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Management meeting and exceeding customer expectation 8th ch12

Staffing

Chapter 12

MANAGEMENT
Meeting and Exceeding Customer Expectations
EIGHTH EDITION
Prepared by
Deborah Baker
Texas Christian University
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

1


learning objectives
1. Explain the importance of the staffing function
2. List and explain the eight elements of the
staffing process

3. Describe the three primary staffing

environments

4. Describe the four activities related to human
resource planning

5. List and describe the primary screening devices
Chapter 12

used in the selection process

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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learning objectives

(continued)

6. Explain the differences and similarities
between training and development

7. Explain the purpose of a performance
appraisal

8. Describe the four primary employment
decisions

9. Explain the purposes and components

Chapter 12

of compensation

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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Staffing



11

Staffing
Staffing

Attract, hire, train, develop,
reward, and retain the right
number of good people, helping
them meet their needs while they
help the organization meet its
needs

Attract
Attract

Chapter 12

Hire
Hire
Develop
Develop

Train
Train
Reward
Reward

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Retain
Retain
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The Staffing Process
1.
1. Human
Human resource
resource planning
planning
2.
2. Recruiting
Recruiting
3.
3. Selection
Selection
4.
4. Orientation
Orientation
5.
5. Training
Training and
and development
development
6.
6. Performance
Performance appraisal
appraisal

Chapter 12

7.
7. Compensation
Compensation
8.
8. Employment
Employment decisions
decisions
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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33

Staffing Environments
Equal Employment Opportunity

Legal
Legal
Environment
Environment
Topics
Topics

Affirmative Action

Chapter 12

Sexual Harassment

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33

Equal Employment Opportunity
It is unlawful…

1. To fail or refuse to hire or to discharge
an individual solely on the basis of race,
color, religion, sex, age, national origin,
or handicap

Chapter 12

2. To limit, segregate, or classify employees
or applicants for employment in any way
that would tend to deprive the individual of
employment opportunities solely on the
basis of race, color, religion, sex, age,
national origin, or handicap
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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33

Equal Employment Opportunity
Company Defenses Against
Discrimination Accusations

 It is job related
 It is a business necessity
 It acknowledges a bona fide occupational
qualification

Chapter 12

 It honors a bona fide seniority system

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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33

Equal Employment Opportunity
Protected Groups

 Women
 Disabled or differently abled
 Minorities
– Hispanic-surnamed Americans
– Asians and Pacific Islanders
– African Americans not of Hispanic origin

Chapter 12

– Native Americans
– Native Alaskans
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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33

Equal Employment Opportunity
Disparate
Disparate
Impact
Impact

The result of using employment
criteria that have a significantly
greater negative effect on some
groups than on others
Remedies: Reinstatement and
recovery of lost pay

Chapter 12

Affirmative
Affirmative
Action
Action

A plan to give members of
specific groups priority in hiring
or promotion

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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33

Sexual Harassment
Includes…

Chapter 12

 Unwelcome sexual advances
 Requests for sexual favors
 Verbal or physical conduct of a sexual nature

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33

Sexual Harassment
When these conditions are present

1. Submission to such conduct is an explicit or
implicit term or condition of employment

2. Submission to or rejection of such conduct is
used as a basis for any employment decision

3. Such conduct has the purpose of unreasonably

Chapter 12

interfering with the individual’s work
performance or creating an intimidating, hostile,
or offensive work environment

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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33

Sexual Harassment
Bravo and Cassedy’s Research

 Men and women have different views of what
constitutes harassment

 Most harassers are men, but most men are not
harassers

 Intentional harassment is an exercise of
power, not romantic attraction

Chapter 12

 Ninety percent of harassment cases involve
men harassing women; 9 percent involve
same-sex harassment; 1 percent involve
women harassing men
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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33

Sexual Harassment
Guidelines from 9 to 5

 Involve all employees
 Define procedures to protect the complainant
and the accused

 Investigate promptly, using impartial
investigators

 Give several options for reporting
 Indicate appropriate discipline, including
Chapter 12

counseling

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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33

Sociocultural Environment
The
TheU.S.
U.S. work
workforce
forceof
ofthe
thefuture
futurewill
willbe:
be:
Smaller
Smaller

Less
LessMale
Male

Chapter 12

More
MoreEthnically
Ethnically
Diverse
Diverse

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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33

Glass Ceilings and Glass Walls

Chapter 12

Glass
Glass
Ceiling
Ceiling

Discrimination that keeps
individuals from protected
groups out of upper-level
management jobs

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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Union Environment

Chapter 12

Collective
Collective
Bargaining
Bargaining

Negotiation between a union and
an employer in regard to wages,
benefits, hours, rules, and
working conditions

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

17


Human Resource Planning

44

Chapter 12

Prepare
Prepare
Job
Job
Analysis
Analysis

Employee
Employee
History
History

Strategic
Strategic
Plans
Plans

Prepare
Prepare
HR
HR
Inventory
Inventory

Prepare
Prepare
HR
HR
Forecast
Forecast

Plan
Plan for
for
Growth
Growth
in
in Jobs
Jobs
Compare
Compare
Inventory
Inventory
and
and
Forecast
Forecast

Status
Status
Quo
Quo

Plans
Plans for
for
Reduction
Reduction
in
in Jobs
Jobs
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44

Job Analysts

1. Observe the job holder
2. Review questionnaires
3. Conduct interviews
4. Form a committee to analyze, review,
Chapter 12

and summarize the results

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

19


Job Analysis

44

Job Description
I. Job Identification
II. Function
III. Scope
IV. Responsibilities
V. Authority Relationships
VI. Equipment, Materials,
and Machines

Job Specification
I. Job Identification
II. Education
III. Experience
IV. Skills
V. Special Requirements
VI. Behavioral
Characteristics

VII.Physical Conditions
or Hazards
Chapter 12

VIII.Other

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44

Human Resource Inventory
Human
Human
Resource
Resource
Inventory
Inventory

Chapter 12

 Skills
 Abilities
 Interests

Information about an
organization’s current personnel

 Training
 Experience
 Qualifications

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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55

Strategies for Recruiting
Employment
EmploymentServices
Servicesand
andAgencies
Agencies
Advertisements
Advertisements
Current
CurrentEmployee
EmployeeRecommendations
Recommendations
Job
JobFairs
Fairs
Community
Communityand
andProfessional
ProfessionalNetworking
Networking
Trade
TradeUnions
Unions

Chapter 12

Internship
InternshipPrograms
Programs
Private
PrivateSearch
SearchFirms
Firms
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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Selection Process

55

Chapter 12

Applicant
Applicant
Pool
Pool

Offer
Offerof
of
Employment
Employment

Application
Application
Form
Form

Reject
Reject

Preliminary
Preliminary
Interview
Interview

Reject
Reject

Testing
Testing

Reject
Reject

In-Depth
In-Depth
Interview(s)
Interview(s)

Reject
Reject

Reference
Reference
Checks
Checks

Reject
Reject

Physical
Physical
Exams
Exams

Reject
Reject

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

23


Testing

55

Chapter 12

Test
Test

Any criterion or performance
measure used as a basis for an
employment decision

Measures include:
 Interviews
 Application forms
 Psychological exams
 Performance exams
 Physical requirements
 Other devices

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

24


Orientation

55

Chapter 12

Orientation
Orientation

Introducing new employees to
the organization by explaining
their duties, helping them meet
their coworkers, and acclimating
them to their work environment

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