STAFFING

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

Human Resource Management (Contd.)

HR is multidisciplinary: t applies the disciplines of !conomics "wages, mar#ets, resources$, %sychology "motivation, satisfaction$, &ociology "organization structure, culture$ and 'aw "min( wage, la)or contracts$ *hat HR %rofessionals +o, HR planning Recruitment - &election Training and development .ompensation - %erformance review 'a)or relations

Human Resource Planning

Assessing Current Human Resources Assessing Future Human Resource Needs

Developing a Program to Meet Needs

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Human Resource Planning

The process of systematically reviewing HR requirements to ensure that the required num)er of employees, with the required s#ills, are availa)le when they are needed

HR Planning
*e have found the gap, how do we fill this void, nternal 'a)our &upply &#ill nventory &uccession %lanning Replacement %lanning nventory .hart %resent - 2uture staffing situations Helps in retention - e3pulsion strategy !3ternal 'a)our &upply 1

Jo Anal!sis (Functional Jo Anal!sis" Position anal!sis #uestionnaire) A $asic Human Resource Management Tool
Tasks Responsibilities Duties
Human Resource Planning Recruitment election

Job Descriptions Job Analysis Job peci!ications

Training and Development Per!ormance Appraisal Compensation and $ene!its a!ety and Healt% &mployee and 'abor Relations

"no#ledge

kills

Abilities

'egal Considerations Job Analysis !or

%e&initions
6o) 7 .onsists of a group of tas#s that must )e performed for an organization to achieve its goals %osition 7 .ollection of tas#s and responsi)ilities performed )y one person8 there is a position for every individual in an organization 6o) analysis 7 &ystematic process of determining the s#ills, duties, and #nowledge required for performing 9o)s in an organization "functional 9o) analysis , position analysis questionnaire$ 6o) description : document providing information regarding tas#s, duties, and responsi)ilities of 9o) 6o) specification : minimum qualifications to perform a particular 9o) 5

Recruitment
%rocess of locating, identifying, and attracting capa)le candidates .an )e for current or future needs .ritical activity for some corporations( *hat sources do we use for recruitment

Sources o& Recruitment

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c%ool Placement

&mployee Re!errals

(nternal earc%es

Recruitment ources

)oluntary Applicants

&mployment Agencies

Advertisements 11

S'('CTI)N = series of steps from initial applicant screening to final hiring of the new employee( &election process( &tep 1 .ompleting application materials( &tep 2 .onducting an interview( &tep 3 .ompleting any necessary tests( &tep / +oing a )ac#ground investigation( &tep 0 +eciding to hire or not to hire(
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&election process
&tep 1 .ompleting application materials( >athering information regarding an applicant?s )ac#ground and e3periences( Typical application materials( @Traditional application forms( @RAsumAs( @&ometimes tests may )e included with application materials( &tep 2 .onducting an interview( Typically used though they are su)9ect to perceptual distortions( nterviews can provide rough ideas concerning the person?s fit with the 9o) and the organization(

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&election process
&tep 3 .ompleting any necessary tests( =dministered )efore or after the interview( .ommon e3amples of employment tests( @.ognitive, clerical, or mechanical aptitudes or a)ilities( @%ersonality( &tep / +oing a )ac#ground investigation( .an )e used early or late in selection process( Bac#ground investigations include:
@Basic level chec#s( @Reference chec#s(

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&election process
&tep 0 +eciding to hire or not to hire( +raws on information produced in preceding selection steps( = 9o) offer is made( = physical e3amination may )e required if it is relevant to 9o) performance( Cegotiation of salary andDor )enefits for some 9o)s( &tep 1 &ocialization( The final step in the staffing process( nvolves orienting new employees to:
@The firm( @The wor# units in which they will )e wor#ing( @The firm?s policies and procedures( @The firm?s organizational culture(

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Per&ormance A**raisal

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%erformance =ppraisal

The identification, measurement, and management of human performance in organizations.

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*hy .onduct %erformance =ppraisals, Ea#e decisions a)out that personFs future with the organization dentify training requirements !mployee improvement %ay, promotion, and other personnel decisions Research Galidation of selection techniques and criteria
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A Model o& Per&ormance A**raisal

Skills/Activities/Output

Performance Appraisal System

Re ard/Training/Punishment 1;

Techniques for !valuating Eanagers

!valuation )y superiors !valuation )y colleagues %eer ratings tend to )e more favora)le for career development than for promotion decisions &elfevaluation &elfratings suffer from leniency &u)ordinate evaluation !ffective in developing leadership 'eads to improved performance 31< degree feed)ac# "multisource$
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31<H 2eed)ac#

The com!ination of peer, su!ordinate, and self"revie

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Iey &teps in mplementing 31<H =ppraisal Top management communicates the goals
!mployees and managers are involved in the development of the appraisal criteria and process( !mployees are trained in giving - receiving feed)ac#( !mployees are informed of the nature of the 31<H appraisal instrument and process( The 31<H system undergoes pilot testing Eanagement continuously reinforces the goals of the 31<H appraisal and is ready to change the process when necessary( 22

Eeasurement Tools

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Relative and =)solute 6udgment

Relative %udgment An appraisal format that asks supervisors to compare an employee#s performance to the performance of other employees doing the same $o!. A!solute %udgment An appraisal format that asks supervisors to make $udgments a!out an employee&s performance !ased solely on performance standards. 2/

Rating Eethods
%erformance rating scales

&upervisors indicate how or to what degree a wor#er possesses a relevant 9o) characteristic
Ran#ing technique

&upervisors list the wor#ers in order from highest to lowest

%airedcomparison technique

.ompares the performance of each wor#er with that of every other person in the group
2orced choice technique

Raters are presented with groups of descriptive statements and are as#ed to select the phrase in each group that is most descriptive of the wor#er )eing evaluated

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Rating Eethods
Behaviorally anchored rating scales "B=R&$ =ppraisers rate critical employee )ehavior .riticalincident )ehaviors are esta)lished These )ehaviors are used as standards for appraising effectiveness The B=R& items can )e scored o)9ectively )y indicating whether the employee displays that )ehavior Behavioral o)servation scales "BJ&$ =ppraisers rate the frequency of critical employee )ehaviors The ratings are assigned on a five point scale The evaluation yields a total score Eanagement )y o)9ectives "EBJ$

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A**raising Managers as Managers

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Jrganizational .hange

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Conce*t o& )rgani+ational C,ange

+efined as adoption of a new idea or )ehavior )y an organization( Jrganizations need to continuously adapt to new situations if they are to survive and prosper

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Planned and 'nplanned Organizational (hanges

Organizational (hange

Planned Planned(hanges (hanges @@ (hanges (hangesin inproducts productsand and services services @@ (hanges (hangesin inadministrative administrative systems systems @@ (hanges (hangesin inorganizational organizational size sizeor orstructure structure @@ )ntroduction )ntroductionof ofne ne technologies technologies @@ Advances Advancesin ininformation information processing processingand and communication communication

'nplanned 'nplanned(hanges (hanges @@ (hanging (hangingemployee employee demographics demographics @@ Performance Performancegaps gaps @@ *overnmental *overnmentalregulations regulations @@ +conomic +conomiccompetition competitionin inthe the glo!al glo!alarena arena

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-orkforce -orld Politics Technology

Social Trends

,orces ,or (hange

(ompetition

+conomic Shocks

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Resistance to C,ange - Forms

Jvert and immediate Goicing complaints, engaging in 9o) actions mplicit and deferred 'oss of employee loyalty and motivation, increased errors or mista#es, increased a)senteeism

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Resistance to .hange
Selective )nformation Processing ,orce of .a!it

)ndividual

,ear of the 'nkno n +conomic ,actors

/eed for Security

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Resistance to .hange
Structural 0 *roup )nertia Threat to esta!lish resource allocation

Organization

1imited ,ocus Threat to esta!lish po er relationship

Threat to +2pertise

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Overcoming Resistance to (hange

+ducation and (ommunication /egotiation 3anipulation and (ooptation Participation ,acilitation and Support (oercion
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Jrganizational .hange

'nfreezing

(hanging

Refreezing

1e in&s Three"Step Process

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'nfreezing the Status 4uo

5esired State
Restraining ,orces

Status 4uo
5riving ,orces Time

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%e&inition o& )%
J+ is a planned process of change in an organization?s culture through the utilization of )ehavioral science technology, research, and theory(

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)rgani+ation %e.elo*ment 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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)rgani+ational %e.elo*ment - T,e Premises

Respect for people Trust and support %ower equalization .onfrontation %articipation
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O5 Process

5iagnosis

)ntervention

+valuation

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)% Inter.entions
ntergroup development %rocess consultation &ensitivity training Third %arty ntervention &urvey feed)ac# Team )uilding .ulture .hange

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Eanager +evelopment
Jn the 6o) Training %lanned %rogression 6o) Rotation .reation of Kassistant7toL Temporary promotion .ommittees Jff the 6o) Training .onference E+%s Business &imulations

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Jrganizational .onflicts

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&ources of .onflict
.ompetition for scarce resources Time pressure Mnreasona)le standards, policies, rules or procedures .ommunication )rea#downs %ersonality clashes =m)iguous or overlapping 9urisdictions Mnrealized e3pectations

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Eanaging .onflicts =voidance %ro)lem solving .ompromise 2orcing &moothing &tructural change
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