*Group Member:-Azlina Haji OmarKhairul Bani Ismail810928Mohd Mahadzir Mohd Mohtar810948Noor Azam Alias810962Seven Common Misconceptions About Human Resource Practices:Research Findings Versus Practitioner Beliefs

*The Strategic View of Human ResourcesEmployees are human assets Increase in value to organization and marketplace when investments of appropriate policies & programs are appliedEffective organizations recognize that employees have valueMuch as organizations physical & capital assets have valueEmployees are valuable source of sustainable competitive advantageSeven Common Misconceptions About Human Resource Practices

*Sources of Employee ValueSeven Common Misconceptions About Human Resource Practices

*Sources of Employee ValueTechnical Knowledge Markets, processes, customers, environmentTechnical KnowledgeMarkets, processes, customers, environmentAbility to Learn and GrowOpenness to new ideasAcquisition of knowledge & skillsDecision Making CapabilitiesMotivationCommitmentTeamworkInterpersonal skills, leadership abilitySeven Common Misconceptions About Human Resource Practices

*FindingsHR practices directly related to profitability & market valuePrimary reason for profitability: Effective management of human capitalIntegrated management of human capital can result in 47% increase in market valueTop 10% of organizations studied experienced 391% return on investment in management of human capitalSeven Common Misconceptions About Human Resource Practices

*HR Value ChainSeven Common Misconceptions About Human Resource Practices

*Model for Management SuccessSeven Common Misconceptions About Human Resource PracticesStrengthen key relationshipsCustomersEmployeesShareholdersLeverage downtimeUse variable-payAddress neglected areas:InfrastructureMarketingOperations

*Model for Management SuccessSeven Common Misconceptions About Human Resource Practices

*Seven Common MisconceptionsConscientiousness is a better predictor of performance than intelligence.Companies that screen job applicants for values have higher performance than those that screen for intelligence.Integrity tests dont work well in practice because so many people lie on them.Integrity tests have adverse impact on racial minorities.Seven Common Misconceptions About Human Resource Practices

*Seven Common MisconceptionsEncouraging employee participation is more effective for improving organizational performance than setting performance goals.Most errors in performance appraisal can be eliminated by providing training to managers on how to avoid them.If employees are asked how important pay is to them, they are likely to overestimate its true importance.Seven Common Misconceptions About Human Resource Practices

*Select new employees on both intelligence and conscientiousness.Assess intelligence and conscientiousness before values. Define the values that are important and assess them through carefully developed, valid procedures.Use integrity tests with ability tests for high predictability.Seven Common Misconceptions: ImplicationsSeven Common Misconceptions About Human Resource Practices

*Develop compelling goals; enlist participation and support it through rewards.Training and feedback are important, but errors are difficult to eliminate. Top managers should serve as role models in quality of performance reviews.Attitude surveys are subject to biases; study behaviors as well as attitudes.Seven Common Misconceptions: ImplicationsSeven Common Misconceptions About Human Resource Practices

*Effective HRM PracticesSeven Common Misconceptions About Human Resource PracticesEmployment SecuritySelectivity in RecruitingHigh WagesIncentive payEmployee OwnershipInformation SharingParticipation & OwnershipSelf-Managed TeamsTraining & DevelopmentCross-Utilization & Cross-TrainingSymbolic EgalitarianismWage CompressionPromotion From WithinTaking the Long ViewMeasurement of PracticeOverall Philosophy

*Effective HRM PracticesSeven Common Misconceptions About Human Resource PracticesVery few firms will engage in all practicesWhile these practices are important for success, there are other determinants as wellDownsides existRequires more involvement and responsibility than some employees wantManagers & others may resist them as wellTurnover may result

*Defensible Selection

*Defensible Selection

*Defensible Selection

*Defensible SelectionSources: Seberhagen (1990); Jury Verdict Research

*FirstrealityNo selection system is perfect

Someone can always complainDefensible Selection

*How to Protect YourselfJob analysis, job analysis, job analysisPeople will continue to measure the wrong things as long as they fail to define what they want to measure. - Guion (1998)Defensible Selection

*Electronic newsletterswww.elinfonet.comwww.ahipubs.comhr.cch.comwww.blr.comDefensible Selection

*Defensible Selection

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