Staffing and Human

Resource
Management

Fundamentals of Management: 6-1 Gao Junshan, UST Beijing

 Where We Are
Part 1 Introduction
Chapter 5
Basic Organization Design
Part 2 Planning
Chapter 6
Part 3 Organizing Staffing and Human Resource
Management
Part 4 Leading Chapter 7
Managing Change and Innovation
Part 5 Controlling

Fundamentals of Management: 6-2 Gao Junshan, UST Beijing

 Chapter Guide
• Over view of Human Resource Management
– Definition and significance
– Environmental factors influencing HRM
– Career Development
• Human Resource Management Process
– Planning, Recruitment, Selection, Orientation, Training and
Development, Performance Management, Compensation and
Benefits, Safety and Health
• Current Issues on Human Resource Management
– Work force diversity, Sexual harassment, Family-friendly
benefits, Unions, Workforce violence, Survivors of layoffs,
Outsourcing and contingent workforce

Fundamentals of Management: 6-3 Gao Junshan, UST Beijing

Overview: definition and significance

Human Resource
Management
Human Resource Management
(HRM) concerns with getting,
training, motivating and keeping
competent employees

Fundamentals of Management: 6-4 Gao Junshan, UST Beijing

Overview: environmental factors

Common Factors to all

management practices

Environmental
Laws and
Factors government regulations
Affecting HRM

Labor Unions

Fundamentals of Management: 6-5 Gao Junshan, UST Beijing

Overview: environmental factors

The Legal
Environment of HRM

Affirmative Action

Employment Training Retention

Fundamentals of Management: 6-6 Gao Junshan, UST Beijing

Overview: career development (see Career Module p218)

Three Step Career

Planning
Step I Step II Step III

Identify and Test your

Convert this
Organize Career
information
your skills, possibilities
into general
interests, against
career fields
work-related realities of
and specific
needs, organization
job goals
and values or job market

Fundamentals of Management: 6-7 Gao Junshan, UST Beijing

Overview: career development (see Career Module p224)

Develop
Develop aa network
network
Acquire
Acquire and
and continue
continue upgrading
upgrading your
your skills
skills
Participate
Participate in
in an
an internship
internship
Think
Think laterally
laterally
Stay
Stay mobile
mobile
Support
Support your
your boss
boss
Find
Find a
a mentor
mentor
Don’t
Don’t stay
stay too
too long
long
Stay
Stay visible
visible
Gain
Gain control
control of
of organization
organization resources
resources
Learn
Learn the
the power
power structure
structure
Present
Present the
the right
right Image
Image
Do
Do good
good work
work
Select
Select the
the job
job judiciously
judiciously
Fundamentals of Management: 6-8 Gao Junshan, UST Beijing
HRM process

Human Resource Management

Process
Recruitment
Planning Selection Orientation
and Downsizing

Training and Performance Competent High-Performing

Development Appraisals Workers

Compensation Safety and

and Benefits Health

Fundamentals of Management: 6-9 Gao Junshan, UST Beijing

 HRM process: planning

Human Resource
Planning

Making a CurrentMaking a Future

Assessment Assessment

Designing a Future
Program

Fundamentals of Management: 6-10 Gao Junshan, UST Beijing

 Human Resource Inventory
Report

Job Job Job

Analysis Description Specification

Fundamentals of Management: 6-11 Gao Junshan, UST Beijing

HRM process: recruitment and downsizing

School
Internal Placement Employee
Searche Referrals
s

Traditional
Employee Recruiting Temp
Leasing Services
Sources

Employment
Advertisem
Agencies
ents

Fundamentals of Management: 6-12 Gao Junshan, UST Beijing

HRM process: recruitment and downsizing

Downsizing Options
Layoffs
Firing
and Attrition

Reduced
Transfers
Workweeks

Early Job
Retirements Sharing
Fundamentals of Management: 6-13 Gao Junshan, UST Beijing
HRM process: selection

Selection Decision Outcomes

Later Job Performance

Reject Correct
Successful

Error Decision
Unsuccessful

Correct Accept
Decision Error

Reject Accept
Selection Decision
Fundamentals of Management: 6-14 Gao Junshan, UST Beijing
HRM process: selection

Property of Selection Devices

Reliability Validity

The degree to which The proven

a selection device relationship between
measurers the same a selection device and
thing consistently some relevant criterion

Fundamentals of Management: 6-15 Gao Junshan, UST Beijing

HRM process: selection

Selection
Selection Written
Written Tests
Tests
Devices
Devices
Performance
Performance
Simulations
Simulations

Interviews
Interviews

Fundamentals of Management: 6-16 Gao Junshan, UST Beijing

HRM process: selection

The Effectiveness of
Interviews
• Prior knowledge about an applicant
• Attitude of the interviewer
• The order of the interview
• Negative information
• The first five minutes
• The content of the interview
• The validity of the interview
• Structured versus unstructured interviews

Fundamentals of Management: 6-17 Gao Junshan, UST Beijing

Management skills: Interviewing

Interviewing Job Applicants

• Review the job description and job specification.
• Prepare a structured set of questions you want to
ask all applicants for the job.
• Before meeting a candidate, review his or her
application form and resume
• Open the interview by putting the applicant at
ease and by providing a brief preview of the topics
to be discussed.
• Ask your questions and listen carefully to the
applicant‘s answers.
• close the interview by telling the applicant what is
going to happen next.
• Write your evaluation of the applicant while the
interview is still fresh in your mind.

Fundamentals of Management: 6-18 Gao Junshan, UST Beijing

HRM process: selection

Well-Matched Realistic
Applicants
Job Previews
(RJP)
Realistic
Expectations

Increased
Commitment

Fundamentals of Management: 6-19 Gao Junshan, UST Beijing

HRM process: orientation

Employee Orientation

Smooth Insider-Outsider Transition

Familiar with the job and its environment

Reduce initial anxiety

Fundamentals of Management: 6-20 Gao Junshan, UST Beijing

HRM process: training and development

Employee Training
What deficiencies, if any, do
jobholders have in terms of Is there a
skills, knowledge, or need for What are the
abilities required to exhibit training? Organization‘s
the essential and necessary Strategic
job behaviors? goals?

What tasks
must be
What behaviors are Completed to
necessary for each achieve
jobholder to complete his Organizational
or her job duties? goals?

Fundamentals of Management: 6-21 Gao Junshan, UST Beijing

HRM process: training and development

Job Understudy
Rotation Assignments

Classroom Training Films

Lectures and Videos
Methods

Simulation Vestibule
Exercises Training

Fundamentals of Management: 6-22 Gao Junshan, UST Beijing

HRM process: performance management

Performance
Management
• Performance management system is a process of
– Establishing standards and
– Evaluating performance
• The purpose of performance management is to
– Arrive at objective human resource decisions and
– Provide documentation to support any personnel actions
• Evaluation of the employees performance can be
done by
– Comparing against some set of performance standards
– Comparing employees with one another
– Measuring the work on the bases of preset objectives

Fundamentals of Management: 6-23 Gao Junshan, UST Beijing

HRM process: performance management

Performance Appraisal Methods

Written Multiperson
Essay Comparison

Graphic Critical
BARS
Rating Scales Incidents

MBO 360o

Fundamentals of Management: 6-24 Gao Junshan, UST Beijing

HRM process: performance management

Performance
Problems on the Job

Discipline Employee
Actions Counseling

Fundamentals of Management: 6-25 Gao Junshan, UST Beijing

HRM process: compensation and benefits

Administration of
Employee Compensation

Determining Determining
Pay Levels Benefits

Fundamentals of Management: 6-26 Gao Junshan, UST Beijing

HRM process: compensation and benefits

Factors Influencing Pay

Level
• Knowledge, skills, abilities
• Authority and responsibility
• Nature of the business
• The environment
• Geographic location
• Performance levels
• Seniority of the employee
• Compensation philosophy

Fundamentals of Management: 6-27 Gao Junshan, UST Beijing

HRM process: compensation and benefits

Employee Benefits

Unemployment
Social security
compensation

Life and disability

Paid time off
insurance

Retirement programs Health insurance

Fundamentals of Management: 6-28 Gao Junshan, UST Beijing

HRM process: safety and health

Safety and Health

• Managers at all levels bare legal responsibility to
ensure that workplace is free from unnecessary
hazards
• Unsafe and unhealthy environments cost money
and hurt the organization’s competitive ability
• Preventing accidents at work is always a critical
issue while maintaining the healthy work
environment is always a right things to do
• Management should aware and comply with laws
and government regulations on safety and health

Fundamentals of Management: 6-29 Gao Junshan, UST Beijing

Current issues: Workforce diversity, sexual harassment

Current
Workforce
HRM Issues Diversity

Sexual
Harassment

Fundamentals of Management: 6-30 Gao Junshan, UST Beijing

Current issues: Family-friendly benefits, union and management

Current
Family-Friendly
HRM Issues Benefits

Unions and
Management

Fundamentals of Management: 6-31 Gao Junshan, UST Beijing

Current issues: Workforce violence, survivors of layoffs

Current
Workplace
HRM Issues Violence

Survivors of
Layoffs

Fundamentals of Management: 6-32 Gao Junshan, UST Beijing

Current issues: Outsourcing and use of contingent workforce (See chap 2 p66)

Current
HRM Issues Outsourcing

Contingent
Workforce

Fundamentals of Management: 6-33 Gao Junshan, UST Beijing

Current issues: Outsourcing and use of contingent workforce (See chap 2 p68)

The Contingent
Workforce

Part-Time Temporary Contract

Workers Employees Workers

Fundamentals of Management: 6-34 Gao Junshan, UST Beijing

 Chapter Summary
• Human resource management process
• Influence of government regulations on
human resource decisions
• Job descriptions and job specifications
• Recruitment and downsizing
• Validity and reliability in selection
• Various selection devices

Fundamentals of Management: 6-35 Gao Junshan, UST Beijing

 Chapter Summary
• Various training methods
• Performance evaluation techniques
• Compensation administration and wage
structures
• Meaning of sexual harassment, family-
friendly benefits, labor-management
cooperation, workplace violence, and layoff-
survivor sickness

Fundamentals of Management: 6-36 Gao Junshan, UST Beijing