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STAFFING
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Human Resource Management
The integration of all processes, programs,and systems in an organization that ensure
staff are acquired and used in an effective way
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Human Resource Management (Contd.)
HR is multidisciplinary: It applies the disciplines of
Economics (wages, markets, resources),
Psychology (motivation, satisfaction),
Sociology (organization structure, culture) and
Law (min. wage, labor contracts)
What HR Professionals Do?
HR planning
Recruitment & Selection
Training and development
Compensation & Performance review
Labor relations
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Human Resource Planning
Assessing FutureHuman Resource
Needs
Assessing CurrentHuman Resources
Developing aProgram to Meet
Needs
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Human Resource Planning
The process of systematically
reviewing HR requirements to ensurethat the required number of employees,
with the required skills, are available
when they are needed
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HR PlanningWe have found the gap, how do we fill this void?
Internal Labour Supply
Skill Inventory
Succession PlanningReplacement Planning
± Inventory Chart
� Present & Future staffing situations
� Helps in retention & expulsion strategy
External Labour Supply
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Job Analysis
(Functional Job Analysis, Position analysis questionnaire
A Basic Human Resource Management Tool
Tasks Responsibilities Duties
Job
Analysis
Job
Descriptions
Job
Specifications
Knowledge Skills Abilities
Human Resource
Planning
Recruitment
Selection
Training and
Development
Performance Appraisal
Compensation and
BenefitsSafety and Health
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teamsprince dudhatra-9724949948
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Definitions
Job - Consists of a group of tasks that must be
performed for an organization to achieve its goals
Position - Collection of tasks and responsibilities
performed by one person; there is a position for every
individual in an organization
Job analysis - Systematic process of determining the
skills, duties, and knowledge required for performing jobs
in an organization (functional job analysis , position
analysis questionnaire)Job description ± document providing information
regarding tasks, duties, and responsibilities of job
Job specification ± minimum qualifications to perform a
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RecruitmentProcess of locating,
identifying, and attracting
capable candidates
Can be for current or future
needs
Critical activity for some
corporations.
What sources do we use for
recruitment
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Sources of Recruitment
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Recruitment
Sources
Internal
Searches
Employee
Referrals
Voluntary
Applicants
Employment
Agencies Advertisements
SchoolPlacement
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SELECTION
A series of steps from initial applicantscreening to final hiring of the newemployee.
Selection process.
Step 1 Completing application materials.
Step 2 Conducting an interview.
Step 3 Completing any necessary tests.Step 4 Doing a background investigation.
Step 5 Deciding to hire or not to hire.
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Selection process
Step 1 Completing application materials.
Gathering information regarding an applicant¶s background and
experiences.
Typical application materials.
Traditional application forms.
Résumés.
Sometimes tests may be included with application materials.
Step 2 Conducting an interview.
Typically used though they are subject to perceptual distortions.
Interviews can provide rough ideas concerning the person¶s fit with
the job and the organization.
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Selection process
Step 3 Completing any necessary tests.Administered before or after the interview.
Common examples of employment tests.
Cognitive, clerical, or mechanical aptitudes or abilities.
Personality.
Step 4 Doing a background investigation.
Can be used early or late in selection process.
Background investigations include:
Basic level checks.
Reference checks.
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Selection process
Step 5 Deciding to hire or not to hire.
Draws on information produced in preceding selection steps.
A job offer is made.
A physical examination may be required if it is relevant to job
performance.
Negotiation of salary and/or benefits for some jobs.
Step 6 Socialization.
The final step in the staffing process.
Involves orienting new employees to:The firm.
The work units in which they will be working.
The firm¶s policies and procedures.
The firm¶s organizational culture.prince dudhatra-9724949948
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Performance Appraisal
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Performance Appraisal
The identification, measurement,and management of human
performance in organizations.
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Why Conduct Performance Appraisals?
Make decisions about that person's future
with the organization
Identify training requirements
Employee improvement
Pay, promotion, and other personnel
decisionsResearch
Validation of selection techniques and criteria
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A Model of Performance Appraisal
Skills/Activities/Output
Performance Appraisal System
Reward/Training/Punishment
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Techniques for Evaluating Managers
Evaluation by superiors
Evaluation by colleagues
Peer ratings tend to be more favorable for career development than for promotiondecisions
Self-evaluation
Self-ratings suffer from leniency
Subordinate evaluationEffective in developing leadership
Leads to improved performance
360 degree feedback (multi-source)
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360° Feedback
The combination of peer,subordinate, and self-review
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Key Steps in Implementing 360° Appraisal
Top management communicates the goalsEmployees and managers are involved in the
development of the appraisal criteria and process.
Employees are trained in giving & receiving feedback.
Employees are informed of the nature of the 360°
appraisal instrument and process.
The 360° system undergoes pilot testingManagement continuously reinforces the goals of the
360° appraisal and is ready to change the process
when necessary.
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Relative and Absolute Judgment
An appraisal format that asks supervisors to
compare an employee's performance to th
eperformance of other employees doing the same
job.
Relative Judgment
An appraisal format that asks supervisors to make
judgments about an employee¶s performance
based solely on performance standards.
Absolute Judgment
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Rating MethodsPerformance rating scales
Supervisors indicate how or to what degree a worker possesses a
relevant job characteristic
Ranking technique
Supervisors list the workers in order from highest to lowest
Paired-comparison techniqueCompares the performance of each worker with that of every other
person in the group
Forced choice techniqueRaters are presented with groups of descriptive statements and areasked to select the phrase in each group that is most descriptiveof the worker being evaluated
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Rating MethodsBehaviorally anchored rating scales (BARS)
Appraisers rate critical employee behavior
Critical-incident behaviors are established
These behaviors are used as standards for appraising effectiveness
The BARS items can be scored objectively by indicating whether theemployee displays that behavior
Behavioral observation scales (BOS)Appraisers rate the frequency of critical employee behaviors
The ratings are assigned on a five point scale
The evaluation yields a total score
Management by objectives (MBO)
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Appraising Managers as Managers
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Organizational Change
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Concept of Organizational Change
Defined as adoption of a new idea or behavior
by an organization.
Organizations need to continuously adapt to
new situations if they are to survive and
prosper
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Planned and Unplanned Organizational
Changes
Planned Changes� Changes in products and
services
� Changes in administrative
systems
� Changes in organizational
size or structure� Introduction of new
technologies
� Advances in information
processing and
communication
Planned Changes� Changes in products and
services
� Changes in administrative
systems
� Changes in organizational
size or structure� Introduction of new
technologies
� Advances in information
processing and
communication
Unplanned Changes� Changing employee
demographics
� Performance gaps
� Governmental regulations
� Economic competition in the
global arena
Unplanned Changes� Changing employee
demographics
� Performance gaps
� Governmental regulations
� Economic competition in the
global arena
Organizational
Change
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Forces ForForces ForChangeChange
WorkforceWorkforce
CompetitionCompetition
WorldWorld
PoliticsPoliticsTechnologyTechnology
SocialSocial
TrendsTrends
EconomicEconomic
ShocksShocks
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Resistance to Change - Forms
Overt and immediate
Voicing complaints, engaging in job
actions
Implicit and deferred
Loss of employee loyalty andmotivation, increased errors or
mistakes, increased absenteeism
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Resistance to ChangeResistance to Change
Selective
Information
Processing
Fear of
the Unknown
Force of
Habit
Need for
Security
Economic
Factors
IndividualIndividual
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Resistance to ChangeResistance to Change
Structural &
Group Inertia
Limited Focus
Threat to establish
resource allocation
Threat to Expertise
Threat to establish
power relationship
OrganizationOrganization
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Education andEducation and
CommunicationCommunication ParticipationParticipation
NegotiationNegotiation
FacilitationFacilitation
and Supportand Support
CoercionCoercion
ManipulationManipulation
and Cooptationand Cooptation
OvercomingOvercoming
Resistance to ChangeResistance to Change
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Unfreezing Changing Refreezing
Lewin¶s Three-Step Process
Organizational ChangeOrganizational Change
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Unfreezing the Status QuoUnfreezing the Status Quo
Desired
State
Status
Quo
Restraining
Forces
Driving
Forces
Time
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Definition of OD
OD is a planned process of change in an
organization¶s culture through the utilization
of behavioral science technology, research,and theory.
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Organization Development is...
a systemwide application and transfer of
behavioral science knowledge to the
planned development, improvement, and reinforcement of the strategies, structures,
and processes that lead to organization
effectiveness.
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Organizational DevelopmentOrganizational Development -- TheThe
PremisesPremises
Respect for people
Trust and support
Power equalization
Confrontation
Participation
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.
OD Process
Diagnosis Intervention Evaluation
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OD InterventionsOD Interventions
Intergroup development
Process consultation
Sensitivity training
Third Party Intervention
Survey feedback
Team building
Culture Changeprince dudhatra-9724949948
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Manager DevelopmentOn the Job Training
Planned Progression
Job Rotation
Creation of ³assistant-to´
Temporary promotion
Committees
Off the Job
TrainingConference
MDPs
Business Simulationsprince dudhatra-9724949948
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Organizational Conflicts
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Sources of Conflict
Competition for scarce resources
Time pressure
Unreasonable standards, policies, rules or
procedures
Communication breakdowns
Personality clashesAmbiguous or overlapping jurisdictions
Unrealized expectations
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Managing Conflicts
Avoidance
Problem solvingCompromise
Forcing
Smoothing
Structural change
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LEADING
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