Staffing n HRM

Learning outcomes
 Describe the HRM process
 Identify the influence of govt regulations on HR
decisions
 Differentiate bet JD n JS
 Contrast recruitment n downsizing options
 Explain the importance of validity n reliability in
selection.
 Describe the selection devices that work best
with various kinds of jobs
 Identify various trng methods
 Explain the various tech mgrs can use in
evaluating employee performance
 Describe the goals of compensation
administration n factors that affect wage str.s
HRM
 The mgmt function that is concerned with getting, trng,
motivating n keeping competent employees.
 Employment plng-the process by which mgmt ensures it
has the rt no. n kinds of people in the rt places at the rt
time, capable of helping the org achieve its goals.
 The entire employment process is influenced by the ext
environment-globalization, reengineering, diversity,
legislation, restructuring, downsizing, environment n
unions.
Strategic HRM process

Identification
Strategic
Safety N selection of HRP
competent employees
N health
Recruitment
N
Compensation Adapted n
downsizing
N benefits Competent employees
With up-to-date ASK
Performance
appraisals selection
Competent n high performing
Employees who r capable of
Sustaining high performance orientation
Over the long term

T&D
Employee assessment
 HR inventory report-a report listing the
name, education, trng, prior employer,
languages spoken n the like of each
employee in the org.
 JA
 JD
 JS
recruitment
 The process of locating, identifying n
attracting capable applicants
Traditional recruiting sources
 Internal searches
 Advertisements
 Employee referrals
 Public employment agencies
 Pvt employment agencies
 School placement
 Temporary help services
 Employee leasing n independent contractors
Downsizing
Option Options
Description

Firing Permanent involuntary termination

Layoffs Temporary involuntary termination; may last only a few

days or extend to yrs
Attrition Not filling openings created by voluntary resignations
or normal retirements.
Transfers Moving employees either laterally ; usually does not
reduce costs but can reduce intraorganizational
supply-demand imbalances
Reduced Having employees work fewer hrs per week, share
workweeks jobs or perform their jobs on a part time basis.
Early retirements Providing incentives to older n more-sr employees for
retiring before their normal retirement dt.
Job sharing Having employees, typically 2 part timers share one
full-time position
Selection process
 The process of screening job applicants to
ensure that the most appropriate
candidates r hired.
 Selection Decision Outcomes
successful
Later job performance

Reject error Correct decision

unsuccessful

Correct decision Accept error

Reject Accept
Selection decision
How effective r tests n interviews
as selection devices?
 Reliability-the degree to which a selection device
measures the same thing consistently.
 Validity-the proven relationship bet a selection
device n some relevant criterion.
 Performance-simulation tests-selection devices
that r based on actual job behaviors; work
sampling n assessment centers
 Realistic job preview (RJP)-providing both +ive n
–ive info about the job n the company during the
job interview
 Orientation-the intro of a new employee to the job n the org.
 Typical trng methods
 Sample on-the-job trng methods:
 Job rotation-lateral transfers allowing employees to work at diff
jobs. Provides good exposure to a variety of tasks.
 Understudy assignments-working with a seasoned veteran,
coach or mentor.
 Sample off-the job trng methods-
 Classroom lectures-lectures designed to convey specific
technical, interpersonal or problem solving skills.
 Films n videos-using the media to explicitly demonstrate
technical skills that r not easily presented by other trng
methods.
 Simulation exercises-learning a job by actually performing the
work ( or its simulation ). May include case analysis,
experiential exercises, role playing n gp interaction.
 Vestibule trng-learning tasks on the same equipment that one
actually will use on the job but in a simulated work
environment.
Determining if trng is needed

What deficiencies, if any,

Do job holders have in What r
Terms of ASK rqrd to exhibit the
Essential n necessary Is there The org’s
job behaviors? A need Strategic goals?
For trng?

What tasks
Must b completed
What behaviors r necessary To achieve
For each job holder to Org.al goals?
Complete his or her job duties?
Performance mgmt sys (PMS)
 A process of establishing performance
stds n evaluating performance in order to
arrive at objective HR decisions n to
provide documentation to support
personnel actions
Performance Appraisal Methods
Method Advantage Disadvantage

Written essay Simple to use More a measure of evaluator’s

writing ability than of
employee’s actual performance

Critical Rich egs behaviorally Time consuming; lack

incidents based quantification
Graphic rating Provide quantitative data; Do not provide depth of job
scales less time-consuming behavior assesssed
than others
BARS Focus on specific n Time consuming; diff to dev
measurable job measures
behaviors
Multiperson compares employees Unwieldly with large no. of
with one another employees
MBO Focuses on end goals; Time consuming
results oriented
What happens when performance
falls short
 Discipline-actions taken by a mgr to
enforce an org’s stds n regulations
 Employee counseling-a process designed
to help employees overcome
performance-related problems.
How r pay levels determined?
 Compensation administration-the process of
determining a cost-effective pay str that will
attract n retain competent employees, provide
an incentive for them to work hard n ensure that
pay levels will b prcd as fair.
 Employee benefits-non financial rewards
designed to enrich employees’ lives
Current issues in HRM
 Managing WFD
 Family-friendly benefits-a wide range of work n family
programs to help employees; includes on-site day care,
child n elder care, flexible work hrs, job sharing, part-time
employment, relocation programs, adoption benefits,
parental leave n other programs.
 Layoff-survivor sickness-a set of attitudes, prcptns n
behaviors of employees who remain after involuntary
employee reductions; include security, guilt, depression,
stress, fear, loss of loyalty n reduced effort.

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