Human Resource Management: Lecture Outlines

Chapter 9
Lecture Outlines
Human Resource
Management
Chapter Objectives
• Define the term human capital, and identify at

least four of Pfeffer’s people-centered
practices.
• Identify and briefly explain the seven steps in
the PROCEED model of employee selection.
• Distinguish among equal employment
opportunity, affirmative action, and managing
diversity.
• Explain how managers can be more effective
interviewers.
Copyright © Houghton Mifflin Company. All rights reserved. Lecture Outlines, 9–2
Chapter Objectives (cont’d)
• Discuss how performance appraisals can be

made legally defensible.
• Contrast the ingredients of good training
programs for both skill and factual learning,
and explain the role of training in preventing
sexual harassment.
Human Resource Strategy:
A People-Centered Approach
• Human Resource Management (HRM)

– The proactive acquisition, retention, and development
of human resources necessary for organizational
success.
– HRM has moved from a support staff function
(personnel) to a more strategic role in organizations.
• Human Capital
– A term that recognizes the greater societal value of
developing all present and future work force
participants to their fullest potential.
People-Centered Organizations Enjoy a
Competitive Advantage
• People-centered Practices:
– Protection of job security
– Rigorous hiring process
– Employee empowerment
– Compensation linked to performance
– Comprehensive training
– Reduction of status differences
– Sharing of key information
Recruitment and Selection
• “Getting the right people on the bus.”

– Recruiting for diversity
– Goal is to generate a pool of qualified applicants
through many different sources that are
demographically representative of the population
at large.
– Networking appears to be the most successful job-
hunting method.
The Selection Process: An Overview
• Screening and Selection

– Similar to a hurdle race:
– Résumé screening
– Reference and background checks
– Psychological tests, physical examinations,
interviews, work-sampling
• Steps in the PROCEED Model
– Prepare
ReviewOrganizeConductEvaluate
ExchangeDecide
The Selection Process: An Overview (cont’d)
• Job Analysis
– The process of identifying basic task and skill
requirements for a specific job by studying superior
performers.
• Job Description
– A concise document that outlines the role
expectations and skill requirements for a specific job.
• Job Specification
– The knowledge, skills, and abilities required for the
job incumbent.
Equal Employment Opportunity (EEO)
• EEO and Title VII of the Civil Rights Act of 1964

– In virtually all aspects of employment, it is unlawful to
discriminate on the basis of race, color, sex, religion,
age, national origin, disability, or veteran status.
– Aimed at preventing future discrimination.
• Affirmative Action Program (AAP)
– Actively seeking out, employing, and developing the
talents of those groups traditionally discriminated
against in employment in the past.
Implementing an Affirmative
Action Program
• Measures Employed in AAPs to Prevent

Discrimination:
– Active recruitment of women and minorities.
– Elimination of prejudicial questions on employment
application forms.
– Establishment of specific goals and timetables for
minority hiring.
– Statistical validation of employment testing
procedures.
Toward Managing Diversity
• From Affirmative Action to Managing Diversity
– The objective is to develop an appreciation of
interpersonal differences and to create a dominant
heterogeneous culture.
• Accommodating The Needs of People with
Disabilities
– Americans with Disabilities Act of 1990 (ADA)
– Requires that employers to make reasonable
accommodations to the needs of present and
future employees with physical and mental
disabilities.
ADA Policy Guidelines for Employers
• Audit the workplace to eliminate barriers and

bias.
• Train all managers in ADA compliance and all
employees to be sensitive to others with
disabilities.
• Do not hire anyone who cannot safely perform
the basic duties of a particular job with
reasonable accommodation.
Recruitment and Selection
• Employment Selection Tests

– Any procedures used in the employment decision
process such as
– Pencil-and-paper tests
– Unscored application forms
– Informal and formal interviews
– Performance tests
– Physical, education, or experience requirements
– Tests must be unbiased, statistically valid, and
reliable predictors of job success.
Recruitment and Selection (cont’d)
• Interviewing
– Interviews are the most common selection tool.
– There is unsubstantiated confidence in the traditional interview.
• Unstructured Interviews
– No fixed question format or systematic scoring
– Shortcomings:
– Susceptible to distortion and interviewer bias
– Open to legal attack; legally indefensible if contested.
– Apparent but no real validity; may not be totally job-related
and possibly invasive of privacy.
– Highly inconsistent in application as selection tool.
– Lack of feedback to interviewers about selection errors.
Recruitment and Selection (cont’d)
• Structured Interview
– A set of job-related questions with standardized answers.
– Question types used in structured Interviews
– Hypothetical situations
– Job knowledge
– Job sample simulation
– Worker requirements
• Behavioral Interviewing
– Posing detailed questions to candidates about their personal,
specific behaviors in actual past job-related situations.
Performance Appraisal
• Performance Appraisal
– Evaluating individual job performance as a basis for
making objective personnel decisions.
• Making Performance Appraisals Legally
Defensible
1. Use job analysis to develop the appraisal system.
2. Check that the appraisal system is behavior-
oriented, not trait-oriented.
3. Have evaluators follow specific written instructions
when conducting appraisals.
4. Have evaluators review results with the ratees.
Performance Appraisal (cont’d)
• Alternative Performance Appraisal Techniques
– Goal setting (MBO)
– Written essays
– Critical incidents
– Graphic rating scales
– Behaviorally anchored rating scales (BARS)
– Weighted checklists
– Rankings and comparisons
– Multirater appraisals
– 360-degree review
Training
• Training
– Guided experience to change employee behavior
and/or attitudes
• Training Facts
– 54.2 billion dollars were spent on employee training in
2002, although most of it was spent on well-educated
managers and professionals.
– Remedial education and basic skills training for
nonmanagement personnel is both a business
necessity and a good investment for employers.
Training (cont’d)
• The Ingredients of a Good Training Program

– Maximize similarity between the training and the job.
– Provide as much experience as possible.
– Provide a variety of examples.
– Label or identify important task features.
– Understanding general principles enhances transfer.
– Reward trained behaviors and ideas.
– Design training content for obvious applicability.
– Use questions to guide trainee’s attention.
Training: Skill Versus Factual Learning
• Effective skill learning • Effective factual learning
ingredients sequence
– Goal setting – Goal setting
– Modeling – Meaningful presentation of
– Practice materials
– Feedback – Practice
– Feedback
Needed: Training to Discourage
Sexual Harassment
• Sexual Harassment
– Unwanted attention that creates an offensive or
intimidating work environment.
– Unwanted physical contact
– Gestures, displays, joking, and language
– Organizations are responsible for the actions of their
employees and others.
– It is the manager’s job to be aware of and to
correct cases of harassment.
– Ignorance of harassment activity is not a valid legal
defense.
Discouraging Sexual Harassment
• What can victims do? • Factors leading to victims
– Live with it winning harassment
– Fight back lawsuits:
– Complain to higher-ups – Harassment was severe.
– Find another job – There were witnesses.
– Sue their employer – Management was notified
– Management failed to act.
– There is supporting
documentation.
Discouraging Sexual Harassment (cont’d)
• What Can the Organization Do?

– Garner top-management commitment to eliminate
sexual harassment.
– Issue a clear sexual harassment policy statement.
– Provide appropriate awareness training.
– Establish a grievance procedure for reporting
incidents of harassment.

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Chapter 9

• Define the term human capital, and identify at

• Discuss how performance appraisals can be

• Human Resource Management (HRM)

• “Getting the right people on the bus.”

• Screening and Selection

• EEO and Title VII of the Civil Rights Act of 1964

• Measures Employed in AAPs to Prevent

• Audit the workplace to eliminate barriers and

• Employment Selection Tests

• The Ingredients of a Good Training Program

• What Can the Organization Do?

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