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HRM Human Resource Management
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• What disciplinary measure to do managers enforce for bad employee behavior
• When is the best time to discuss a person’s bad behavior at work. Right away or let it sit.
• How do you know how strict to act to your employees?
• Not many HR questions.
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HR and Corporate Strategy
• People implement strategy.
• Need the right people to implement strategy.
• Recruiting selection are obvious tools
• But so are training, performance appraisal and development.
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• HRM as a control system.
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• Feedforward controls – ensures directions and resources are right before the work begins.
• Recruitment and selection
• Feedback control takes place after an action is completed.
• Performance appraisal and discipline.
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Together these insure
• That people are more likely to follow corporate strategy.
• People are very important (some argue most important).
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Legal issues
• Employment Law Prohibits discrimination
• Age
• Race
• Sex
• Disabilities
• Religion
• Ethnicity
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Interesting questions
• Can you get into a law suit if you fail to hire an other wise qualified candidate who does speak English well and is a US citizen or permanent resident?
• Can you fire someone because they have cancer?
• Can you refuse to hire someone who is an orthodox Muslim and wear a headscarf because customers would not like it.
• Can Hooters only hire female table attendants?
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• HR procedures in place to deal with legal issues.
• Policies that discourage discrimination.
• Examples.
• As a supervisor this does minimize freedom to hire/promote.
• If experience this, just know its intent.
• Intent is based on objectivity
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Feedforward control and HR
• Recruitment and selection. Hire the right people and the organization has fewer problems.
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Mixture of what is done, what should be done
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Recruitment
• Attracting a pool of qualified
Job applicants
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Internal recruitment
• Soliciting current employees (including internships).
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External Recruitment
• Soliciting employees from general labor market. (College placement, placement agencies, want ads, walk ins, etc
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General comments
• Why internal?
• Why external?
• Tradeoffs to consider.
• Competencies vs work style
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• Common modes of recruitment for College students, post college, higher level positions.
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Selection
• Resumes (Book leaves off)
• Interviews (structured and unstructured)
• Tests (work sampling; assessment centers; work sampling: written tests)
• Background checks and References
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What should you do
• First: Know what you are looking for.
• Job analysis is the cornerstone of all HR decisions. Job analysis determine scope and depth of job. The requisite skills abilities and knowledge to perform the job.
• Does so before one makes a choice. Guides the information gathering process.
• Example.
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Based on this what types of information are you going to ask of
job applicants.
• How do you determine skills knowledge and abilities to do the job using the tools we described earlier?
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Lets see what is really done.
• Hudson’s video.
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Career talk
• Job as a manager?• Me and my choice (several asked
questions how I got into it).• Your choice. Have a good image of
management.• Little Difference between Marketing and
Management. Jobs similar. Sales/manager trainee in retail organization.
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Summary
• Recruitment and selection as feedforward control. Systematize the selection process.
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Performance Appraisal.
Evaluating job performance and providing feedback to the job holder.
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Two Elements
• Evaluation • Communication
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Evaluation
• Everyone hates evaluation. Supervisors and subordinates.
• Minimize stress – feedback regularly throughout the week. Both positive and negative. Not once a year.
• Share the evaluation sheet with subordinate during orientation. Explain what it takes to get good ratings
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• Forced distribution vs Absolute distribution.
• Minimize leniency bias.
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• Lots of efforts to minimize other biases (bosses pet).
• Objective measures of performance.
• Behavior indicators of performance (check lists).
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Communication
• Hardest part is giving negative feedback.
• Attribution bias personality or situation.
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Errors
• Rush through the positives and focus on the negative.
• Get argumentative and persuasive.
• Poor listening.
• No error tolerance.
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• Take your time.
• No surprises.
• Review goals against which employee is measured
• Provide specific positive and negative examples of performance
• Discuss causes of performance problems and listen to employee explanation.
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• Establish strategy, timetable and review process
• Set new goals/standards (if changes)
• Leave the meeting on an encouraging note.
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video
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Role play
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If poor performance continues
• Discipline and progressive discipline.• Progressive discipline. Employee entitled
to due process in disciplinary actions. • Advance warning of grounds for
termination. Except in extreme cases (theft, gross negligence), employees warned about inappropriate behavior and given chance to correct behaviors.
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• Determine actions that entail discipline and levels of discipline.
• Set a schedule of communications appropriate to infractions.
• Verbal Warning, written warning, suspension, termination.
• Minor infractions, significant infractions, major infractions.
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• Progressive discipline vs employment at will.
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• Make termination a part of due process. Can not instantly fire someone. Must first talk about employment problems and give a chance to rectify.
• If not working out--give person time to look elsewhere.
• Avoid social ostracism. Everyone who leaves should leave with OK feelings.
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• Recommend late Friday PM. Time to cool off.
• Debate about explanations for termination. Employment at will vs progressive discipline.
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compensation
• Ways to use positive reinforcement.
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Compensation consists of
• Base pay (retention and recruitment)• Benefits (retention and recruitment)• Performance based pay (book uses
incentive plans). This influences performance.
• Firms need to choose the right mix of these meet organizational objectives.
• Tradeoffs to consider. More of one less than the other. Also add labor costs.
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Summary
• Go to top and respond to student questions.