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Human Resource Management
Transcript of Human Resource Management
build organizational performance capacity
Three major responsibilities: attracting, developing, and maintaining a quality workforce Strategic Human Resource Management must have the right people working to achieve and sustain competitive advantage
mobilizes human capital through the HRM process to best implement organizational strategies Laws Against Employment Discrimination discrimination occur when someone is denied a job or job assignment for reasons not job relevant
U.s. laws prohibiting discrimination**** Equal employment opportunity
Bona fide occupational qualifications Examples:
Family matters Current legal issues in human resource management: Sexual harassment
Equal Pay Act of 1963
Workplace privacy Attracting a Quality Workforce Human resource planning analyzing an organizations human resource needs Job analysis: studies exactly what is done in a job, and why Job descriptions: detail the duties and responsibilities of a job holder The Recruiting Process a set of activities designed to attract a qualified pool of job applicants 3 Steps in a Typical Recruitment Process
advertisement of a job vacancy
preliminary contact with potential job candidates
initial screening External Recruitment job candidates are found from outside advertisements in newspapers, job search websites, job fairs and referrals from current employees to fill positions Advantages outside people bring in new ideas wider range of experience a larger pool of workers that you can find Disadvantages takes a longer process more expensive process Internal Recruitment when applicants are found inside the organization through newsletters, and electronic bulletin boards
managers to recommend subordinates as candidates Advantages cheaper and quicker to recruit
business knows the strengths and weaknesses of candidates
familiar with the business and how it operates. Disadvantages limits the number of potential applicants
no new ideas
creates another vacancy which needs to be filled. Realistic Job Previews provides job candidates with all pertinent information about a job and organization “Of course there are downsides…,”
“Something that you will want to be prepared for is..."
“We found that some new hires had difficulty with…” How to Make Selection Decisions 1. Completion of a formal application form 2. Interviewing 3. Testing 4. Referent checks 5. Physical examination 6. Final analysis Some problems with the interviewers
wrong questions, or talk to much
wrong people do the interviewing Some problems with the interviewees
not prepared; have poor communication skills
lack interpersonal skills Work sampling- applicants are evaluated while performing actual work tasks Human Resource Management Why do people make the difference? Today's workplace introduces a change to social contrast
for the individual this means an emphasis on:skills, resources continuous learning, mobility
For the organization, this means providing: development opportunity, challenging work assignments, the best in resource support, incentive compensation Valuing Human Capital
Human capital is essential for an organizations long-term success
"The key to maintaining people in ways that lead to profit, productively, innovation, and real organization learning ultimately lies in how you think about your organization and it's people..."
Human resource is key to organizational success
Positive human resource policies=higher organization performance The Diversity Advantages
The best way to succeed in today's world
have a primary impact on people
this means valuing diversity
job-relevant talent should not be restricted Graham suggests that all serious managers should take this simple test:
•Which of the following qualities would you look for in anyone that works for you?
work ethic, ambition and energy, knowledge, creativity, motivation, sincerity, outlook, collegiality and cooperativeness, curiosity, judgement and maturity, and integrity
-Where can you find people with these workplace qualities?
•"To thrive in an increasingly unfriendly marketplace, companies must make it a priority to create the kind of environment that will attract the best new talent and will make it possible for employees to make their fullest contributions" Developing a Quality Workforce • Socializing: is the process of influencing the expectations, behavior, and attitudes of a new employee in a desirable way. Employee Orientation
• Orientation: familiarizes new employees with jobs, coworkers, and organizational policies and services.
• This includes: clarifying mission and culture, explaining operating objectives and job expectations, and communicating policies and procedures.
• The first six months of employment is important because you get to see how well a new employee fits in and get an idea of how they will be in the long run.
• Sometimes orientations are done poorly, and a new employee may pick up bad habits, or even learn how to do work the wrong way. Training and Development
• Training: provides learning opportunities to acquire and improve job related skills.
• Training is used to make sure that the company’s new employees know exactly how they want the work to be done.
• On-The-Job training: this is done while an employee is doing a job.
• job rotation is used to help employees learn different jobs in the business
• Coaching: occurs as an experienced person offers performance advice to a less-experienced person
• one form of coaching is mentoring
• Mentoring: assigns early career employees as protégés too more senior ones.
• A mentor gives advice on developing skills and informs them about the organization
• Modeling is an informal type of coaching
• Modeling: uses personal behaviour to demonstrate performance expected of others.
• Modeling is a very important influence on behaviour in organizations Off-The-Job Training
• Accomplished outside the work setting
• Most important form is Management Development
• Management Development: is training to improve knowledge and skills in the management process
• All managers no matter how high they are can always improve their skills. These skills may include: team leadership and communication skills, multifunctional viewpoints, decision-making skills, and negotiation skills. Purpose of Performance Appraisal
• Performance Appraisal: is the process of formally evaluating performance and providing feedback to a jobholder.
• Evaluation purpose is intended to let people know where they stand relative to performance objectives and standards
• Development purpose is intended to assist in their training and continued personal development
• Managers take on a judgmental role where they tell their employees how they are performing whether it is bad or good.
It's not enough to attract and develop workers with the talents to achieve high-performance results for the term only
Talented workers leave to pursue other opportunities, the resulting cost so the employer can be staggering Maintaining a Quality Workforce Career Development
a career is a sequence of jobs and work pursuits that constitutes what a person does for a living
a career path is a sequence of jobs held over time during a career
Career planning is the process of systematically matching career goals and individual capabilities with opportunities for the fulfillment Labor-Management Relations
They are important forces in the modern workplace both in the Us and around the world
Labor Contracts typically specify the rights and obligations of employees
Each side seems more willing to understand the need for cooperation Case Analysis “Daily News” photo editor sues paper for age discrimination. Problems