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Management
, Ninth Edition
Robert Kreitner, Arizona State University
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| | Chapter Summaries
Chapter 11:
Human Resource Management
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Human resource management involves human resource acquisition, retention, and development. Four key human resource management activities necessarily linked to organizational strategy and structure are (1) human resource strategy, (2) recruitment and selection, (3) performance appraisal, and (4) training. After an employee has joined the organization, part of the human resource management process involves dealing with human resource problems such as sexual harassment and alcohol and drug abuse.
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A systems approach to human resource strategy views both present and future employees as human capital that needs to be developed to its fullest potential. Pfeffers seven people-centered practices can serve as a strategic agenda for human resource management. The seven practices are provision of job security, rigorous hiring practices, employee empowerment, performance-based compensation, comprehensive training, reduction of status differences, and sharing of key information.
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Managers need to recruit for diversity to increase their appeal to job applicants and customers alike. The hurdle-like selection process can be summed up in the seven-step PROCEED model. The seven steps are (1) prepare (job analysis, job descriptions, and interview questions), (2) review (legality and fairness of questions), (3) organize (assign questions to interview team), (4) conduct (collect information from the candidate), (5) evaluate (judge candidates qualifications), (6) exchange (meet and discuss information about candidate), and (7) decide (extend job offer or not).
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Federal equal employment opportunity laws require managers to make hiring and other personnel decisions on the basis of ability to perform rather than personal prejudice. Affirmative action, making up for past discrimination, is evolving into managing diversity. Appreciation of interpersonal differences within a heterogeneous organizational culture is the goal of managing-diversity programs. The Americans with Disabilities Act of 1990 (ADA) requires employers to make reasonable accommodations so that disabled people can enter the workforce.
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All employment tests must be valid predictors of job performance. Because interviews are the most popular employee screening device, experts recommend structured rather than traditional, informal interviews.
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Legally defensible performance appraisals enable managers to make objective personnel decisions. Four key legal criteria are job analysis, behavior-oriented appraisals, specific written instructions, and evaluation of results with ratees. Seven common performance appraisal techniques are goal setting, written essays, critical incidents, graphic rating scales, weighted checklists, rankings/comparisons, and 360-degree reviews.
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Today, training is a huge business in itself. Unfortunately, most training dollars are being spent where they are least needed, to train well-educated managers and professionals. Managers can ensure that their training investment pays off by using techniques appropriate to the situation. Training programs should be designed with an eye toward maximizing the retention and transfer of learning to the job. Successful skill learning and factual learning both depend on goal setting, practice, and feedback. But skills should be modeled, whereas factual information should be presented in a logical and meaningful manner.
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Sexual harassment and alcohol and drug abuse are contemporary human resource problems that require top-management attention and strong policies. A sexual harassment policy needs to define the problem behaviorally, specify penalties, and be disseminated and enforced. Referral to professional help and rehabilitation is the key to fighting substance abuse in the workplace.
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