McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, All Rights Reserved.

Chapter Nine

Human Resource ManagementGetting the Right People for Managerial

Success

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Strategic Human Resource Management

• Human Resource Management

consists of the activities managers perform

to plan for, attract, develop, and retain an

effective workforce

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Understanding Current Employee Needs

• Job analysis

determining the basic elements of a job by

observation and analysis

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Understanding Current Employee Needs

• Job description

summarizes what the holder of a job does

and why they do it

• Job specification

describes the minimum qualifications a

person must have to perform a job

successfully

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Recruitment

• Recruitment

process of locating and attracting qualified

applicants for jobs open in the organization

internal, external

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Recruitment

• Realistic job preview

gives a candidate a picture of both the

positive and negative features of the job

and the organization before he is hired

People tend to quit less frequently and be

more satisfied

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Selection

• Selection process

screening of job applicants to hire the best

candidate

Background information, application forms,

résumés, reference checks

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Selection

• Unstructured interview

no fixed set of questions and no

systematic scoring procedure

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Selection

• Structured interview

involves asking each applicant the same

questions and comparing their responses

to a standardized set of answers

Situational – focuses on hypothetical

situations

Behavioral – explore what applicants

have actually done in the past

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Orientation, Training, & Development

• Orientation

helping the newcomer fit smoothly into the

job and the organization

designed to give employees the

information they need to be successful

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Five Steps in the Training Process

Figure 9.2

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Orientation, Training, & Development

• Training

educating technical and operational

employees in how to better do their current

jobs

• Development

educating professionals and managers in

the skills they need to do their jobs in the

future

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Performance Appraisal

• Performance management

the continuous cycle of improving job

performance through goal setting,

feedback and coaching, and rewards and

positive reinforcement

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Performance Appraisal

• Performance appraisal

consists of assessing an employer’s

performance and providing him with

feedback

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Compensation & Benefits

• Compensation

wages or salaries, incentives, and benefits

• Base pay

basic wage or salary paid employees in

exchange for doing their jobs

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REVISION

1. (p. 276) Google's biggest competitive advantage

lies in its human resources—its people.

TRUE

Happy people are more productive. That

productivity has made Google an earnings

powerhouse. Google has discovered that its

biggest competitive advantage lies in its human

resources—its people.

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2. (p. 278) The process of writing job analyses,

descriptions, and specifications can help you

avoid hiring people who are overqualified or

under qualified.

TRUE

• The process of writing job analyses,

descriptions, and specifications can help you

avoid hiring people who are overqualified (and

presumably more expensive) or under qualified

(and thus not as productive) for a particular job.

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3. (p. 279) In considering recruiting employees

from inside the organization, a manager should

only consider those candidates who would need

no further training.

FALSE

• In looking at those inside, you need to consider

which employees are motivated, trainable, and

promotable and what kind of training your

organization might have to do.

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4. (p. 282) Affirmative action programs try to

anticipate future discrimination in employment.

FALSE

• Affirmative action focuses on achieving equality

of opportunity within an organization. It tries to

make up for past discrimination in employment

by actively finding, hiring, and developing the

talents of people from groups traditionally

discriminated against.

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5. (p. 283) Sara is a warehouse manager for a

large consumer products company. When she

was out on the dock, several of the men who

work for her loudly whistled at her attractiveness.

The men's action created a hostile work

environment.

TRUE

• In the hostile environment type of sexual

harassment, the person being sexually harassed

doesn't risk economic harm, but experiences an

offensive or intimidating work environment.

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