chapter 7

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read chapter 7 pirncil of mangment

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Principles of Management Week 8 Assignment March 16, 2017 Read Chapter 7 Managing Diverse Human Resources. Do the warm up for this chapter. In addition to the warm up, I would like for you to do some additional reading on the topic of human resources. Before next week’s class I would like you to find an article that looks at a current issue in human resource management. Read the article and summarize it. Discuss what you see as main point of the article and its significance for management. Print a hard copy of this article and attach it to your paper. Your summary should be about a page long (12 point font, double spaced). Management, 3rd edition Hitt/Black/Porter Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-1 Managerial Challenges: From the front line Jean-Jacques Beaussart First job: Engineer Driver: Excellence Management Style: Tough but fair; I always strive for excellence and demand it of those around me Chief Procurement Officer Key Bank www.key.com/index.html Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-2 Key Topics  Human Resources (HRM) Importance of maximizing potential • • • • • • HR capabilities—effect on strategy Selection—methods for selecting job candidates Recruitment—getting the right people Socialization and training—keys to effectiveness Feedback Compensation and reward systems  Managing Diversity Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-3 Learning Objectives After studying this chapter, you should be able to: Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-4 Strategic Role of HR  Organizational Success—manager’s ability to attract, develop, leverage, and retain superior human resources will increasingly have a direct effect on success ❖ Career Success—as a manager, your success will increasingly depend on how well you manage the human resources for which you are responsible Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-5 Managers Perform HR Functions All managers need the following capabilities: even outside the HR department  To recruit and select the right people ❖ To effectively socialize and train people in your unit  To effectively evaluate employees’ performance  To determine reward systems that will motivate employees to perform at a high level  To know what additional experience or education your subordinates need to develop to advance in their careers Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-6 Strategic Role of HR  HR and Strategy Formulation • Executives look at their people— their present and future capabilities help determine company’s competitive strategy • Capabilities employees possess • • Often hard for competitors to copy If create value for customers—become source of competitive advantage  HR and Strategy Implementation Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-7 General Framework for HRM Exhibit 7.1 Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-8 HRM Activities that Get the Right People HRM Goals—all managers •Getting the right people •Maximizing their performance and potential Failure of either goal can influence the success/failure of the other Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-9 HRM Activities that Get the Right People Planning •Forecasting demand How many and what type •Assessing supply Top performers •Formulating fulfillment plans Individual managers must be skilled planners Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-10 HRM Activities that Get the Right People Job Analysis Determination of… • Scope and depth of jobs • Requisite skills, abilities and knowledge to perform jobs successfully Resulting data and insights •Job description—duties/capabilities •Job specification—skills, experience, and education description Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-11 HRM Activities that Get the Right People Recruiting Job posting Advertisements Employment agencies Employee referrals School placement centers Internet recruiting Differentiate offering Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-12 HRM Activities that Get the Right People Selecting Work Sampling Interviews Written tests Work Sampling Work simulation Assessment centers Physical examinations Background and reference checks Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-13 Interviewer Tips Exhibit 7.2 Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-14 Interviewee Tips Exhibit 7.3 Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-15 HRM Activities that Get the Right People Key Aspects Exhibit 7.4 Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-16 HRM Activities that Maximize Performance  Socialization and Training ❖ Job Design   Evaluating Employee’s Performance  Compensation  Employee Development Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-17 HRM Activities that Maximize Performance Socialization and Training  Orientation  On-the-job training techniques  Off-the-job training techniques  Technical, interpersonal, and conceptual training Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-18 HRM Activities that Maximize Performance On-the-job training techniques Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Exhibit 7.5 7-19 HRM Activities that Maximize Performance On-the-job training techniques Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Exhibit 7.5 7-20 HRM Activities that Maximize Performance  Understanding of correct/incorrect employee behavior  Knowledge of why certain behaviors are correct/incorrect  Opportunities to practice desired behaviors  Feedback on performance  Further opportunities to practice and improve Training Intended Outcomes Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-21 HRM Activities that Maximize Performance ❖ Job Design Structuring/restructuring of key components of a job, including the job’s responsibilities  Job sharing  Reengineering Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-22 HRM Activities that Maximize Performance Performance appraisal Managers most important—yet difficult HR activity Purpose  Establish performance objectives  Measure employee performance against standards  Give employees feedback measurement/evaluation  Evaluating Employee’s Performance Types •Graphic rating scales • Behaviorally anchored rating scales •360-degree feedback • Effective performance feedback •Critical incidents Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-23 HRM Activities that Maximize Performance Performance appraisal Managers most important—yet difficult HR activity Graphic Rating Scales—most popular Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Exhibit 7.6 7-24 HRM Activities that Maximize Performance Performance appraisal—Managers most important—yet difficult HR activity Behaviorally-Anchored Rating Scales Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Exhibit 7.7 7-25 HRM Activities that Maximize Performance Performance appraisal—Managers most important—yet difficult HR activity Behaviorally-Anchored Rating Scales Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Exhibit 7.7 7-26 HRM Activities that Maximize Performance  ❖   Review key work objectives, goals, or standards against which employee’s performance is measured Summarize the employee’s overall performance by reviewing specific positive and negative incidents—critical incidents Discuss causes of weak performance and listen carefully to the employee’s explanation Discuss different ways to improve the employee’s future performance and encourage the person’s input Appraisal Interview: Effective Performance Feedback Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-27 HRM Activities that Maximize Performance  Establish an agreed-upon approach, timetable, and review process for future improvement  Establish key objectives, timetables, and standards for the upcoming performance period  Leave the meeting on an encouraging and positive note Appraisal Interview: Effective Performance Feedback Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-28 HRM Activities that Maximize Performance Compensation—encourages desired behavior Pay •Pay structure •Wage or salary •System •Hierarchical or broadband •At-risk vs. fixed compensation •Incentive plan Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-29 HRM Activities that Maximize Performance Compensation—encourages desired behavior Exhibit 7.8 Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-30 HRM Activities that Maximize Performance Compensation—encourage desired behavior Benefits Cafeteria-style plans Employees receive set number of “benefit dollars” that they can use to purchase desired benefits Rewards and Motivation Wide range of motivators Recognition and praise Often rewarded for doing one thing, yet expected to do another Exhibit 7.6 Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-31 HRM Activities that Maximize Performance Employee Development—opportunity to grow and develop = motivator • • • • Career paths— cross-functional job rotation Promotion Termination—layoffs Labor Relations Exhibit 7.6 Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-32 Managing a Diverse Workforce Ethnic and Gender Diversity—Sexual Harassment Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-33 US Workforce Demographic Changes 1980–2020 Sources: U.S. Census Bureau, 5% Public Use Microdata Samples (based on 1980, 1990, and 2000 Census) and U.S. Population Projections (based on the 2000 Census). Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Exhibit 7.9 7-34 Projected Changes in the U.S. Population by Age and Ethnicity—2000–2020 Exhibit 7.10 Source: U.S. Census Bureau, 5% Public Use Microdata Samples (based on the 2000 Census). Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-35 Managing a Diverse Workforce % Women Employed 46% Of the U.S. labor force 59% Employed outside the home 75% Full-time of those employed 39% Management, professional and related occupations 33% Sales and office occupations 21% Service occupations 6% Production, transportation and material moving 1% Natural resources, construction, and maintenance Glass ceiling—sexual harassment Gender Diversity Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-36 Managing a Diverse Workforce Diverse Group Assets • Perspectives • Knowledge • Experiences • Education • Values • Orientation Diverse Group Liabilities • Communication problems and misunderstandings • Mistrust • Conflict and incompatible conflict resolution approach • Lower group cohesiveness Diversity and the Firm’s Performance Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-37 Managing a Diverse Workforce Major U.S. Federal Laws and Regulations—HRM Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Exhibit 7.11 7-38 Managing a Diverse Workforce Major U.S. Federal Laws and Regulations—HRM Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Exhibit 7.11 7-39 Managing a Diverse Workforce Actions managers can take to leverage the assets and limit the liabilities     Know yourself Prepare yourself and your employees Provide support Guide behavior Leveraging Diversity of Your Firm’s Workforce Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-40 Managing a Diverse Workforce Where the Workers Are Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall Exhibit 7.12 7-41 Managing a Diverse Workforce As companies expand into new countries and cultures… the world for them gets larger and more complicated. How Globalization Is Affecting Diversity Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-42 Summary: Key Topics  Human Resources (HRM) Importance of maximizing potential  • HR capabilities—effect on strategy • Selection—methods for selecting job candidates • Recruitment—getting the right people • Socialization and training—keys to effectiveness • Feedback • Compensation and reward systems Managing Diversity Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-43 Managerial Challenges: Rest of the Story From the front line Jean-Jacques Beaussart Situation: Delicate HR issue Key Nearing retirement – several years with Person: firm Past performance ratings good Not meeting new performance standards Had great deal of knowledge Had other strengths Result: Bad situation into win-win arrangement Procurement Officer Key Bank New job design—great fit with capabilities www.key.com/index.html Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-44 Closing Case: Alliant Energy Puts Spark into Diversity No. Question 1 Why is Alliant so committed to workforce diversity? How will this benefit the company? 2 Alliant Energy does not publicly report the results of its supplierdiversity initiatives. Do you think it should? What measures should be used to determine if its supplier-diversity initiatives are effective? 3 Do you believe the company is forcing the issue of diversity? Is it necessary to make diversity training mandatory for all employees? Explain your answer. 4 Independent surveys suggest that companies cannot easily quantify the effects of diversity. How would you suggest that Alliant measure the costs and benefits of having a diverse workforce? Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 7-45 Copyright Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 5-46 ...
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