessive reject rate of products declined?
2. Are deadlines being met more regularly?
3. Are labor costs per unit produced decreasing?



Performance Appraisal
Why Use Performance Appraisals?
1. Provide systematic judgments to support:
Salary increases
Promotions
Transfers
Demotions or terminations
2. Means of telling subordinates how they are doing
Suggesting needed changes in:
Behavior
Attitudes
Skills
Job knowledge
Let subordinates know where they stand with the boss
3. Furnish a useful basis for the coaching and counseling --------- of individuals by superiors


Performance Appraisal (con’t)
Handling Performance Appraisals
1. Stress both performance in position and success in attaining objectives
2. Emphasize how well the individual is doing the job
3. Acceptable to both the evaluator and the subject
4. Provide a base for improving individuals’ productivity
Potential Weaknesses of Performance Appraisals
Pitfalls to avoid:
1. Focusing employees on short-term rewards
2. Viewing appraisals as a reward–punishment situation
3. Emphasizing the completion of paperwork
4. Viewing the process as unfair or biased
5. Offering unfavorable comments

ORGANIZING

FUNDAMENTALS OF ORGANIZING

Objectives

An understanding of the organizing function
An appreciation for the complexities of determining appropriate organizational structure
Insights into the advantages and disadvantages of division of labor
A working knowledge of the relationship between division of labor and coordination
An understanding of span of management and the factors that influence its appropriateness
An understanding of scalar relationships

Fayol’s Guidelines
1. Judiciously prepare and execute the operating plan
2. Organize the human and material facets
3. Establish a single competent, energetic guiding authority
4. Coordinate all activities and efforts
5. Formulate clear, distinct, and precise decisions
6. Arrange for efficient selection
7. Define duties
8. Encourage initiative and responsibility
9. Offer fair and suitable rewards for services rendered
10. Make use of sanctions against faults and errors
11. Maintain discipline
12. Ensure that individual interests are consistent
13. Recognize the unity of command
14. Promote both material and human coordination
15. Institute and effect controls
16. Avoid regulations, red tape, and paperwork


The Importance of Organizing
Typical responsibilities would include developing:
1. Reorganization plans for effective and efficient systems
2. Plans to improve managerial skills
3. An advantageous organizational climate


The Organizing Process
1. Reflect on plans and objectives
2. Establish major tasks
3. Divide major tasks into subtasks
4. Allocate resources and directives
5. Evaluate results
The Organizing Subsystem
Enhance goal attainment



Weber’s Bureaucratic Model

Structure
Authority and Responsibility
Structure and Gender
Formal and Informal Structure
Departmentalization and Formal Structure: A Contingency Viewpoint




Structure (con’t)

Functional Departmentalization
Product Departmentalization
Geographic Departmentalization
Customer Departmentalization
Manufacturing Process Departmentalization
Forces Influencing Formal Structure
1. Manager
2. Task
3. Environment
4. Subordinates




Division of Labor

Advantages and Disadvantages of Division of Labor
Division of Labor and Coordination
Follett’s Guidelines on Coordination



Span of Management

Designing Span of Management: A Contingency Viewpoint
Similarity of functions
Geographic continuity
Complexity of functions
Coordination
Planning



Span of Management (con’t)

Height of Organization Chart
Tall chart: Greater height - Smaller span
Flat chart: Lower height - Greater span



Scalar Relationships

Unity of command
Fayol’s Guidelines on Chain of Command
Gangplank

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