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Human Resource Management


Holidays. Vacation. Child & Elder Care. Tuition Reimbursement ... Bank Of Paid Time Off. Flextime. Compressed Work Week. Job Sharing. Typical Employee Benefits ... – PowerPoint PPT presentation

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Title: Human Resource Management

Chapter 9
  • Human Resource Management Motivation

Human Resource Management
  • Human resource management has the function of
    attracting, developing, and retaining sufficient
    numbers of qualified employees to perform the
    activities necessary to accomplish organizational
  • Large organizations have human resource

Human Resource Functions
Recruitment and Selection
  • Typical process
  • Advertise -Initial contact
  • Application form
  • Employment test
  • Interviews by human resource department
  • Interview with supervisor
  • Background checks
  • Medical exam
  • Employment

Recruitment and Selection continued
  • Legal requirements
  • Cannot discriminate based on race, age, religion,
    color, sex, or national origin
  • Failure to comply with equal employment
    opportunity legislation can result in fines,
    penalties, bad publicity

  • Larger organizations have employee manuals that
    describe benefits, working conditions and

  • On-the-job training is a training method that
    teaches an employee to complete new tasks by
    performing them under the guidance of an
    experienced employee.
  • A management development program provides
    training designed to improve the skills and
    broaden the knowledge of current and potential

Evaluation The Performance Appraisal
  • The performance appraisal is a method of
    evaluating an employees job performance by
    comparing actual results to desired outcomes.

Evaluation The Performance Appraisal
  • Who evaluates
  • Usually supervisors evaluate employees
  • Some firms use peer review
  • Some firms allow employees to review supervisors
    and managers
  • The 360-degree review includes feedback from
    co-workers, supervisors, managers, and even
    customers. (new trend)

  • Wages represent compensation based on an hourly
    pay rate or the amount of output produced.
  • Salary represents compensation calculated on a
    weekly, monthly, or annual basis.

Compensation continued
  • Excessive high wages and salaries may make it
    difficult for the organization to be competitive.
  • Inadequate wages can lead to high employee
    turnover, poor morale, and inefficient production.

Compensation continued
  • Employee benefits are rewards such as retirement
    plans, insurance, sick leave, child care, and
    tuition reimbursement provided entirely or in
    part at the companys expense. (average nearly
    40 of the payroll dollar)
  • Flexible or cafeteria benefit plans offer
    employees a range of options from which they can
    choose the types of benefits they receive.

Examples of Benefits
  • Health Insurance
  • Disability Insurance
  • Life Insurance
  • Retirement Plans
  • Sick Days
  • Holidays
  • Vacation
  • Child Elder Care
  • Tuition Reimbursement
  • Elect Benefits To Receive
  • Enhanced Child Care
  • Flexible Schedules
  • Bank Of Paid Time Off
  • Flextime
  • Compressed Work Week
  • Job Sharing

Typical Employee Benefits
Compensation continued
  • Flexible work plans are benefits that allow
    employees to adjust their working hours and
    places of work to accommodate their personal

Flexible Work Plans
  • Flextime allows employees to set their own hours
    within constraints set by the firm.
  • The compressed workweek allows employees to work
    the regular number of required hours in fewer
    than the typical 5 days.
  • A job sharing program allows two or more
    employees to divide the tasks of one job.
  • A home-based work program or telecommuting allows
    employees to perform their jobs from home instead
    of at the workplace.

Terminating Employees
  • Employees who leave voluntarily are often asked
    to participate in an exit interview to find out
    the reasons they left.
  • Employers may terminate employees for
  • Poor job performance
  • Negative attitudes toward work and co-workers
  • Misconduct such as excessive tardiness or
    absenteeism, dishonesty or sexual harassment.

  • Downsizing is the process of reducing employees
    within a company by eliminating jobs.
  • Usually to reduce costs and streamline the
    organizational structure.
  • May be done by offering early retirement plans,
    voluntary severance programs, and opportunities
    for internal reassignment to different jobs.

  • Outsourcing is relying on outside specialists to
    perform functions previously performed by company
  • Allows firm to focus on what they do best
  • May negotiate the best price among competing

Motivating Employees
  • Employers that rank high on the best places to
    work list share 3 Rs
  • Employees are given responsibility for their
  • Rewards are equitable.
  • Employees know they have rights.

Maslows Hierarchy of Needs
Assumptions of Maslows Hierarch of Needs
  • People are wanting animals whose needs depend
    on what they already possess.
  • A satisfied need is not a motivator only those
    needs that have not been satisfied can influence
  • Peoples needs are arranged in a hierarchy of
    importance one one need has been at least
    partially satisfied, another emerges and demands

Maslows Hierarch of Needs
  • Physiological needs - basic needs food, shelter,
    and clothing. (wages work environment)
  • Safety needs - physical and economic protection.
    (retirement plans, job security, safe work place)
  • Social needs - acceptance by others. (good
    relations with co-workers, managers, group
  • Esteem needs - receiving attention, recognition,
    and appreciation from others. (recognition for
    job performance)
  • Self-actualization needs drive people to seek
    fulfillment, realizing their own potential fully
    using their talents and capabilities.
    (challenging work assignments)

Job Design Motivation
  • Job enlargement expands the employees job by
    increasing the number and variety of tasks they
  • Job enrichment gives employees more authority in
    planning their work, deciding how it should be
    done, and learning more skills to help them grow.

Douglas McGregors Theory
  • A student of Maslow
  • Studied motivation from the perspective or how
    managers view employees
  • Coined the terms theory X and theory Y as labels
    for the assumptions that different managers
    make about worker behavior.

Assumptions for Management Styles
  • Theory X
  • Employees dislike work will avoid it
  • Employees must be coerced, controlled, or
    threatened to achieve organizational objectives
  • Employees avoid responsibility want direction
  • Theory Y
  • Employees view work as a normal activity as
    natural as play or rest
  • Employees will self-direct in achieving
    organizational objectives
  • Employees accept and want to take responsibility
    for work

Theory Z
  • Theory Z views involved workers as the key to
    increased productivity for the company and an
    improved quality of work life for the employees.
  • Participative management style
  • Blends American and Japanese management methods.

Human Resource Concerns for the 21st Century
  • Workforce getting older
  • Increase in number of disabled workers
  • More employees single parents or couples without
  • Increased use of contingent workers
  • More diversity
  • Increased use of work teams
  • Expanding employee benefits
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