Chapter 13- Human Resource Management

Human Resource Management Definition

The set of organizational activities aimed at attracting, developing, and maintaining an effective workforce.

Strategic Importance of HRM

HRM ensures that the organization has the right people with the right skills to meet goals

Psychological Contract

The set of individual expectations about the employment relationship.

(What the organization gives and what the employee gives)

Person-Job Fit

Alignment between an individual’s knowledge, skills, experience, and characteristics with job requirements

Person-Organization Fit

Alignment between an individual’ values, interests, behaviors, and the organizations culture

Human Resource Analytics

Using employee data to make decisions that improve HR processes and effectiveness

Equal Employment Opportunity (EEO)

Employment decisions must be made without regard to:

• race, religion, color, sex

• age, disability, etc. 

Affirmative Action

Organizations proactively seek and hire individuals from underrepresented communities

Bona Fide Occupational Qualification (BFOQ)

A job requirement that is legitimately necessary for performing the job

ex. hiring only a catholic for a catholic church

What qualification is the only one that does not apply to BFOQ

Race

Fair Labor Standards Act (FLSA)

Requires overtime pay (1.5x) for over 40 hour weeks

(hourly workers only, not salary)

Equal Pay Act of 1963

men and women receive equal pay for equal work

Family and Medical Leave Act (FMLA)

Up to 12 weeks of unpaid leave for family or medical reasons; benefits must remain

Occupational Safety and Health Act (OSHA)

Employers must provide a workplace free of hazards and comply with safety standards

Age Discrimination in Employment Act (ADEA)

Prohibits discrimination of individuals over 40; it restricts forced retirement

Pregnancy Discrimination Act (PDA)

Prohibits discrimination of pregnant employees; can’t refuse to hire someone just because they are pregnant

National Labor Relations Act (Wagner)

Gives employees the right to organize unions

Labor Management Relations Act (Taft-Hartley Act)

Limits union power; balances employer and union rights

Human Resource Planning

analyzing staffing needs and deciding how to fill them.

3 steps:

1. Job analysis

2. Job Description

3. Job Specifications

Recruitment

activities to attract a pool of qualified applicants

Internal Recruitment

• Hiring from within the organization

• Advantages: knows culture

• Drawbacks: jealousy, limited perspectives

External Recruitment

• Hiring from outside the organization

• Advantages: new perspectives, unlimited talent

• Drawbacks: don’t know culture

Selection

Choosing individuals to hire from the applicant pool

Selection Techniques

Reliability- selection tool gives consistent results

Validity- selection tool scores correlate with job performance

*know the difference*

Selection Process

1. Screening Applicant Information

2. Interview or Site Visit

3. Employment Testing (assessment centers, work sampling)

4. Preemployment checks (drug tests)

Types of Interviews

• Unstructured

• Behavioral

• Situational

Unstructured Interview

free-flowing questions; varies by interviewer

Behavioral Interview

Asks about past behaviors or experiences

“in the past, when was a time….?”

Situational Interview

Asks how an applicant would respond to a specific question

“if you were to be approached by a __ how would you…”

Employment Tests

Assessment Center- simulates work situations to evaluate a candidate better

.

Work Sampling- Applicants complete actual job tasks for evaluation

Onboarding

introducing new hires to the mission, culture, coworkers, and expectations

Training and Development Methods

• Job rotation

• Coaching

• Mentoring

• Reverse mentoring

• Management development

360- Degree Feedback

Feedback from supervisors, peers, subordinates, and customers

• the BEST performance assessment!!

Types of Compensation

• Wages 

• Salaries

• Incentives

• Benefits