15/08/2015. Course Title: Organization & Management. Eliane BACHA. Plenary Session 4: Chapter 7: Introduction to Managing Human Resources.
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1 Course Title: Organization & Management Eliane BACHA 1 Plenary Session 4: Chapter 7: Introduction to Managing Human Resources 2 Outline I-Definition of Human Resource Management II-The Human Resource Management Process III-Contemporary issues in managing human resources 3 1
2 Learning outcomes At the end if the session, you must be able to: Define HRM. Explain the HRM process. Discuss contemporary issues in managing human resources. 4 At L Oréal, success starts with people. Our people are our most precious asset. Respect for people, their ideas and differences, is the only path to our sustainable long-term growth. 5 I-Definition of Human Resource Management Source: Robbins & Coulter (2015), Management, Chapter 13, Pearson: 12 th Edition. 6 2
3 I-Definition of Human Resource Management HRM is important for three reasons: It can be a significant source of competitive advantage. HRM is an important part of organizational strategies: Achieving competitive success through people means managers must change how they think about their employees and how they view the work relationship. They must work with people and treat them as partners not just as costs to be minimized or avoided. The way organizations treat their people has been found to significantly impact organizational performance. 7 I-Definition of Human Resource Management Work practices that lead to both high individual and high organizational performance are known as highperformance work practices. 8 I-Definition of Human Resource Management High-performance work practices are: Self-managed teams. Decentralized decision-making. Training programs to develop knowledge, skills and abilities. Flexible job assignments. Open communication. 9 3
4 I-Definition of Human Resource Management High-performance work practices are: Performance-based compensation. Staffing based on person-job and person-organization fit. Extensive employee involvement. Giving employees more control over decision-making. Increasing employee access to information. 10 II-The HRM process Three phases in the HRM process: 1-Identifying and selecting competent employees. 2-Provinding employees with needed skills and knowledge. 3-Retaining competent, high-performing employees. 11 II-The HRM process 1-Identifying and selecting competent employees (STEP I) Human Resource Planning Recruitment and decruitment Selection 2-Provinding employees with needed skills and knowledge (STEP II) Orientation Employee training 3-Retaining competent, highperforming employees (STEP III) Employee performance management Compensation and benefits 12 4
5 1-Identifying and selecting competent employees 1-Identifying and selecting competent employees involves three tasks: Human Resource Planning: is ensuring that the organization has the right number and kinds of capable people in the right places and at the right times. Human resource planning entails two steps: Assessing human resources: an important part of a current assessment is job analysis (an assessment that defines jobs and the behaviors necessary to perform them). Meeting future HR needs: 13 1-Identifying and selecting competent employees Human resource planning entails two steps: Assessing human resources: an important part of a current assessment is job analysis (an assessment that defines jobs and the behaviors necessary to perform them). Using this information from the job analysis, managers develop or revise job descriptions and job specifications. A job description is a written statement that describes a job. A job specification is a written statement of the minimum qualifications a person must possess to perform a given job successfully Identifying and selecting competent employees Meeting future HR needs: future HR needs are determined by the organization s mission, goals and strategies. 15 5
6 1-Identifying and selecting competent employees Recruitment and decruitment: recruitment is locating, identifying and attracting capable applicants. On the other hand, if HR planning shows a surplus of employees, managers may want to reduce the organization s workforce through decruitment. 16 Major Sources of Potential Job Candidates Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc. 17 Decruitment Options Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc. 18 6
7 1-Identifying and selecting competent employees Selection: is screening job applicants to ensure that the most appropriate candidates are hired. The best-known selection tools include application forms, written and performance-simulation tests, interviews and background investigations. 19 Team Exercise (10-15mn) Being an effective manager requires good selection skills. Today we will learn how to become a good interviewer What are some of the questions NOT to ask interviewees? Take some minutes to write down the questions NOT to ask interviewees. Share your ideas with the class Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc. 20 Selecting Tips for Managers: Some Suggestions for Interviewing Structure a fixed set of questions for all applicants. Have detailed information about the job for which applicants are interviewing. Minimize any prior knowledge of applicants background, experience, interests, test scores, or other characteristics. Ask behavioral questions that require applicants to give detailed accounts of actual job behaviors. Use a standardized evaluation form. Take notes during the interview. Avoid short interviews that encourage premature decision making. Source: Based on D.A. DeCenzo and S.P. Robbins, Human Resource Management, 7th ed. (New York, Wiley: 2002, p. 200) Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc. 21 7
8 2-Proding employees with needed skills and knowledge To provide employees with needed skills and knowledge, HRM uses orientation and training. Orientation: is introducing a new employee to his or her job and organization. Employee training: is a learning experience that seeks a relatively permanent change in employees by improving their ability to perform on the job. Training may involve what employees know, how they work, or their attitudes toward their jobs, coworkers, managers, and the organization. There are two types of training: general training and specific training Proding employees with needed skills and knowledge General training Specific training Communication, skills, personal growth, supervisory skills, technological skills and knowledge, etc. Managing change, leadership, team building. Public speaking, presentation skills Proding employees with needed skills and knowledge Traditional training methods: On-the-job: employees learn to do tasks simply by performing them, usually after an initial introduction to the task. Job rotation: employees work at different jobs in a particular area, getting exposure to a variety of tasks. Mentoring and coaching: employees work with an experienced worker who provides information, support and encouragement. 24 8
9 2-Proding employees with needed skills and knowledge Traditional training methods: Experiential exercises: employees participate in role playing, simulations or other face-to-face types of training. Workbooks/manuals: employees refer to training workbooks and manuals for information. Classroom lectures: employees attend lectures designed to convey specific information Retaining competent, high-performing employees. Once an organization has invested in recruiting, selecting, orienting and training employees, it wants to keep them, especially the competent, high-performing ones. Two HRM activities that play a role in this area are managing employee performance and developing an appropriate compensation and benefits program Retaining competent, high-performing employees. Employee performance management system establishes performance standards used to evaluate employee performance. Written essay is a performance appraisal method that is simple to use. In this method, evaluator writes a description of employee s strengths and weaknesses, past performance and provides suggestions for improvement. 27 9
10 3-Retaining competent, high-performing employees. Compensation and benefits: most of us expect to receive appropriate compensation from our employer. Developing an effective and appropriate compensation system is an important part of the HRM process. It can help attract and retain competent and talented individuals who help the organization accomplish its mission and goals. In addition, an organization s compensation system has been shown to have an impact on its strategic performance Retaining competent, high-performing employees. Several factors influence the compensation and benefit packages that different employees receive Retaining competent, high-performing employees. These factors are: Employee s tenure and performance. Size of company. Company profitability. Geographical location. Management philosophy. Labor or capital intensive. Unionization. Kind of business. Kind of job performed
11 Compensating Employees Source: Robbins & Coulter (2015), Management, Chapter 13, Pearson: 12 th Edition. Team Exercise (15-20mn) Choose one company that interest you and check out what they say about careers or their people. Present your findings to the class. 32 III-Contemporary issues in managing human resources Managing downsizing: the planned elimination of jobs in an organization. Managing work-life balance 33 11
12 III-Contemporary issues in managing human resources Managing downsizing: the planned elimination of jobs in an organization. Managing work-life balance 34 Performance Top 10 Job Factors for College Graduates (ranked in order of importance) 1. Enjoying what they do 2. Opportunity to use skills and abilities 3. Opportunity for personal development 4. Feeling what they do matters 5. Benefits 6. Recognition for good performance 7. Friendly co-workers 8. Job location 9. Lots of money 10. Working on teams Source: Based on V. Frazee. What s Important to College Grads in Their First Jobs? Personnel Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Journal, July 1996, p. 21. Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc. 35 Tips for Managers: Some Suggestions for a Successful Management Career Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright 2005 Pearson Education Canada Inc
13 Questions?? 37 End of Session Thank you for your attention 38 Bibliography Robbins, S.P. and Coulter, M. (2014), Management, Pearson, 12th Edition, Chapter 13. Robbins, S.P., Coulter, M and Langton, N (2005), Management, Eighth Canadian Edition, Pearson Education Canada Inc. Chapter
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