PERSONNEL MANAGEMENT

1
PERSONNEL MANAGEMENT
2
WELCOME TO NORDSTROM

• We're glad to have you with our Company.
• Our number one goal is to provide outstanding
  customer service.
• Set both your personal and professional goals
  high.
• We have great confidence in your ability to
  achieve them.
• Nordstrom Rules
• Rule 1 Use your good judgment in all
  situations. There are no additional rules.
• Please feel free to ask your department manager,
  store manager or division general manager any
  question at any time.

3
Human Resource Management Cycle
Plan
Recruit and Select
Recognize and Reward
EMPLOYEE
Assess Performance
Clarify Job Responsibilities
Educate and Development
4
Human Resource Management Cycle

• Plan
• Define needs
• Prepare job description
• Recruit and select
• Prepare position announcement
• Advertise while meeting AA/EEO requirements
• Screen applications
• Interview top candidates
• Hire for fit
• Negotiate salary, benefits, and employment perks

5
Searching for Jobs

• National Strength and Conditioning Association
  http//www.nsca-lift.org/careerresources/jobboard.
  asp
• Professional sports http//www.womensportsjobs.com
  /sportsjobs/jpprosports/jpprosports.htmNew20Gene
  ral20Manager
• Jobs in Sports http//www.jobsinsports.com/?AID12
  997PID230293
• National Collegiate Athletic Association
  http//www.ncaa.org/wps/portal/!ut/p/kcxml/04_Sj9S
  Pykssy0xPLMnMz0vM0Y_QjzKLN4j3CQHJgFjGpvqRqCKOcAFvf
  V-P_NxU_QD9gtzQiHJHRUUAbGvNAw!!/delta/base64xml/L3
  dJdyEvUUd3QndNQSEvNElVRS82XzBfTFU!?CONTENT_URLhtt
  p//www2.ncaa.org/portal/employment/

6
Human Resource Management Cycle

• Clarify job responsibilities
• Describe specific expectations
• Provide initial job-specific training
• Educate and develop
• Provide learning opportunities and experiences
  continuously
• Assess performance
• Provide on-going and meaningful feedback what
  is being done well and what still needs
  improvement
• Ensure regular formal evaluations
• Recognize and reward
• Praise publicly
• Give tangible benefits and compensation

7
Help Each Employee Succeed

• Ensure that each person understands the job
  expectations
• Provide initial specialized education
• Provide a safe and harassment-free and risk
  free-work environment
• Ensure procedural due process
• Provide continuous staff development
• Catch each person doing things right
• Complete on-going assessment of performance
• Compensate based on performance

8
Performance Feedback

• Corrects misconceptions or misperceptions about
  behaviors or performance
• Helps motivate a person to seek to improve
• Stimulates positive feelings
• Helps in monitoring progress toward meeting job
  expectations or goals

9
General Electrics Vitality Curve

• Human resource cycle based on differentiation
• The As the top 20 who have passion (comprised
  of the four Es energy energize their teams
  edge execute)
• The Bs the vital 70 who are the heart of the
  company seek to develop and stretch them
• The Cs the bottom 10 who cant get the job
  done immediately help them move on
• Managers who cant differentiate soon find
  themselves in the C category. (Welch Byrne,
  2001, p. 160)

10
Principles of Delegation

• Make assignments clearly and thoroughly
• Delegate consistently
• Support delegated tasks when appropriate
• Do not allow upward delegation
• Match authority with responsibility
• Hold each person accountable for results

Authority Responsibility Accountability
11
Approaches to Conflict Resolution

• Forcing (I win you lose)
• Accommodating (you win I lose)
• Avoiding (nobody wins)
• Compromising (everyone wins and loses some)
• Collaborating (I win you win)

Fisher Ury, 1991
12
Content Theories of Motivation

• What is doing the motivating

13
Need Theories

• Maslows Hierarchy of Needs
• Esteem
• Self-actualization
• Belongingness
• Safety needs
• Physiological needs
• Alderfers ERG Model
• Existence
• Relatedness
• Growth

Growth
Deficiency
14
Atkinson and McClellans Need Theory of
Achievement
Those with a high need to achieve

• Try to outperform someone else.
• Try to meet or surpass a self-imposed high
  standard of excellence.
• Like situations in which they can take personal
  responsibility for their actions and the results.
• Are calculated risk takers.
• Seek to make a unique contribution.
• Thrive on concrete feedback.

15
Atkinson and McClellans Need Theory of
Affiliation
Those with a high need of affiliation

• Strive to be part of a group or team.
• Gain their greatest satisfaction from being liked
  and accepted.
• Seek to maintain positive interpersonal
  relationships.
• Dislike conflict and avoid conflict situations.
• Maintain robust interpersonal networks.

16
Atkinson and McClellans Need Theory of Power
Those with a high need of power

• Are concerned about influencing others by means
  of powerful actions.
• Often arouse strong positive or negative emotions
  in others.
• Are interested in acquiring a reputation or
  position.
• Like to be in control of situations.

17
Process Theories of Motivation

• The dynamics of the motivation process

18
Equity Theory

• Perceptions of fairness are based on social
  comparison.
• The employee compares job inputs with job
  outcomes in relation to referent others.
• Equity occurs when the ratio of the person's
  outcomes to inputs equals the referent other's
  outcomes to inputs.
• Whenever inequity is perceived, the employee will
  lower productivity, reduce quality, increase
  absenteeism, or resign.

19
Reinforcement Theories

• Positive reinforcement attractive outcome
  follows desired behavior
• Avoidance learning or negative reinforcement
  execute a desired behavior in order to avoid
  unpleasantness
• Extinction an undesired behavior ceases without
  rewards
• Punishment an undesired behavior leads to
  unpleasantness

20
Goal Setting Theory

• Establish definite or specific goals
• Ensure that goals can be measured
• Make goals challenging, but realistic
• Record, monitor, and reward incremental progress
  toward attaining goals
• Identify timelines for attaining goals

SMART Goals Specific Measurable Attainable
Rewarding Timely
Higher, challenging goals lead to superior
performances more often than do your best
goals.
21
Expectancy Theory

• Individuals expect that a certain behavior
  (effort to performance expectancy) will lead to a
  particular result (performance to outcome
  expectancy).
• Individuals choose behaviors based on their
  perceptions (expectancies) of how a specific
  behavior will lead to a desirable for valued
  outcome (valence).

22
Effort Performance Valence

• Valence individuals believe that the
  anticipated outcome is desirable
• Performance individuals expect that a certain
  behavior will lead to a specific result
• Effort individuals exert work and then
  associate certain probabilities of success with
  each behavior

23
Attribution Theory

• People explain or attribute their behaviors or
  performances to
• Ability stable personal competencies
• Effort variable personal output, i.e., trying
  hard
• Task difficulty stable environmental challenge
• Luck variable environmental factor

24
(No Transcript)