6 - HRM.docx

MGT 3013 Sec. 900 September 30, 2008 Lecture 5 Continued (New Information) Structure Follows strategy (ie. Slumberge Oil & Gas article) Fits the technology Reflects environment (outside forces) Environmental states: Certainty needs? A Mechanistic Organization: Centralized authority Tasks/rules clearly specified Employees closely supervised Uncertainty needs? An Organic Organization: Decentralized authority Fewer rules/procedures Network of employees encouraged to cooperate/respond quickly to unexpected tasks Organizational Trends: Shorter chains of command Wider spans of control Less unity of command More delegation & empowerment Decentralization w/ centralization Reduced use of staff Lecture 6: Human Resource Management HRM Main Purpose: find, hire, & keep best employees Majority of firm?s $ in this dept. (recruit, payroll, benefits?) 4 primary purposes of HRM function in company Attraction: process of enticing/persuading individuals to apply w/ an organization to generate a hiring pool Selection: process of screening job applicants to hire the best candidate Development: educate professionals & managers in skills they need to do their jobs in the future; training Maintaining: process of managing retention/turnover, performance appraisal, compensation, benefits of employees Recruiting: [Attraction] process of locating/attracting qualified applicants for jobs open in the organization The Job Job Analysis: systematic process of gathering/interpreting info about the essential duties, tasks, & responsibilities of a job Job Description: concise summary of specific tasks/responsibilities of a particular job Job Specification: outline of the knowledge, skills, education, & physical abilities needed to perform a job (Daft, 441) Realistic Job Preview (RJP): gives a candidate a picture of both positive & negative features of the job & organization before he/she is hired Expectation Lowering Preview (ELP): gives a candidate a picture of negative features of job Sources of Recruitment Internal Recruiting: making ppl already employed by the organization aware of job opening External Recruiting: attracting job applicants from outside the organization Selection Tools: Application forms Resumes Tests Interviews = WORST, see article online Assessment Centers (simulations)= best but costly Characteristics of Appropriate Tests (see text for definitions) Valid Reliable Non-Discriminatory Training [Development] Training Process: Determine training needs Design training program Administer the training program Evaluate the training program Types of Training: Employee orientation On-the-job training (Schermerhorn, 154) Maintaining: what you do to keep ppl at your business Performance Appraisals: used as TOOL Assessing an employee?s performance Providing him/her w/ feedback (keeps ppl motivated) The Law: Equal Pay Act of 1963 Title VII of the Civil Rights Act of 1964 (amended 1972) Age Discrimination Act of 1967 Pregnancy Discrimination Act of 1978 Americans w/ Diabetes Act of 1990 Civil Rights Act of 1991 Family & Medical Leave Act of 1993 Equal Employment Opportunity Affirmative Action: achieving equality of opportunity w/i an organization Reactive process Organization must show they systematically discriminate in order to potentially not be liable Makes quotas illegal - Monetary Benefits (traditional) v. - Non-Monetary Benefits (flex schedule, daycare, environmental intern, etc.)