HR Chapter 1

Lecture 14A:
Managing Human Resources

Today
(Chp 1)
Maryam Niazi
OB / HRM
Book:
A Framework for Human Resource

Management (6th Edition) by Gary
Dessler
OB/HRM (MGT 302) - Maryam Niazi
Lecture Outline
What is Human Resource

Management (HRM)
Personnel Aspects of a Managers

Job
Line & Staff aspects of HRM

HR Duties
Changing HR Environment
13
Strategy and the Basic HR Process
Figure 18
2005 Prentice Hall Inc. All rights
reserved.
14
The Managers Human

Resource
Management process
Management Jobs
The five basic functions of planning,

organizing, staffing, leading, and controlling.
Human
resource management (HRM)
The policies and practices involved in

carrying out the people or human resource
aspects of a management position, including
recruiting, screening, training, rewarding,
and appraising and providing a safe, ethical
and fair environment for your employees
5
Personnel Aspects Of A
Managers Job
Conducting job analyses (determining the nature of

each employees job)
Planning labor needs and recruiting job candidates
Selecting job candidates
Orienting and training new employees
Managing wages and salaries (compensating

employees)
Providing incentives and benefits
Appraising performance
Communicating (interviewing, counseling, disciplining)
Training and developing managers
Building employee commitment

16
Personnel Mistakes
Hire the wrong person for the job
Experience high turnover
Have your people not doing their best
Waste time with useless interviews
Have your company in court because of discriminatory

actions
Have your company cited under occupational safety laws

for unsafe practices
Have some employees think their salaries are unfair and

inequitable relative to others in the organization
Allow a lack of training to undermine your departments

effectiveness
Commit any unfair labor practices

17
Why study HR then?

Getting
results
The bottom line of managing

HR
creates value by
engaging
in activities that produce
the employee behaviors
the company needs to
achieve its strategic
goals.
18
Line and Staff Aspects of

HRM
Line
manager
A manager who is authorized to

direct the work of subordinates and
is responsible for accomplishing the
organizations tasks e.g. production
manager
Staff
manager
A manager who assists and advises

line managers e.g. HR manager
19
Functions of the HR
Manager
A
line function
The HR manager directs the activities

of the people in his or her own
department
A
coordinative function
HR managers also coordinate

personnel activities, a duty often
referred to as functional control.
Staff
(assist and advise) functions
Assisting and advising line managers

is the heart of the HR managers job.
1
10
HR and Authority
Authority
The right to make decisions, direct others

work, and give orders.
Implied
authority
The authority exerted by an HR manager

by virtue of others knowledge that he or
she has access to top management.
Line
authority
The authority exerted by an HR manager

by directing the activities of the people in
his or her own department and in service
areas.
1
11
Examples of HR Job Duties

Recruiters
Equal
employment opportunity
(EEO) coordinators
Job analysts
Compensation managers
Training specialists
Labor relations specialists
1
12
A Changing HR
Environment
Globalization
Technological
The
Advances
Nature of Work
Workforce
Demographics
1
13
A Changing HR
Environment
Globalization: Firms expanding sales to new
markets abroad (e.g. Dell produces PCs in China).

More competition means lowering costs & doing
better things less expensively
Technological
Advances: Changing nature of

business environment e.g. the Spanish retailer
Zara operates its own internet based worldwide
distribution network
The
Nature of Work: Increased emphasis on

training workers to substitute manual labor with
automated machines
Workforce
Demographics: Gen Y (Younger

workers have different work values than their
parents), aging workforce, increase in part-time
workers
1
14
The HR Manager Today

Focus
more on strategic issues and

not only on hiring employees
Find new ways to provide transactional
services (e.g. on-line advertising)
Build HPWS(High Performance Work
Systems): well-trained employees,
sophisticated recruitment practices,
higher productivity
HPWS: A set of HRM Policies that
together produce superior employee
performance
15
Benefits of a High
Performance
Work System
Generate more job applicants
Screen candidates more effectively
(HPWS)
Provide
more and better training

Link pay more explicitly to performance
Provide a safer work environment
Produce more qualified applicants per position
More employees are hired based on validated
selection tests
Provide more hours of training for new employees
Higher percentages of employees receiving
regular performance appraisals.
1
16
The HR Manager Today

(Contd...)
Understanding
Evidence-Based
Management (EBM): Use of data,
facts, critical evaluation, research
studies to support decision making
Measure HR Performance through
metrics e.g.
Turnover
Rate
[Number of separations during month Average

number of employees during month] 100
Time
to fill
Total days elapsed to fill requisitions Number hired

17
Lecture 14B:
Personnel Planning & Recruiting
(Chp 3)
Maryam Niazi
OB / HRM
18
Lecture Outline
What
is Job Analysis?
Methods of Job Analysis
Job Description & Job Specification
The Recruitment & Selection Process
Workforce Planning & Forecasting
Recruiting Job Candidates: Internal &
External Sources
Developing & Using Application Forms
19
A. The Nature of Job

Analysis
Job analysis
The procedure for determining the duties

and skill requirements of a job and the kind
of person who should be hired for it.
Job
description
Job
specifications
A list of a jobs duties, responsibilities,

reporting relationships, working conditions,
and supervisory responsibilitiesone
product of a job analysis.
A list of a jobs human requirements, that
is, the requisite education, skills,
personality, and so onanother product of
a job analysis.
20
Uses of Job Analysis Information
21
Methods of Collecting Job

Analysis
Information:
The
Information sources
Interview formats
Interview
Individual employees
Structured
Groups of employees
Supervisors with
knowledge of the job
(Checklist)
Unstructured
Advantages
Quick, direct way to

find overlooked
information.
Disadvantages
Distorted information
22

Analysis Information:
Information source
Questionnaires Advantages
Have employees fill
out questionnaires to
describe their jobrelated duties and
responsibilities.
Questionnaire
formats
Structured checklists
Open-ended
questions
Quick and efficient

way to gather
information from
large numbers of
employees
Disadvantages
Expense and time

consumed in
preparing and
testing the
questionnaire
23

Advantages
Information source
Observation
Provides first-hand
Observing and
noting the physical
activities of
employees as they
go about their jobs.
information
Reduces distortion of
information
Disadvantages
Time consuming
Difficulty in capturing
entire job cycle
Of little use if job
involves a high level
of mental activity.
24

Information source
Advantages
Participant
Diary/Logs
Workers keep a
Produces a more
chronological diary/
log of what they do
and the time spent
in each activity.
complete picture of
the job
Employee
participation
Disadvantages
Distortion of
information
Depends upon
employees to
accurately recall their
activities
25
Writing Job Descriptions

A
job description
A written statement of what the worker

actually does, how he or she does it, and
what the jobs working conditions are.
Sections
of a typical job description
Job identification
Job summary
Reporting Relationships
Responsibilities and duties
Standards of performance / Working conditions
Job specifications
26
The Job Description

Job
Identification
Responsibilities
Duties
Job title
Preparation date
Preparer
Job
Major responsibilities and

duties (essential functions)
Decision-making authority
Direct supervision
Budgetary limitations
Summary
General nature of the

job
Major
functions/activities
Standards
of
Performance and
Working Conditions
What it takes to do the job
successfully
Relationships
and
Reports to:
Supervises:
Works with:
Outside the company:
Job Specification
o Education
o Work Experience
o Skills
427
Sample Job
Description,
Pearson
Education
Source: Courtesy of HR
Department, Pearson Education.
Figure 3.1
28
Source: Courtesy of HR
Department, Pearson
Education.
Figure 3.1
29
The Job Description

Job
identification
Job title: name of job

Preparation date: when the
description was written
Prepared by: who wrote the
description
Job
summary
Describes the general nature of the

job
Lists the major functions or activities
30
The Job Description

(contd)
Relationships (chain of command)

Reports to: employees immediate
supervisor
Supervises: employees that the job
incumbent directly supervises
Works with: others with whom the job
holder will be expected to work and
come into contact with internally.
Outside the company: others with whom
the job holder is expected to work and
come into contact with externally.
31
The Job Description

(contd)
Responsibilities and duties
A listing of the jobs major responsibilities

and duties (essential functions)
Defines limits of jobholders decisionmaking authority, direct supervision, and
budgetary limitations.
Standard
Occupational Classification
Classifies all workers into one of 23 major

groups of jobs which are subdivided into
96 minor groups of jobs and detailed
occupations.
32
SOCs
Major
Groups of
Jobs
Note: Within these major

groups are 96 minor groups,
449 broad occupations, and
821 detailed occupations.
Table 42
33
The Recruitment and

Selection Process
1.
2.
3.
4.
5.
Decide what positions youll have to fill

through personnel planning and forecasting.
Build a pool of candidates for these jobs by
recruiting internal or external candidates.
Have candidates complete application forms
and perhaps undergo an initial screening
interview.
Use selection techniques like tests,
background investigations, and physical
exams to identify viable candidates.
Decide who to make an offer to, by having
the supervisor and perhaps others on the
team interview the candidates.
34
Steps in Recruitment and Selection

Process
The recruitment and selection process is a series of

hurdles aimed at selecting the best candidate for the
job.
OB/HRM (MGT 302) - Maryam

Niazi
35
Planning and Forecasting

Employment
or personnel
planning
The process of deciding what
positions the firm will have to fill,
and how to fill them.
What
to forecast?
Overall personnel needs

The supply of inside candidates
The supply of outside candidates
36
B1: Forecasting Personnel

Needs
Trend analysis
The study of a firms past employment

needs over a period of years to predict
future needs.
Ratio
analysis
A forecasting technique for determining

future staff needs by using ratios between a
causal factor and the number of employees
needed e.g. sales volume & salespeople
The Scatter Plot

A graphical method used to help identify the
relationship between two variables.
OB/HRM (MGT 302) - Maryam
37
Determining the Relationship Between

Hospital Size and Number of Nurses
Figure 53
38
Forecasting the Supply of

Inside Candidates
Qualifications
inventories
Manual or computerized records listing
employees education, career and
development interests, languages, special
skills, and so on, to be used in selecting
inside candidates for promotion.
Personnel
replacement charts
Company records showing present
performance and promotability of inside
candidates for the most important positions.
39
Management
Replacement Chart
Showing
Development Needs
of Future Divisional
Vice President
40
Computerized Information
Systems
Human
Resource Information System (HRIS)

Computerized inventory of information that
can be accessed to determine employees
background, experience, and skills that
may include:
Work experience codes
Product or service knowledge
Industry experience
Formal education
41
Forecasting the Supply of

Outside Candidates
Factors
impacting the supply of outside

candidates
General economic conditions
Expected unemployment rate
42
Finding Candidates
Internal
External
Sources of
Candidates
43
Internal Candidates:
Hiring from Within
Advantages
Foreknowledge of
candidates strengths and
weaknesses
More accurate view of

candidates skills
Candidates have a stronger

commitment to the
company
Increases employee morale
Less training and

orientation required
Disadvantages
Failed applicants
become discontented
Time wasted
interviewing inside
candidates who will not
be considered
Inbreeding strengthens
tendency to maintain
the status quo.
44
Finding Internal
Candidates
Rehiring
Former
Employees
Job Posting
Hiring from
Within
Succession
Planning (HRIS)
45
Outside Sources of
Candidates
Locating Outside Candidates
1
Recruiting via the Internet
Executive Recruiters
Advertising
College Recruiting
Employment Agencies
Referrals and Walk-ins
46
Internet Recruiting
(+) Advantages
Cost-effective way to publicize job openings
More applicants attracted over a longer period
Immediate applicant responses
Online prescreening of applicants
Links to other job search sites
Automation of applicant tracking and evaluation
(-) Disadvantages
Exclusion of older and minority workers
Excessive number of unqualified applicants
Personal information privacy concerns of
applicants
47
Advertising
The Media: selection of the best medium
depends on the positions for which the firm is
recruiting.
Newspapers (local and specific labor markets)
Trade and professional journals
Internet job sites
Marketing programs
Constructing an effective ad
Wording related to job interest factors should
evoke the applicants attention, interest, desire,
and action (AIDA) and create a positive
impression of the firm.
48
Ineffective and Effective Web Ads
49
Help
Wanted
Ad
Source: The Miami Herald, March 24, 2004, p. SF.
50
Employment Agencies
Reasons
for using a private employment agency:
When a firm doesnt have an HR department and is not

geared to doing recruiting and screening.
The firm has found it difficult in the past to generate a
pool of qualified applicants.
The firm must fill a particular opening quickly.
There is a perceived need to attract a greater number of
minority or female applicants.
The firm wants to reach currently employed individuals,
who might feel more comfortable dealing with agencies
than with competing companies.
The firm wants to cut down on the time its devoting to
recruiting.
51
Employment Agencies
Avoiding
problems with employment agencies:
Give the agency an accurate and complete job description.

Make sure tests, application blanks, and interviews are
part of the agencys selection process.
Periodically review data on candidates accepted or
rejected by your firm, and by the agency. Check on the
effectiveness and fairness of the agencys screening
process.
Screen the agency. Check with other managers or HR
people to find out which agencies have been the most
effective at filling the sorts of positions needed to be filled.
Review the Internet and a few back issues of the Sunday
classified ads to discover the agencies that handle the
positions to be filled.
35
Executive Recruiters /
Headhunters
Special employment agencies retained by
employers to seek out top-management
talent for their clients.
Contingent-based recruiters collect a fee for
their services when a successful hire is
completed.
Retained executive searchers are paid
regardless of the outcome of the recruitment
process
(+) Contacts, Confidentiality, Time & cost saving

(-) Detailed explanation of JD is required
53
College Recruiting
Recruiting goals
To determine if the candidate is worthy of
further consideration
To attract good candidates (expensive,
recruiter effectiveness is critical)
Internships
(+) Hire fresh talent
(-) Expensive, Contact person is
critical in the recruiting process
54
Employee referrals
Applicants who are referred to the
organization by current employees
(+) More applicants, Cost-effective, Higher
quality candidates
(-) De motivation if referral gets rejected
Walk-ins
Direct applicants who seek employment with
or without encouragement from other
sources.
Courteous treatment of any applicant is a
good business practice.
39
Recruiting A More Diverse

Workforce
Single
Parents
The Disabled
Welfare-toWork
Older
Workers
Minorities
and Women
56
Developing and Using

Application Forms
Uses of
Application
Information
Applicants
education
and
experience
Applicants
progress
and growth
Applicants
employment
stability
Applicants
likelihood of
success
57
Key Takeaways
HRM
pertains to people or human resource

aspects of a management position, including
recruiting, screening, training, rewarding, and
appraising and providing a safe, ethical and
fair environment for your employees.
HR Managers perform three functions.
The first step in the HR process is Personnel
Planning & Recruiting.
Job analysis consists of two components: JD &
JS.
Employees can be recruited internally &
externally.
OB/HRM - Maryam Niazi
58
Important
Makeup
Class on Saturday 21st

March 2015 (Timings: 9am to 12
noon, Aud 10 & Aud 9)
Quiz Reminder!
Quiz
6 will be taken in the next
class
Syllabus: Lecture 14A & 14B
60
Next Topic & Readings
Next Topic: Testing & Selecting Employees
61
Discussion Session
Assignment: HR_01
Prepare a Job Description for an HR

Officer
Hard copy submission
3 members per group
Next Week: Case

Presentation
Presentations
of CS_06
Glossary
Human Resource Management
Line Manager
Staff Manager
Line Function
Staff Function
Coordinative Function
Implied Authority
High Performance Work System
(HPWS)
Jo Analysis
Job Description
Job Specification
Headhunters

HR Chapter 1

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Lecture 14A:

Managing Human Resources

A Framework for Human Resource

OB/HRM (MGT 302) - Maryam Niazi

What is Human Resource

Personnel Aspects of a Managers

Line & Staff aspects of HRM

Strategy and the Basic HR Process

The Managers Human

The five basic functions of planning,

resource management (HRM)

The policies and practices involved in

Conducting job analyses (determining the nature of

Planning labor needs and recruiting job candidates

Selecting job candidates

Orienting and training new employees

Managing wages and salaries (compensating

Providing incentives and benefits

Communicating (interviewing, counseling, disciplining)

Training and developing managers

Building employee commitment

Hire the wrong person for the job

Experience high turnover

Have your people not doing their best

Waste time with useless interviews

Have your company in court because of discriminatory

Have your company cited under occupational safety laws

Have some employees think their salaries are unfair and

Allow a lack of training to undermine your departments

Commit any unfair labor practices

Why study HR then?

The bottom line of managing

Line and Staff Aspects of

A manager who is authorized to

A manager who assists and advises

The HR manager directs the activities

HR managers also coordinate

(assist and advise) functions

Assisting and advising line managers

The right to make decisions, direct others

The authority exerted by an HR manager

The authority exerted by an HR manager

Examples of HR Job Duties

OB/HRM (MGT 302) - Maryam Niazi

OB/HRM (MGT 302) - Maryam Niazi

markets abroad (e.g. Dell produces PCs in China).

Advances: Changing nature of

Nature of Work: Increased emphasis on

Demographics: Gen Y (Younger

The HR Manager Today

more on strategic issues and

more and better training

The HR Manager Today

[Number of separations during month Average

Total days elapsed to fill requisitions Number hired

OB/HRM (MGT 302) - Maryam Niazi

OB/HRM (MGT 302) - Maryam Niazi

A. The Nature of Job

The procedure for determining the duties

A list of a jobs duties, responsibilities,

Uses of Job Analysis Information

OB/HRM (MGT 302) - Maryam Niazi

Methods of Collecting Job