-Can be a significant source of competitive advantage

-an important part of organization strategies

-the way organizations treat their people significantly impact organizational performance

The common threads among these high performance work practices seem to be

(5)

-commiment to involving employees

-improving knowledge skills and abilities of employees

-increasing their motivatoin

-reducing loafing on job

-enhacing retention of quality employees

The eight activities in the HRM process

The first three activities are and do what

1. HR planning

2.Recruitment

3.Selection

identify and select competent employees

The eight activities in the HRM process

The 4-5 step of the process are what and do what

4.Orientation

5.Training

Provide employees with up to date skills and knowledge

The eight activities in the HRM process

The last three steps of the process are what and do what

6.Performance management

7.compensation and benefits

8.areer development

Retain competent and high performing employees

The entire HRM process is influenced by the external environment. Those factors most directly influencing it include

(4)

economy

employee labor unions

governmental laws and regulations

demographic trends

In unionized organizations, many HRM decisions are

what does this define?

dictated by collective bargaining agreements

define things such as recruitment sources, criteria for hiring, promos etc.

1. changes in racial/ethnic compositon

2. aging baby boom generation

3. expanding cohort of Gen Y workers

-the oldest

-baby boomers

-gen Xers

-gen Yers

1. Employee labor unions

2. governmental laws and regulations

Environmental factors:LIMITATIONS TO "AT WILL" DOCTRINE

Employee labor unions

(2)

-collective bargaining agreement: contract btw firms and unions covering wages, hours, working conditions

-Texas as a "right to work" state

Process by which managers ensure that they have the right number and kinds of capable people in the right places and at the right times

two steps

HR planning

1.assessing current HR

2. meeting future HR needs

Information for a job analysis is gathered by

(4)

-directly observing employees on the job

-interviewing employees

-completion of a questionnaire

-having job "experts" identfiy a job's specific characteristics

A written statement describing a job is a 

What states the minimum qualifications that a person must possess to successfully perform a given job

job description

job specification

SOURCES FOR RECRUITMENT

Advantages/disadvantages

Internet

ADV: reaches large # of people

immediate feedback

DISADV: Generates many unqualified candidates

ADV: knowledge about org

generate strong candidates

DISADV: may not increase diversity

ADV:Wide distribution

can be targeted to specific group

DISADV: generates mane unqualified candidates

ADV: Large centralized body of candidates

DISADV: limited to entry level positions

ADV: good knowledge of industry challenges and requirements

DISADV: Little commitment to specific org

Decruitment options

(7)

Firing

Layoffs

Attrition

Transfers

Reduced workweeks

early retirements

job sharing

DECRUITMENT

Firings

Layoffs

Attrition

1. permanent involuntary termination

2.temporary involuntary termination

3. not filling openings created by voluntary resignations or normal retirements

DECRUITMENT

Transfers

Reduced Workweeks

1. moving employees either laterally or downwardl does not reduce costs but can reduce intraorganizational supply demand imbalances

2. Having employees work fewer hours per week, share jobs or peform jobs on part-time

DECRUITMENT

Early retirements

Job sharing

1. providing incentives to older and more senior employees for retiring before their normal retirement date

2. having employees share one full-time position

application forms

written tests

performace simulations

interviews

background investigatoins

physical examinations

2 correct:

successfully accepted

successfully rejected

2 errors

reject errors

accept errors

Selection outcomes

Successfully accepted

Sucessfully Rejected

when the applicant was predicted to be successful and proved to be successful

when the applicant was predicted to be unsuccessful and was not hired

Selection outcomes

Reject error

Accept error

1. rejecting candidates who would have performed successfully on the job

2. accepting those who ultimately perform poorly

Employee selection

Interviews

(3)

-most widely used tool

-disproportionate influence on hiring decisions

-structured: better validity

ex. standard set of ?s, uniform recording, standardized rating system etc.

Employee selection

Written tests are helpful to know a potential employees

(6)

-intelligence

-aptitude

-ability

-interests

-integrity

-personality

Employee selection

Performance simulation Tests

(4)

-most accurate predictor of job fit/success

-assessment centers

-can be expensive

-danger of inadvertent bias

POST OFFER SELECTION DEVICES

Background investigations

Physical examinations

(3 each)

1. Reference checks, security clearance

credit check

2. drug tests

strength/stamina

MMPI (personality inventory)

RULES IN SELECTION

Can only withdraw a job offer if

(2)

1. applicants have lied

2. findings indicate inability to perform essential job  functions

Tips for managing downsizing

(6)

-communicate openly honestly

-follow laws regulating severance pay benefits

-provide support for remaining employees

-reassign roles according do talents and backgrounds

-focus on boosting morale

-remain involved and available

MB:RESPONSIBLE RESTRUCTURING

What are the hidden costs of downsizing?

(8)

-reduced morale

risk averse behaviors by surviving employees

loss of trust

costs of retraining continuing employees

legal challenges

reduced productivity

loss of inst competencies and memory

survivor burnout

What does research say about the long term payoffs of downsizing?

What are the alternatives to downsizing (approaches followed by responsive restructurers)?

(3/7)

-flatten their hierarchical structure

-create an empowered team oriented work environment

-seek labor management partnerships

-share information

-make extensive use of training

-demonstrate a culture of continuous learning

-link compensation to performance and skills