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CHAPTER 12 MANAGING HUMAN RESOURCES CHAPTER OUTLINE I.
II. II. III. II.
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%I. %I.
Getting the Right People on the Bus The The Stra Strate tegi gicc Role Role of HRM HRM Is Is to to Driv Drivee Org Organ aniz izat atio ional nal Perfo Perform rman ance ce A. The Strate Strategic gic Approa Approach ch B. Builing Builing Human Human !apita !apitall to Drive Performance Performance The The Imp Impac actt of of "e "eer eral al #egi #egisl slat atio ion n on on HRM HRM The The !han !hangi ging ng $atu $aturre of !ar !areer eers A. The !hang !hanging ing Soci Social al !ontr !ontract act New Manager Self-Test: Self-Test: What Is Your Your Focus B. Innov Innovat atio ions ns in HRM HRM "in "iniing the the Ri Right ght Peo Peopl plee A. Human Human Reso Resourc urcee Plann Planning ing B. Recr ecruit uiting !. Sel Selecti ecting ng Developing Talent A. Trainin raining g an Deve Develop lopmen mentt B. Perfor Performan mance ce Apprai Appraisal sal Main Mainta tain inin ing g an &ffe &ffect ctiv ivee ' 'or or(f (for orce ce A. !omp !ompens ensat atio ion n B. Bene enefits !. Rights Rightsizi izing ng the Organ Organiza izatio tion n D. Termi ermina nati tion on
ANNOTATED LEARNING OBJECTIVES After stu)ing this chapter* stuents shoul +e a+le to, -. !"plain the strategic role of hu#an resource resource #anage#ent$ The term human resource management HRM/ refers to activities unerta(en to attract an effective 0or(force* evelop the 0or(force to its potential* an maintain the 0or(force over the long term. These goals ta(e place 0ithin the the larger organizational organizational environment incluing competitive strateg)* strateg)* feeral legislation* an societal trens. The organization1s organization1s competitive strateg) ma) inclue mergers an ac2uisitions* o0nsizing to increase efficienc)* efficienc)* international operations* or the ac2uisition ac2uisition of automate prouction technolog). technolog). These strategic ecisions etermine the eman for s(ills an emplo)ees. The human resource strateg)* strateg)* in turn* must inclue the correct emplo)ee ma(eup to implement the organization1s strateg). strateg). 3 45-6 !engage #earning. All Rights Reserve. Ma) not +e scanne* copie or uplicate* or poste to a pu+licl) accessi+le 0 e+site* in 0hole or in part . * e7cept for for
use as permitte in a license istri+ute 0ith a certain prouct or service or other0ise on a pass0or8protecte pass0or8protecte 0e+site for classroom use.
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4. %escri&e fe'eral legislation an' societal tren's tren's that influence hu#an resource resource #anage#ent$ Several feeral la0s have +een passe to ensure e2ual emplo)ment opportunit) &&O/. &&O/. The point of the la0s is to stop iscriminator) iscriminator) practices that are unfair to specific groups an to efine enforcement agencies for these la0s. &&O legislation attempts attempts to +alance the pa) given to men an 0omen9 provie emplo)ment opportunities 0ithout regar to race* religion* national origin* an se79 ensure fair treatment for emplo)ees of all a ges9 an avoi iscrimination against isa+le iniviuals. More recent legislation legislation pertains to to illegal aliens. aliens.
:. !"plain what the changing social contract &etween organi(ations an' e#plo)ees #eans for wor*ers an' hu#an resource resource #anagers$ $ot since the avent of mass prouction an moern organizations has a reefinition of 0or( an career +een so profoun. ;ner the emerging social contract* each person must ta(e care of herself or himself. himself. Particularl) in learning organizations* organizations* ever)one is e7pecte to +e a self8 self8 motivate 0or(er 0ho has e7cellent interpersonal relationships an is continuousl) ac2 uiring ne0 s(ills. &mplo)ees ta(e more responsi+ilit) responsi+ilit) an control in their s)stem> 'hat is the volume of the +usiness li(el) to +e in the ne7t five to ten )ears> 'hat is the turnover rate* an ho0 much* if an)* an)* is avoia+le> B) anticipating future HRM nees* the organization can prepare itself to meet competitive challenges more effectivel) than organizations that react to pro+lems onl) as the) arise. ?. %escri&e the tools #anagers use to recruit recruit an' select e#plo)ees$ Recruiting involves practices that efine the characteristics of applicants to 0hom selection proceures are ultimatel) applie. Toa)* much of the recruiting recruiting is one via the Internet an social meia sites such such as #in(eIn* "ace+oo(* an Meetup. Man) organizations use internal internal recruiting* or promotion8from80ithin* promotion8from80ithin* policies to fill fill their higher8level positions. positions. Internal recruiting has several avantages +ecause it is less costl)* generates higher emplo)ee commitment* evelopment* an satisfaction an offers opportunities for career avancement to emplo)ees rather than outsiers. &7ternal recruiting is recruiting recruiting ne0comers from outsie outsie the organization. A variet) variet) of outsie sources provie applicants* incluing online recruiting services* avertising* state emplo)ment services* private emplo)ment agencies*
use as permitte in a license istri+ute 0ith a certain prouct or service or other0ise on a pass0or8protecte pass0or8protecte 0e+site for classroom use.
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emplo)ee referrals. Referrals are one of the cheapest an most relia+le methos of e7ternal recruiting. 6. %escri&e how organi(ations 'e+elop an effecti+e wor*force through training an' perfor#ance appraisal$ Training an evelopment represent a planne effort +) an organization to facilitate emplo)ees1 learning of
LECTURE OUTLINE G!TTING T! RIGT P!.P/! .N T! B0S Most ne0 managers are shoc(e at the large amount of time* effort* an s(ill re2uire to recruit* place* an retain the right people. The right people can ma(e an organization great9 the 0rong people can +e catastrophic. This e7ercise helps stuents etermine their e7pectations an +eliefs for hanling the people part of their management
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an effective 0or(force. HRM is e2uall) important for government an nonprofit organizations. Over the past ecae* human resource management has she its ol @personnel image an gaine recognition as a vital pla)er in corporate strateg). Toa)* all managers nee to +e s(ille in the +asics of human resource management.
I. TH& STRAT&I! RO#& O" HRM IS TO DRI%& ORA$IEATIO$A# P&R"ORMA$!& H!an $apita% refers to the economic value of the com+ine (no0lege* e7perience* s(ills* an capa+ilities of emplo)ees.
A. The Strategic Approach
&7hi+it -4.-* &7hi+it -4.4
The strategic approach to human resource management recognizes three (e) elements. "irst* all managers are involve in human resource management. Secon* emplo)ees are vie0e as assets. In toa)1s +rutall) competitive +usiness environment* ho0 a compan) manages its 0or(force ma) +e the single most important factor in sustaine competitive success. Thir* HRM is a matching process* integrating the organization1s strateg) an goals 0ith the correct approach to managing human capital. !urrent strategic issues of particular concern to managers inclue,
right people to +ecome more competitive on a glo+al +asis9 right people for improving 2ualit)* innovation* an customer service9 right people to retain after mergers* ac2uisitions* or o0nsizing9 an right people to appl) ne0 information technolog) for e8+usiness.
The three +roa activities of HRM are to attract an effective 0or(force* evelop the 0or(force to its potential* an maintain the 0or(force over the long term. Achieving these goals re2uires s(ills in planning* training* performance appraisal* 0age an salar) aministration* +enefit programs* an termination techni2ues Discussion Fuestion G4, 1ssu#e that it is the )ear 2324$ In )our co#pan), central planning has gi+en wa) to frontline 'ecision #a*ing, an' &ureaucrac) has gi+en wa) to tea#wor*$ Shop floor wor*ers use han'hel' 'e+ices an' ro&ots$ 1 la&or shortage currentl) affects #an) 5o& openings, an' the few applicants )ou 'o attract lac* s*ills to wor* in tea#s, #a*e their own pro'uction 'ecisions, or use sophisticate' technolog)$ 1s +ice presi'ent of RM since 2367, what shoul' )ou ha+e 'one to prepare for this situation $OT&S B. Builing Human !apital to Drive Performance
&7hi+it -4.:
-. To +uil human capital* HRM evelops strategies for fining the +est talent* enhancing their s(ills an (no0lege 0ith training programs an opportunities for personal an professional evelopment* an proviing compensation an +enefits that 3 45-6 !engage #earning. All Rights Reserve. Ma) not +e scanne* copie or uplicate* or poste to a pu+licl) accessi+le 0 e+site* in 0hole or in part . * e7cept for
use as permitte in a license istri+ute 0ith a certain prouct or service or other0ise on a pass0or8protecte 0e+site for classroom use.
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support the sharing of (no0lege an appropriatel) re0ar people for their contri+utions to the organization. II. TH& IMPA!T O" "&D&RA# #&IS#ATIO$ O$ HRM
&7hi+it -4.=
Several feeral la0s have +een passe to insure e2ual emplo)ment opportunit) &&O/. The purpose of these la0s is to stop iscriminator) practices that are unfair to specific groups an efine enforcement agencies for these la0s. A. &&O legislation attempts to +alance the pa) given to men an 0omen an provie emplo)ment opportunities 0ithout regar to race* religion* national origin* se7* age* or isa+ilit). The !ivil Rights Act of -6= create the &2ual &mplo)ment Opportunit) !ommission &&O!/* the ma
&7hi+it -4.?
A. The !hanging Social !ontract -. In the ol social contract* the emplo)ee contri+ute a+ilit)* eucation* lo)alt)* an commitment in return for the compan) proviing 0ages an +enefits* 0or(* avancement* an training. %olatile changes in the environment have isrupte this contract. Organizations have o0nsize an careers no longer necessaril) progress up a vertical hierarch).
3 45-6 !engage #earning. All Rights Reserve. Ma) not +e scanne* copie or uplicate* or poste to a pu+licl) accessi+le 0e+site* in 0hole or in part . e7cept for use as permitte in a license istri+ute 0ith a certain prouct or service or other0ise on a pass0or8protecte 0e+site for classroom use.
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4. The ne0 social contract is +ase on the concept of emplo)a+ilit) rather than lifetime emplo)ment. Iniviuals are responsi+le for eveloping their o0n s(ills an a+ilities* unerstaning their emplo)er1s +usiness nees* an emonstrating their value to the organization. The emplo)er* in turn* invests in creative training an evelopment opportunities so that people 0ill +e more emplo)a+le 0hen the compan) no longer nees them. :. The ne0 social contract can +enefit +oth emplo)ees an organizations. Ho0ever* some companies ta(e the ne0 approach as an e7cuse to treat people as economic factors to +e use 0hen neee an then let go. Stuies have foun lo0er emplo)ee an firm performance an ecrease commitment in companies 0here the interaction +et0een emplo)er an emplo)ee is treate as an economic e7change rather than a genuine human an social relationship. N!W M1N1G!R S!/F-T!ST: W1T IS Y.0R F.80S The HR epartment is t)picall) responsi+le for monitoring compliance 0ith feeral la0s* an it provies etaile an specific emplo)ee proceures an recors for an organization. &ver) ne0 manager is involve in HR activities for his or her irect reports* 0hich involves s)stematic recor (eeping* a0areness of applica+le la0s* an follo0 through. This e7ercise helps stuents etermine their orientation to0ar a)8to8a) 0or( issues relate to HR activities. B. Innovations in HRM -. Braning the !ompan) as an &mplo)er of !hoice a. An e!p%#(er )ran* is similar to a prouct +ran e7cept that rather than promoting a specific prouct9 its aim is to ma(e the organization seem li(e a highl) esira+le place to 0or(. +. &mplo)er8+raning campaigns are li(e mar(eting campaigns to @sell the compan) an attract the +est
use as permitte in a license istri+ute 0ith a certain prouct or service or other0ise on a pass0or8protecte 0e+site for classroom use.
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. A$-i.hiring has +ecome common in the tech 0orl. &sta+lishe
companies such as "ace+oo(* +u) earl)8stage start8ups* often shutting them o0n* simpl) to ac2uire their engineering talent. Discussion Fuestion G, What #ight &e so#e 'isa'+antages of ac9ui-hiring 1s a #anager, how woul' )ou 'raw up a contract with a new e#plo)ee who was an ac9ui-hire Inclu'e consi'erations such as co#pensation an' &enefits, perfor#ance #easures, training, an' a nonco#pete agree#ent$ $OT&S
I%. "I$DI$ TH& RIHT P&OP#&
&7hi+it -4.6
The first step in attracting a 0or(force is planning* preicting the nee for ne0 emplo)ees +ase on the t)pes of vacancies that e7ist. The secon step is to communicate 0ith potential applicants9 the thir step is to select those 0ith the +est potential9 finall)* the ne0 emplo)ee is 0elcome to the organization. ;nerl)ing the organization1s effort to attract emplo)ees is a !at$hing !#*e% * in 0hich the organization an the iniviual attempt to match the nees* interests* an values the) offer each other. Both the compan) an the emplo)ee are intereste in fining a goo match. A. Human Resource Planning -. H!an re"#r$e p%anning is the forecasting of human resource nees an the pro
+. 'hat is the volume of +usiness li(el) to +e in the ne7t five to ten )ears> c. 'hat is the turnover rate* an ho0 much* if an)* is avoia+le> 4. The responses to these 2uestions are use to formulate specific 2uestions pertaining to HR activities* such as, a. 'hat t)pes of engineers 0ill 0e nee an ho0 man)> +. Ho0 man) aministrative personnel 0ill 0e nee to support the aitional engineers> c. !an 0e use temporar)* part8time* or virtual 0or(ers to hanle some tas(s> 3 45-6 !engage #earning. All Rights Reserve. Ma) not +e scanne* copie or uplicate* or poste to a pu+licl) accessi+le 0e+site* in 0hole or in part .
e7cept for use as permitte in a license istri+ute 0ith a certain prouct or service or other0ise on a pass0or8protecte 0e+site for classroom use.
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:. Ans0ers to these 2uestions help efine the irection for the organization1s HRM strateg). B. Recruiting
&7hi+it -4.
-. Re$riting * sometimes referre to as talent ac9uisition* is efine as activities or practices that efine the characteristics of applicants to 0hom selection proceures are applie. Man) organizations use internal recruiting promote8from80ithin/ policies. Internal recruiting is less costl)* generates higher emplo)ee commitment* an offers career avancement. &7ternal recruiting gains ne0comers from avertising* state emplo)ment services* online recruiting services* private emplo)ment agencies*
&7hi+it -4.J
-. In the "e%e$ti#n process* emplo)ers assess applicants1 characteristics in an attempt to etermine the @fit +et0een the
3 45-6 !engage #earning. All Rights Reserve. Ma) not +e scanne* copie or uplicate* or poste to a pu+licl) accessi+le 0 e+site* in 0hole or in part . * e7cept for
use as permitte in a license istri+ute 0ith a certain prouct or service or other0ise on a pass0or8protecte 0e+site for classroom use.
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a. 1pplication For#. The app%i$ati#n &#r! is use to collect information a+out the applicant1s eucation* previous
Str$tre* inter'ie+" use a set of stanarize 2uestions that are as(e of ever) applicant so comparisons can easil) +e mae. These ma) inclue &iographical inter+iews, 0hich as( a+out the person1s previous life an 0or( e7periences9 &eha+ioral inter+iews, 0hich as( people to escri+e ho0 the) have performe a certain tas( or hanle a particular pro+lem9 an situational inter+iews, 0hich re2uire people to escri+e ho0 the) might hanle a h)pothetical situation$ N#n.*ire$ti'e inter'ie+" allo0 the applicant a great eal of freeom in etermining the course of the conversation* 0ith the intervie0er ta(ing care not to influence the person1s remar(s.
In aition* some firms are using off+eat approaches* also (no0n as e"tre#e inter+iewing, to test
Discussion Fuestion G=, Which selection criteria ;personal inter+iew, e#plo)#ent test, assess#ent center< 'o )ou thin* woul' &e #ost +alua&le for pre'icting effecti+e 5o& perfor#ance for a college professor For an asse#&l)- line wor*er in a #anufacturing plant %iscuss$ $OT&S &7hi+it -4. c. !#plo)#ent Test . An e!p%#(!ent te"t is a 0ritten or computer8+ase test esigne to measure particular attri+utes such as intelligence* aptitue* a+ilit)* or personalit). Man) companies are particularl) intereste in personalit) inventories that measure such characteristics as openness to learning* initiative* responsi+ilit)* creativit)* an emotional sta+ilit). Another unusual t)pe of test* calle a &rain 3 45-6 !engage #earning. All Rights Reserve. Ma) not +e scanne* copie or uplicate* or poste to a pu+licl) accessi+le 0e+site* in 0hole or in part . e7cept for use as permitte in a license istri+ute 0ith a certain prouct or service or other0ise on a pass0or8protecte 0e+site for classroom use.
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teaser, is +eing use +) companies that put a premium on innovativeness an pro+lem solving. . 1ssess#ent 8enter . A""e""!ent $enter" present a series of simulate managerial situations to groups of applicants over a t0o8 or three8a) perio. One techni2ue is the in-&as*et si#ulation* 0hich re2uires the applicant to pla) the role of a manager an respon to a num+er of memos in his or her in8+as(et 0ithin a specific time perio. Then* a panel assesses the applicant1s interpersonal* communication* an pro+lem8solving s(ills. Assessment centers have proven to +e vali preictors of managerial success* an some organizations no0 use them for hiring front8line 0or(ers as 0ell +) aministering +#r, "a!p%e te"t" . These tests re2uire an applicant to complete simulate tas(s that are a part of the esire
%. D&%&#OPI$ TA#&$T
&7hi+it -4.-5
A. Training an Development -. On8the8Ko+ Training, Training an evelopment is a planne effort +) an organization for emplo)ees to learn
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social meia technolog) for learning in a)8to8a) 0or(. These tools allo0 people to share information* access (no0lege* fin resources* an colla+orate in a natural 0a). :. !orporate ;niversities. A $#rp#rate ni'er"it( is an in8house training an eucation facilit) that offers +roa8+ase learning opportunities for emplo)eesLan fre2uentl) for customers* suppliers* an strategic partners as 0ellLthroughout their careers. =. Promotion from 'ithin. Promoting from 0ithin helps companies retain valua+le emplo)ees. This provies challenging assignments* prescri+es ne0 responsi+ilities* an helps emplo)ees gro0n +) e7paning an eveloping their a+ilities. B. Performance Appraisal -. Per&#r!an$e apprai"a% is o+serving an assessing emplo)ee performance* recoring the assessment* an proviing fee+ac( to the emplo)ee. During performance appraisal* s(ille managers give fee+ac( an praise concerning the accepta+le elements of the emplo)ee1s performance. Performance appraisal can also re0ar high performers 0ith merit pa)* recognition* an other re0ars. a. Recent thin(ing is that lin(ing performance appraisal to re0ars has unintene conse2uences* an that it shoul +e ongoing rather than something that is one once a )ear as part of a consieration of raises. HRM professionals concentrate on the accurate assessment of performance an on training managers to the use the performance appraisal intervie0 effectivel). 4. Assessing Performance Accuratel) a. To o+tain an accurate performance rating* managers must ac(no0lege that
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:. Performance &valuation &rrors
&7hi+it -4.--
a. Stere#t(ping occurs 0hen a rater places an emplo)ee into a class or categor) +ase on one or a fe0 traits or characteristics. +. Ha%# e&&e$t refers to giving an emplo)ee the same rating on all imensions of the the I+iew? Wu' @ to wr* > u???A The #anager ha' li*e' the can'i'ateCs inter+iew, &ut after getting the note, she put hi# in the re5ect pile$ %o )ou thin* it was fair for the #anager to auto#aticall) re5ect the can'i'ate Shoul' =te"tspea* &e consi'ere' accepta&le wor*place co##unication %iscuss$ $OT&S %I. MAI$TAI$I$ A$ &""&!TI%& 'OR"OR!& A. !ompensation -. C#!pen"ati#n refers to all monetar) pa)ments an all goos or commoities use in lieu of mone) to re0ar emplo)ees. Developing an effective compensation s)stem is an important part of human resource management +ecause it helps to attract an retain talente 0or(ers. A compan)1s compensation s)stem has an impact on strategic performance. Human resource managers esign the pa) an +enefit s)stems to fit the compan) strateg) an to provie compensation e2uit). 4. 'age an Salar) S)stems a. Management1s strateg) for the organization shoul +e a critical eterminant of the features an operations of the pa) s)stem. o&-&ase' pa) lin(s compensation to the specific tas(s that an emplo)ee performs. S*ill-&ase' pa) s)stems encourage emplo)ees to evelop s(ills an competencies* ma(ing them more valua+le to the organization an more emplo)a+le if the) leave. :. !ompensation &2uit) a. oo managers strive to maintain a sense of fairness an e2uit) 0ithin the pa) structure to maintain emplo)ee morale. J#) e'a%ati#n is the process of etermining the 0orth of
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D. Termination -. Despite the +est efforts of line managers an HRM professionals* the organization 0ill lose emplo)ees. Terminations are valua+le in maintaining an effective 0or(force in t0o 0a)s. a. &mplo)ees 0ho are poor performers can +e ismisse. Prouctive emplo)ees often resent isruptive* lo08performing emplo)ees 0ho are allo0e to sta) 0ith the compan) an receive pa) compara+le to theirs. +. &mplo)ers can use e7it intervie0s as an ine7pensive 0a) to learn a+out poc(ets of issatisfaction 0ithin the organization an use that information to reuce future turnover. An e8it inter'ie+ is an intervie0 conucte 0ith eparting emplo)ees to etermine 0h) the) are leaving. 4. !ompanies have foun that having people complete an online e7it 2uestionnaire )iels more open an honest information. Discussion Fuestion G-, %oes it see# li*e a goo' i'ea to let a &ig 'ata co#puter progra# #a*e hiring 'ecisions, as so#e co#panies li*e Dero" are 'oing, as 'escri&e' in this chapter What t)pes of positions 'o )ou thin* this #ight &e suita&le for What #ight &e so#e 'raw&ac*s to this approach $OT&S
An"+er" t# En*.#&.Chapter Di"$""i#n 9e"ti#n" -. %oes it see# li*e a goo' i'ea to let a &ig 'ata co#puter progra# #a*e hiring 'ecisions, as so#e co#panies li*e Dero" are 'oing, as 'escri&e' in this chapter What t)pes of positions 'o )ou thin* this #ight &e suita&le for What #ight &e so#e 'raw&ac*s to this approach Big ata computer programs have a role in hiring* +ut shoul not +e use e7clusivel) +ecause the) omit a personal intervie0. This is the main ra0+ac( to this approach. The personal intervie0 is a goo inicator for measuring s(ills*an this 0oul +e omitte in a +ig ata computer program for hiring. The information o+taine through personal intervie0 for an assem+l)8line 0or(er in a manufacturing plant is practical in the e7change of information regaring the applicant1s +ac(groun an e7pectations an the
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"or management personnel* computerize intelligence* aptitue* an a+ilit) are goo inicators of potential +ecause ans0ers provie important information on s(ills an intelligence in crucial areas. Aptitue tests an personalit) inventories are e7cellent sources of information in putting together strong teams. 4. 1ssu#e that it is the )ear 2324$ In )our co#pan), central planning has gi+en wa) to frontline 'ecision #a*ing an' &ureaucrac) has gi+en wa) to tea#wor*$ Shop floor wor*ers use han'hel' 'e+ices an' ro&ots$ 1 la&or shortage currentl) affects #an) 5o& openings, an' the few applicants )ou 'o attract lac* s*ills to wor* in tea#s, #a*e their own pro'uction 'ecisions, or use sophisticate' technolog)$ 1s +ice presi'ent of RM since 2367, what shoul' )ou ha+e 'one to prepare for this situation This 2uestion shoul get the point across that the fiel of human resources is al0a)s changing. One of the things that shoul have +een one is human resource planning. Nou shoul have (ept in touch 0ith changes that 0ere occurring an pro
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relationship 0ith the la+or unions* HRM ma) concentrate on +argaining 0ith union officials an aministering the union contract. &ach of the human resource activities shoul +e tailore to the specific strateg). Recruiting shoul target the t)pe of emplo)ees +est suite to strategic nees* 0hether the) are college grauates 0ith egrees in aeronautical engineering or uns(ille la+orers. Performance appraisal an compensation are especiall) important outcomes of strateg). The) shoul reflect the accomplishment of goals an o+ 6. 1s R #anager for a s#all co#pan) that #a*es co#puter ga#es an' software, what are so#e steps that )ou #ight ta*e to create an e#plo)er &ran' Potential caniates for a compan) that ma(es computer games are more li(el) to +e )oung. This shoul +e a vital consieration 0hile promoting the compan). The 2uestion here is 0hat 0oul appeal to )oung soft0are professionals1> Attractive +enefits* fle7i+le scheules* an a lot of room to 0or( inepenentl) are the I+iew? Wu' @ to wr* > u???A The #anager ha' li*e' the can'i'ateCs inter+iew, &ut after getting the note, she put hi# in the re5ect pile$ %o )ou thin* it was fair for the #anager to auto#aticall) re5ect the can'i'ate Shoul' =te"tspea* &e consi'ere' accepta&le wor*place co##unication %iscuss$ The ans0er to this 2uestion ma) epen to some e7tent on the culture of the compan) in 2uestion. It is much more li(el) for this t)pe of communication to +e accepte in companies 0ith )ounger management* especiall) the ne0er Internet companies an personal technolog) companies. !ompanies 0ith oler management* or those in more traitional fiels or 0ith a more traitionall) professional culture 0ill +e less accepting of @te7tspea(. 3 45-6 !engage #earning. All Rights Reserve. Ma) not +e scanne* copie or uplicate* or poste to a pu+licl) accessi+le 0 e+site* in 0hole or in part . * e7cept for
use as permitte in a license istri+ute 0ith a certain prouct or service or other0ise on a pass0or8protecte 0e+site for classroom use.
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Managing H!an Re"#r$e"
J.
If )ou are in charge of training an' 'e+elop#ent, which training option or optionsE such as .T, cross-training, classroo#Ewoul' )ou &e li*el) to choose for )our co#pan)Cs pro'uction line #anager 1 custo#er ser+ice representati+e 1n entr)-le+el accountant Prouction managers shoul alrea) have +asic prouction s(ills 0hen the) are hire. The ma
. What #ight &e so#e 'isa'+antages of ac9ui-hiring 1s a #anager, how woul' )ou 'raw up a contract with a new e#plo)ee who was an ac9ui-hire Inclu'e consi'erations such as co#pensation an' &enefits, perfor#ance #easures, training, an' a nonco#pete agree#ent$ A isavantage might +e that an ac2ui8hire 0oul feel resentful that his or he r start8up 0as +eing ismantle after such an investment in time* mone)* an effort. The
ow woul' )ou go a&out 'eci'ing whether to use a 5o&-&ase', s*ills-&ase', or pa) for-perfor#ance co#pensation plan for e#plo)ees in a te"tile #anufacturing plant For waitstaff in a restaurant For salespeople in an insurance co#pan) The ecision of 0hat t)pe of compensation plan to use shoul reflect the organization1s overall strateg). Because the te7tile inustr) is 2uite mature* the te7tile manufacturing plant1s strateg) is li(el) to +e focuse on innovation an 2ualit). Accoringl)* the compensation plan shoul encourage innovation an motivation of emplo)ee performance +) re0aring ris( ta(ing* iea sharing* an prouctivit). A pa)8for8performance plan is pro+a+l) +est in this situation. "or 0aitstaff in a restaurant* s(ills8+ase pa) ma) 0or( +est +ecause it 0oul encourage emplo)ees to ac2uire aitional s(ills such as supervising other 0aitstaff* tening +ar* opening 3 45-6 !engage #earning. All Rights Reserve. Ma) not +e scanne* copie or uplicate* or poste to a pu+licl) accessi+le 0e+site* in 0hole or in part . e7cept for use as permitte in a license istri+ute 0ith a certain prouct or service or other0ise on a pass0or8protecte 0e+site for classroom use.
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Chapter 12
an closing the restaurant* etc.* thus improving their potential to move into restaurant management an give the restaurant more fle7i+ilit) in scheuling. Salespeople in an insurance compan) 0oul li(el) o 0ell 0ith a com+ination of s(ill8+ase pa) an pa)8for8performance. The s(ills8+ase pa) 0oul encourage salespeople to learn a+out a +roa variet) of proucts* as 0ell as to learn other aspects of the insurance compan)1s activities. Pa)8for8performance 0oul re0ar those 0ith higher sales.
App%( :#r S,i%%"; E8perientia% E8er$i"e D# :# 5ant t# Be an HR Manager<
There are no correct ans0ers to the 2uestions. The su+scales Bringing HR to the Business* Partnering 0ith Business* etc./ represent elements of the HR !apa+ilit) Moel that APS HR managers are e7pecte to master. An) 2uestions for 0hich )ou receive a four or five 0oul +e strong areas for )ou. If )ou aspire to +ecoming an HR manager it 0oul +e goo to stu) the entire moel.
App%( :#r S,i%%"; S!a%% Gr#p Brea,#t Manage!ent C#!peten$ie"
An important responsi+ilit) of the Human Resources Department at man) co mpanies is to evelop a list of management competencies an then to provie training to help managers improve on those competencies. Stuents are as(e to ma(e notes for each of several competencies provie in the e7ercise* then iscuss their notes in groups an agree on the e7pecte +ehaviors for each competenc). Then* stuents shoul ta(e turns stating the competencies the) +elieve 0ill +e easiest an harest for them to master.
App%( :#r S,i%%"; Ethi$a% Di%e!!a A C#n&%i$t #& Re"p#n"i)i%itie"
-. onor the agree#ent, trusting WinstonCs reha&ilitation is co#plete on all le+els an' that he is now rea') for a responsi&le position$ Gi+e a goo' reco##en'ation$ This is a reasona+le option* +ut )ou are putting )our reputation an perhaps )our compan)1s reputation/ on the line. If 'inston oesn1t prove to +e relia+le* )ou ma) suffer the repercussions. 4. 8ontact the +ice presi'ent of sales an' as* hi# to release )ou fro# the agree#ent or to gi+e the reference hi#self$ 1fter all, he #a'e the agree#ent$ You 'onCt want to lie$
3 45-6 !engage #earning. All Rights Reserve. Ma) not +e scanne* copie or uplicate* or poste to a pu+licl) accessi+le 0 e+site* in 0hole or in part . * e7cept for
use as permitte in a license istri+ute 0ith a certain prouct or service or other0ise on a pass0or8protecte 0e+site for classroom use.
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Managing H!an Re"#r$e"
In toa)1s litigious environment* this option ma) +e +est. :. Without #entioning specifics, gi+e Winston such an unenthusiastic reference that )ou hope the other hu#an resources 'irector can rea' &etween the lines an' &elie+e that Winston will &e a poor choice$ It is never a goo iea to e7pect someone else to rea +et0een the lines in a situation li(e this. The potential for misinterpretation is too great.
App%( :#r S,i%%"; Ca"e &#r Criti$a% Ana%("i" The Right 5a( +ith E!p%#(ee"<
-. What *in' of e#plo)ee social contract is assu#e' &) ir&) an' 8unningha# !"plain$ ir+) appears to assume a more traitional social contract that is +ase on the concept that the emplo)ee contri+utes a+ilit)* eucation* lo)alt)* an commitment an in return the compan) provies 0ages an +enefits throughout the emplo)ees 0or(ing life. !unningham* ho0ever* assumes a ne0 social contract 0hich is +ase on the concept of emplo)a+ilit) rather than lifetime emplo)ment. 'hile the ne0 social contract offers several +enefits to +oth the emplo)ees as 0ell as the organizations* !unningham appears to +e using this approach to treat people as economic factors to +e use 0hen neee an then let go. 4. If )ou were an R #anager at the co#pan), which +iew woul' )ou support Wh) 'hile !unninghams propose across8the8+orer cuts in emplo)ees might help the compan) in the short8term* the strateg) is more li(el) to have a negative impact in the long run. If emplo)ees are treate merel) as economic factors to +e use 0hen neee an then let go* the) are less li(el) to +e committe to organizational performance. Stuies in +oth the ;nite States an !hina have foun lo0er emplo)ee an firm performance an ecrease commitment in companies 0here the interaction +et0een emplo)er an emplo)ee is treate as an economic e7change rather than a genuine human an social relationship. ir+)1s approach might ta(e a little longer in helping the compan) recover from the crisis* +ut it is more li(el) to +e effective in the long run.
:. R 'epart#ents hire an' 'e+elop hu#an capital to ser+e the organi(ationCs strateg) an' 'ri+e perfor#ance$ Which approachEir&)Cs or 8unningha#Cs E is #ore li*el) to ha+e a greater positi+e i#pact on perfor#ance %iscuss$ !unningham1s approach of treating emplo)ees as economic factors L to +e use 0hen neee an then let go L 0ill have a negative impact on performance. Stuies in +oth the ;nite States an !hina have foun lo0er emplo)ee an firm performance an ecrease commitment in companies 0here the interaction +et0een emplo)er an emplo)ee is treate as an economic e7change rather than a genuine human an social relationship. ir+)1s approach* 0hile +eing a little traitional* is more li(el) to have a greater positive impact on performance. 3 45-6 !engage #earning. All Rights Reserve. Ma) not +e scanne* copie or uplicate* or poste to a pu+licl) accessi+le 0e+site* in 0hole or in part . e7cept for use as permitte in a license istri+ute 0ith a certain prouct or service or other0ise on a pass0or8protecte 0e+site for classroom use.
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Chapter 12
On the J#) Vi*e# Ca"e An"+er" Bar$e%#na Re"tarant Gr#p; Managing H!an Re"#r$e"
-. #ist the three main activities of human resource management HRM/ an ientif) 0hich activit) is e7amine at length in the vieo. The three activities an goals of human resource management are -/ fining the right peo ple* 4/ managing talent* an :/ maintaining an effective 0or(force over the long term. The vieo on Barcelona Restaurant roup eals primaril) 0ith fining the right people. In particular* the vieo focuses on the process of recruiting an selecting caniates. It is clear in the intervie0s that #a0ton +elieves fining the right people is the human resource activit) most critical to Barcelona1s successLa perspective no ou+t relate to the inustr)1s high turnover. 4. Of the various steps in Barcelona1s emplo)ee selection process* the 'h) or 0h) not> Stuents1 opinions 0ill var). "or most firms* the selection process involves multiple tools for assessing the @fit +et0een the
use as permitte in a license istri+ute 0ith a certain prouct or service or other0ise on a pass0or8protecte 0e+site for classroom use.
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Managing H!an Re"#r$e"
perception* attitues* eucation* s(ills* an 0or( ethic. The activit) also reveals if the potential hire is pa)ing attention to the (ins of etails that are important at all the Barcelona restaurants. This selection activit) eliminates appro7imatel) 65 percent of applicants. :/ The @trail Q this assessment as(s caniates to preten that the) have +een 0ith the compan) for si7 months* an it as(s applicants to ta(e comman of the floor* tal( to the staff* engage customers* an emonstrate their a+ilities. Top managers o+serve the caniate an ma(e a ecision 0hether to hire the person. This assessment reveals the personal* technical* an people s(ills of the applicant. Onl) one in four caniates 0ho performs a @trail can e7pect to +e hire at Barcelona.
3 45-6 !engage #earning. All Rights Reserve. Ma) not +e scanne* copie or uplicate* or poste to a pu+licl) accessi+le 0e+site* in 0hole or in part .
e7cept for use as permitte in a license istri+ute 0ith a certain prouct or service or other0ise on a pass0or8protecte 0e+site for classroom use.
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