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    Add as FriendHuman resource management, strategic human resource management, human resource management ppt

    by: Sherry

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    1 : Strategic Human Resource Management Human Resource Management (HRM) Activities that managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals. HRM activities Recruitment and selection Training and development Performance appraisal and feedback Pay and benefits Labor relations
    2 : Strategic Human Resource Management The process by which managers design the components of a human resource system to be consistent with each other, with other elements of organizational structure, and with the organization’s strategy and goals. The objective of strategic HRM is the development of an HRM system that enhances the organization’s efficiency, quality, innovation, and responsiveness to customers.
    3 : Figure 12.1 Components of a Human Resource Management System
    4 : The Legal Environment of HRM Equal Employment Opportunity (EEO) The equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities. Equal Employment Opportunity Commission (EEOC) enforces employment laws. Management of diversity is crucial Managers must take steps to ensure discrimination does not occur.
    5 : Recruitment and Selection Recruitment Activities that managers engage in to develop a pool of candidates for open positions. Selection The process that managers use to determine the relative qualifications of job applicants and their potential for performing well in a particular job.
    6 : The Recruitment and Selection System Figure 12.2
    7 : Human Resource Planning Human Resource Planning (HRP) Activities that managers engage in to forecast their current and future needs for human resources. HRP must be done prior to recruitment and selection Demand forecasts Estimates of the number and qualifications of employees the firm will need. Supply forecasts Estimates of the availability and qualifications of current workers and those in the labor market.
    8 : Human Resource Planning: Outsourcing Outsourcing Using outside suppliers and manufacturers to produce goods and services Using contract workers rather than hiring them. Outsourcing is more flexible for the firm. Outsourcing provides human capital at a lower cost. Problems with Outsourcing Loss of control over output; outsource contractors are not committed to the firm. Unions are against outsourcing that has potential to eliminate member’s jobs.
    9 : Job Analysis Identifying the the tasks, duties and responsibilities that make up a job and the knowledge, skills, and abilities needed to perform the job. Should be done for each job in the organization. Job analysis methods: Observing what current workers do. Having workers and manages fill out questionnaires.
    10 : Recruitment External Recruiting Seeking outside the firm for people who have not worked at the firm previously. Newspapers advertisements, open houses, on-campus recruiting, employee referrals, and through the Internet. External recruitment is difficult since many new jobs have specific skill needs. A multi-prong approach to external recruiting works best.
    11 : Recruitment Internal Recruiting Seeking to fill open positions with current employees from within the firm. Benefits of internal recruiting: Job candidates, their qualifications, and availability are already known. Current employees know the firm’s culture and are familiar with the organization. Internal advancement (promotion from within) can serve to motivate employees.
    12 : Selection Tools Figure 12.3
    13 : The Selection Process Determining an applicant’s qualifications related to the job requirements Background information Education, prior employment, and college major Interviews Structured interviews where managers ask each applicant the same job-related questions. Unstructured interviews that resemble normal conversations. Usually structured interviews preferred; bias is possible in unstructured interviews.
    14 : The Selection Process Determining an applicant’s qualifications related to the job requirements Physical ability tests Measures of dexterity, strength, and stamina for physically demanding jobs Measures must be job related to avoid discrimination. Paper-and-Pencil Tests Ability tests assess if applicants have the right skills for the job. Personality tests seek to determine if applicants possess traits relevant to job performance.
    15 : Selection Process Determining an applicant’s qualifications related to the job requirements Performance Tests Tests that measure an applicant’s current ability to perform the job or part of the job such as requiring an applicant to take typing speed test. Assessment centers are facilities where managerial candidates are assessed on job-related activities over a period of a few days. References Obtaining relevant information can be difficult to due to legal liability and privacy issues
    16 : Reliability and Validity Selection tools must be reliable and valid. Reliability is the degree to which the tool measures the same thing each time it is used. Example: scores should be similar for the same person taking the same test over time. Validity is the degree to which the test measures what it is supposed to measure Example: how well a physical ability test predicts the job performance of a firefighter.
    17 : Training and Development Training Teaching organizational members how to perform current jobs and helping them to acquire the knowledge and skills they need to be effective performers. Development Building the knowledge and skills of organizational members to enable them to take on new duties and challenges.
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