Human Resource Management-Prince Dudhatra-9724949948

8/7/2019 Human Resource Management-Prince Dudhatra-9724949948

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ninth editionninth edition

STEPHEN P. ROBBINSSTEPHEN P. ROBBINS

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

MARY COULTERMARY COULTER

prince dudhatraprince dudhatra--97249499489724949948

Human ResourceHuman Resource

ManagementManagement

ChapterChapter

1212


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prince dudhatra-9724949948

L E A R N I N G O U T L I N EL E A R N I N G O U T L I N EFollow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.

Why Human Resources Is Important:Why Human Resources Is Important:

The HRM ProcessThe HRM Process

Explain how an organizations human resources can be aExplain how an organizations human resources can be a

significant source of competitive advantage.significant source of competitive advantage. List eight activities necessary for staffing the organizationList eight activities necessary for staffing the organization

and sustaining high employee performance.and sustaining high employee performance.

Discuss the environmental factors that most directly affectDiscuss the environmental factors that most directly affect

the HRM process.the HRM process.


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L E A R N I N G O U T L I N E (contd)L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.

Human Resource Planning; Recruitment/Human Resource Planning; Recruitment/

Decruitment; Selection; Orientation; TrainingDecruitment; Selection; Orientation; Training

Contrast job analysis, job description, and jobContrast job analysis, job description, and job

specification.specification.

Discuss the major sources of potential job candidates.Discuss the major sources of potential job candidates.

Describe the different selection devices and which workDescribe the different selection devices and which work

best for different jobs.best for different jobs.

Tell what a realistic job preview is and why its important.Tell what a realistic job preview is and why its important.

Explain why orientation is so important.Explain why orientation is so important.

Describe the different types of training and how thatDescribe the different types of training and how that

training can be provided.training can be provided.


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Employee Performance Management;Employee Performance Management;

Compensation/Benefits; Career DevelopmentCompensation/Benefits; Career Development

Describe the different performance appraisal methods.Describe the different performance appraisal methods.

Discuss the factors that influence employeeDiscuss the factors that influence employeecompensation and benefits.compensation and benefits.

Describe skillDescribe skill--based and variable pay systems.based and variable pay systems.

Describe career development for todays employees.Describe career development for todays employees.

Current Issues in Human Resource ManagementCurrent Issues in Human Resource Management

Explain how managers can manage downsizing.Explain how managers can manage downsizing.

Discuss how managers can manage workforce diversity.Discuss how managers can manage workforce diversity.


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Current Issues in Human Resource ManagementCurrent Issues in Human Resource Management

(contd)(contd)

Explain what sexual harassment is and what managersExplain what sexual harassment is and what managers

need to know about it.need to know about it.

Describe how organizations are dealing with workDescribe how organizations are dealing with work--lifelife

balances.balances.


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The Importance of Human ResourceThe Importance of Human Resource

Management (HRM)Management (HRM)

As a necessary part of the organizing function ofAs a necessary part of the organizing function of

managementmanagement

Selecting, training, and evaluating the work forceSelecting, training, and evaluating the work force

As an important strategic toolAs an important strategic tool

HRM helps establish an organizations sustainableHRM helps establish an organizations sustainable

competitive advantage.competitive advantage.

Adds value to the firmAdds value to the firm

High performance work practices lead to both highHigh performance work practices lead to both high

individual and high organizational performance.individual and high organizational performance.


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Exhibit 12Exhibit 1211 Examples of HighExamples of High--Performance Work PracticesPerformance Work Practices

SelfSelf--managed teamsmanaged teams Decentralized decision makingDecentralized decision making

Training programs to develop knowledge, skills,Training programs to develop knowledge, skills,

and abilitiesand abilities

Flexible job assignmentsFlexible job assignments

Open communicationOpen communication

PerformancePerformance--based compensationbased compensation

Staffing based on personStaffing based on personjob and personjob and personorganization fitorganization fit

Source: Based on W. R. Evans and W. D. Davis, High-Performance WorkSystems and Organizational Performance: The Mediating Role of InternalSocial Structure, Journal of Management, October 2005, p. 760.


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The HRM ProcessThe HRM Process

Functions of the HRM ProcessFunctions of the HRM ProcessEnsuring that competent employees are identified andEnsuring that competent employees are identified and

selected.selected.

Providing employees with upProviding employees with up--toto--date knowledge anddate knowledge and

skills to do their jobs.skills to do their jobs.Ensuring that the organization retains competent andEnsuring that the organization retains competent and

highhigh--performing employees who are capable of highperforming employees who are capable of high

performance.performance.


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Exhibit 12Exhibit 1222 Human Resource Management ProcessHuman Resource Management Process


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Environmental Factors Affecting HRMEnvironmental Factors Affecting HRM

Employee Labor UnionsEmployee Labor UnionsOrganizations that represent workers and seek toOrganizations that represent workers and seek to

protect their interests through collective bargaining.protect their interests through collective bargaining.

Collective bargaining agreementCollective bargaining agreement

A contractual agreement between a firm and a unionA contractual agreement between a firm and a union

elected to represent a bargaining unit of employees of theelected to represent a bargaining unit of employees of the

firm in bargaining for wage, hours, and working conditions.firm in bargaining for wage, hours, and working conditions.

Governmental Laws and RegulationsGovernmental Laws and Regulations

Limit managerial discretion in hiring, promoting, andLimit managerial discretion in hiring, promoting, and

discharging employees.discharging employees. Affirmative Action: the requirement that organizations takeAffirmative Action: the requirement that organizations take

proactive steps to ensure the full participation of protectedproactive steps to ensure the full participation of protected

groups in its workforce.groups in its workforce.


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Exhibit 12Exhibit 1233 Major U.S. Federal Laws and Regulations Related to HRMMajor U.S. Federal Laws and Regulations Related to HRM

19631963 Equal Pay ActEqual Pay Act19641964 Civil Rights Act, Title VII (amended in 1972)Civil Rights Act, Title VII (amended in 1972)

19671967 Age Discrimination in Employment ActAge Discrimination in Employment Act

19731973 Vocational Rehabilitation ActVocational Rehabilitation Act

19741974 Privacy ActPrivacy Act

19781978 Mandatory Retirement ActMandatory Retirement Act

19861986 Immigration Reform and Control ActImmigration Reform and Control Act

19881988 Worker Adjustment and Retraining Notification ActWorker Adjustment and Retraining Notification Act

19901990 Americans with Disabilities ActAmericans with Disabilities Act

19911991 Civil Rights Act of1991Civil Rights Act of1991

19931993 Family and Medical Leave Act of1993Family and Medical Leave Act of1993

19961996 Health Insurance Portability and Accountability Act of1996Health Insurance Portability and Accountability Act of1996

20032003 Fair and Accurate Credit Transactions ActFair and Accurate Credit Transactions Act

20042004 FairPay Overtime InitiativeFairPay Overtime Initiative


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Managing Human ResourcesManaging Human Resources

Human Resource (HR) PlanningHuman Resource (HR) PlanningThe process by which managers ensure that theyThe process by which managers ensure that they

have the right number and kinds of people in the righthave the right number and kinds of people in the right

places, and at the right times, who are capable ofplaces, and at the right times, who are capable of

effectively and efficiently performing their tasks.effectively and efficiently performing their tasks.Helps avoid sudden talent shortages and surpluses.Helps avoid sudden talent shortages and surpluses.

Steps in HR planning:Steps in HR planning:

Assessing current human resourcesAssessing current human resources

Assessing future needs for human resourcesAssessing future needs for human resources

Developing a program to meet those future needsDeveloping a program to meet those future needs


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Current AssessmentCurrent Assessment

Human Resource InventoryHuman Resource InventoryA review of the current makeA review of the current make--up of the organizationsup of the organizations

current resource statuscurrent resource status

Job AnalysisJob Analysis

An assessment that defines a job and the behaviorsAn assessment that defines a job and the behaviors

necessary to perform the jobnecessary to perform the job

Knowledge, skills, and abilities (KSAs)Knowledge, skills, and abilities (KSAs)

Requires conducting interviews, engaging in directRequires conducting interviews, engaging in direct

observation, and collecting the selfobservation, and collecting the self--reports of employees andreports of employees andtheir managers.their managers.


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Current Assessment (contd)Current Assessment (contd)

Job DescriptionJob DescriptionA written statement of what the job holder does, howA written statement of what the job holder does, how

it is done, and why it is done.it is done, and why it is done.

Job SpecificationJob Specification

A written statement of the minimum qualifications thatA written statement of the minimum qualifications thata person must possess to perform a given joba person must possess to perform a given job

successfully.successfully.


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Meeting Future Human Resource NeedsMeeting Future Human Resource Needs

Supply of Employees Demand for Employees

Factors Affecting Staffing

Strategic Goals

Forecast demand for products and services

Availability of knowledge, skills, and abilities


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Recruitment and DecruitmentRecruitment and Decruitment

RecruitmentRecruitmentThe process of locating, identifying, and attractingThe process of locating, identifying, and attracting

capable applicants to an organizationcapable applicants to an organization

DecruitmentDecruitment

The process of reducing a surplus of employees inThe process of reducing a surplus of employees inthe workforce of an organizationthe workforce of an organization

EE--recruitingrecruiting

Recruitment of employees through the InternetRecruitment of employees through the Internet

Organizational web sitesOrganizational web sites Online recruitersOnline recruiters


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Exhibit 12Exhibit 1244 Major Sources of Potential Job CandidatesMajor Sources of Potential Job Candidates


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Exhibit 12Exhibit 1255 Decruitment OptionsDecruitment Options


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SelectionSelection

Selection ProcessSelection ProcessThe process of screening job applicants to ensureThe process of screening job applicants to ensure

that the most appropriate candidates are hired.that the most appropriate candidates are hired.

What is Selection?What is Selection?

An exercise in predicting which applicants, if hired,An exercise in predicting which applicants, if hired,will be (or will not be) successful in performing well onwill be (or will not be) successful in performing well on

the criteria the organization uses to evaluatethe criteria the organization uses to evaluate

performance.performance.

Selection errors:

Selection errors: Reject errors for potentially successful applicantsReject errors for potentially successful applicants

Accept errors for ultimately poor performersAccept errors for ultimately poor performers


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Exhibit 12Exhibit 1266 Selection Decision OutcomesSelection Decision Outcomes


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Validity and ReliabilityValidity and Reliability

Validity (of Prediction)Validity (of Prediction)A proven relationship between the selection deviceA proven relationship between the selection device

used and some relevant criterion for successfulused and some relevant criterion for successful

performance in an organization.performance in an organization.

High tests scores equate to high job performance; low scoresHigh tests scores equate to high job performance; low scores

to poor performance.to poor performance.

Reliability (of Prediction)Reliability (of Prediction)

The degree of consistency with which a selectionThe degree of consistency with which a selection

device measures the same thing.device measures the same thing.

Individual test scores obtained with a selection device areIndividual test scores obtained with a selection device are

consistent over multiple testing instances.consistent over multiple testing instances.


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Exhibit 12Exhibit 1277 Selection DevicesSelection Devices

Application FormsApplication Forms Written TestsWritten Tests

Performance SimulationsPerformance Simulations

InterviewsInterviews Background InvestigationsBackground Investigations

Physical examinationsPhysical examinations


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Written TestsWritten Tests

Types of TestsTypes of Tests Intelligence: how smart are you?Intelligence: how smart are you?

Aptitude: can you learn to do it?Aptitude: can you learn to do it?

Attitude: how do you feel about it?Attitude: how do you feel about it?

Ability: can you do it now?Ability: can you do it now? Interest: do you want to do it?Interest: do you want to do it?

Legal Challenges to TestsLegal Challenges to Tests

Lack of jobLack of job--relatedness of test items or interviewrelatedness of test items or interview

questions to job requirementsquestions to job requirements

Discrimination in equal employment opportunityDiscrimination in equal employment opportunity

against members of protected classesagainst members of protected classes


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Performance Simulation TestsPerformance Simulation Tests

Testing an applicants ability to perform actualTesting an applicants ability to perform actualjob behaviors, use required skills, andjob behaviors, use required skills, and

demonstrate specific knowledge of the job.demonstrate specific knowledge of the job.

Work samplingWork sampling

Requiring applicants to actually perform a task or set of tasksRequiring applicants to actually perform a task or set of tasksthat are central to successful job performance.that are central to successful job performance.

Assessment centersAssessment centers

Dedicated facilities in which job candidates undergo a seriesDedicated facilities in which job candidates undergo a series

of performance simulation tests to evaluate their managerialof performance simulation tests to evaluate their managerial

potential.potential.


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Other Selection ApproachesOther Selection Approaches

InterviewsInterviewsAlthough used almost universally, managers need toAlthough used almost universally, managers need to

approach interviews carefully.approach interviews carefully.

Background InvestigationsBackground Investigations

Verification of application dataVerification of application dataReference checks:Reference checks:

Lack validity because selfLack validity because self--selection of references ensuresselection of references ensures

only positive outcomes.only positive outcomes.

Physical ExaminationsPhysical ExaminationsUseful for physical requirements and for insuranceUseful for physical requirements and for insurance

purposes related to prepurposes related to pre--existing conditions.existing conditions.


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Exhibit 12Exhibit 1288 Suggestions for InterviewingSuggestions for Interviewing

1.1. Structure aStructure a fixed set of questionsfixed set of questions for all applicants.for all applicants.

2.2. HaveHave detailed informationdetailed information about the jobabout the job for which applicantsfor which applicants

are interviewing.are interviewing.

3.3. Minimize any prior knowledgeMinimize any prior knowledge of applicants background,of applicants background,

experience, interests, test scores, or other characteristics.experience, interests, test scores, or other characteristics.

4.4. Ask behavioral questionsAsk behavioral questions that require applicants to givethat require applicants to give

detailed accounts of actual job behaviors.detailed accounts of actual job behaviors.

5.5. Use aUse a standardized evaluation formstandardized evaluation form..

6.6. Take notesTake notes during the interview.during the interview.

7.7. Avoid short interviewsAvoid short interviews that encourage premature decisionthat encourage premature decision

making.making.

Source: Based on D.A. DeCenzo and S.P. Robbins, Human

Resource Management, 7th ed. (New York Wiley: 2002, p. 200)


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Exhibit 12Exhibit 1299 Examples of Cant Ask and Can Ask Interview QuestionsExamples of Cant Ask and Can Ask Interview Questions

for Managers*for Managers*

Cant AskCant Ask

Whats your birth date?Whats your birth date?

or How old are you?or How old are you?

Whats your maritalWhats your marital

status? or Do you planstatus? or Do you planto have a family?to have a family?

Whats your nativeWhats your native

language?language?

Have you ever beenHave you ever been

arrested?arrested?

Can AskCan Ask

Are you over 18?Are you over 18?

Would you relocate?Would you relocate?

Are you authorized toAre you authorized towork in the Unitedwork in the United

States?States?

Have you ever beenHave you ever been

convicted of [fill in theconvicted of [fill in the

blank]?blank]?The crime mustThe crime must

be reasonably related tobe reasonably related to

the performance of thethe performance of the

job.job.* Note: Managers should be aware that there are numerous

other can and cant ask questions. Be sure to always

check with your HR department for specific guidance.


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Exhibit 12Exhibit 121010 Quality of Selection Devices as PredictorsQuality of Selection Devices as Predictors


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Other Selection Approaches (contd)Other Selection Approaches (contd)

Realistic Job Preview (RJP)Realistic Job Preview (RJP)The process of relating to an applicant both theThe process of relating to an applicant both the

positive and the negative aspects of the job.positive and the negative aspects of the job.

Encourages mismatched applicants to withdraw.Encourages mismatched applicants to withdraw.

Aligns successful applicants expectations with actual jobAligns successful applicants expectations with actual job

conditions; reducing turnover.conditions; reducing turnover.


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OrientationOrientation

Transitioning a new employee into theTransitioning a new employee into theorganization.organization.

WorkWork--unit orientationunit orientation

Familiarizes new employee with workFamiliarizes new employee with work--unit goalsunit goals

Clarifies how his or her job contributes to unit goalsClarifies how his or her job contributes to unit goals

Introduces he or she to his or her coworkersIntroduces he or she to his or her coworkers

Organization orientationOrganization orientation

Informs new employee about the organizations objectives,Informs new employee about the organizations objectives,

history, philosophy, procedures, and rules.history, philosophy, procedures, and rules.

Includes a tour of the entire facilityIncludes a tour of the entire facility


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Exhibit 12Exhibit 121111 Types of TrainingTypes of Training

TypeType IncludesIncludes

GeneralGeneral Communication skills, computer systems application andCommunication skills, computer systems application and

programming, customer service, executive development,programming, customer service, executive development,

management skills and development, personal growth,management skills and development, personal growth,

sales, supervisory skills, and technological skills andsales, supervisory skills, and technological skills and

knowledgeknowledge

SpecificSpecific Basic life/work skills, creativity, customer education,Basic life/work skills, creativity, customer education,

diversity/cultural awareness, remedial writing, managingdiversity/cultural awareness, remedial writing, managing

change, leadership, product knowledge, publicchange, leadership, product knowledge, public

speaking/presentation skills, safety, ethics, sexualspeaking/presentation skills, safety, ethics, sexual

harassment, team building, wellness, and othersharassment, team building, wellness, and others

Source: Based on 2005 Industry ReportTypes of Training, Training, December 2005, p. 22.


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Exhibit 12Exhibit 121212 Employee Training MethodsEmployee Training Methods

TraditionalTraditionalTraining MethodsTraining Methods

OnOn--thethe--jobjob

Job rotationJob rotation

Mentoring and coachingMentoring and coaching

Experiential exercisesExperiential exercises

Workbooks/manualsWorkbooks/manuals

Classroom lecturesClassroom lectures

TechnologyTechnology--BasedBasedTraining MethodsTraining Methods

CDCD--ROM/DVD/videotapes/ROM/DVD/videotapes/

audiotapesaudiotapes

Videoconferencing/Videoconferencing/teleconferencing/teleconferencing/

satellite TVsatellite TV

EE--learninglearning


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Employee Performance ManagementEmployee Performance Management

Performance ManagementS

ystemPerformance ManagementS

ystemA process of establishing performance standards andA process of establishing performance standards and

appraising employee performance in order to arrive atappraising employee performance in order to arrive at

objective HR decisions and to provide documentationobjective HR decisions and to provide documentation

in support of those decisions.in support of those decisions.


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Exhibit 12Exhibit 1213 Advantages and Disadvantages of Performance Appraisal Methods13 Advantages and Disadvantages of Performance Appraisal Methods

MethodMethod AdvantageAdvantage DisadvantageDisadvantageWrittenWritten

essaysessays

Simple to useSimple to use More a measure of evaluators writingMore a measure of evaluators writing

ability than of employees actualability than of employees actual

performanceperformance

CriticalCritical

incidentsincidents

Rich examples; behaviorallyRich examples; behaviorally

basedbased

TimeTime--consuming; lack quantificationconsuming; lack quantification

GraphicGraphicrating scalesrating scales

Provide quantitative data;Provide quantitative data;less timeless time--consuming thanconsuming than

othersothers

Do not provide depth of job behaviorDo not provide depth of job behaviorassessedassessed

BARSBARS Focus on specific andFocus on specific and

measurable job behaviorsmeasurable job behaviors

TimeTime--consuming; difficult to developconsuming; difficult to develop

MultipersonMultiperson

comparisonscomparisons

Compares employees withCompares employees with

one anotherone another

Unwieldy with large number ofUnwieldy with large number of

employees; legal concernsemployees; legal concerns

MBOMBO Focuses on end goals;Focuses on end goals;

results orientedresults oriented

TimeTime--consumingconsuming

360360--degreedegree

appraisalsappraisals

ThoroughThorough TimeTime--consumingconsuming


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Compensation and BenefitsCompensation and Benefits

B

enefits of a Fair, Effective, and AppropriateB

enefits of a Fair, Effective, and AppropriateCompensation SystemCompensation System

Helps attract and retain highHelps attract and retain high--performance employeesperformance employees

Impacts on the strategic performance of the firmImpacts on the strategic performance of the firm

Types of CompensationTypes of Compensation

Base wage or salaryBase wage or salary

Wage and salary addWage and salary add--onsons

Incentive paymentsIncentive payments

SkillSkill--based paybased pay

Variable payVariable pay


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Exhibit 12Exhibit 121414 Factors That Influence Compensation and BenefitsFactors That Influence Compensation and Benefits

Sources: Based on R.I. Henderson, Compensation Management, 6th ed. (UpperSaddle River, NJ: Prentice Hall, 1994),

pp. 324; and A. Murray, Mom, Apple Pie, and Small Business, Wall Street Journal, August 15, 1994, p. A1


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Career DevelopmentCareer Development

Career DefinedCareer DefinedThe sequence of positions held by a person duringThe sequence of positions held by a person during

his or her lifetime.his or her lifetime.

The Way It WasThe Way It Was

Career DevelopmentCareer Development

Provided for information, assessment, and trainingProvided for information, assessment, and training

Helped attract and retain highly talented peopleHelped attract and retain highly talented people

NowNow

IndividualsIndividualsnot the organizationnot the organizationare responsible forare responsible for

designing, guiding, and developing their own careers.designing, guiding, and developing their own careers.

Boundaryless CareerBoundaryless Career

A career in which individuals, not organizations, define careerA career in which individuals, not organizations, define career

progression and organizational loyaltyprogression and organizational loyalty


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Exhibit 12Exhibit 121515 What College Graduates Want From JobsWhat College Graduates Want From Jobs

Top Factors for U.S.Top Factors for U.S.StudentsStudents

WorkWorklife balancelife balance

Annual base salaryAnnual base salary

Job stability and securityJob stability and security

Recognition for a job doneRecognition for a job done

wellwell

Increasingly challengingIncreasingly challenging

taskstasks

Rotational programsRotational programs

Top Factors for U.K.Top Factors for U.K.StudentsStudents

International careerInternational career

opportunitiesopportunities

Flexible working hoursFlexible working hours

Variety of assignmentsVariety of assignments

Paid overtimePaid overtime

Sources: Based on S. Shellenbarger, Avoiding the Next Enron: Todays Crop ofSoon-to-Be Grads Seeks Job Security,

Wall Street Journal Online, February 16, 2006; MBAs Eye Financial Services and Management Consulting,

HRMarketer.com, June 7, 2005; and J. Boone, Students Set Tighter Terms for Work, FinancialTimes.com, May 21, 2005.


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Exhibit 12Exhibit 121616

Some SuggestionsSome Suggestions

for a Successfulfor a Successful

Management CareerManagement Career


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Current Issues in HRMCurrent Issues in HRM

Managing DownsizingManaging DownsizingThe planned elimination of jobs in an organizationThe planned elimination of jobs in an organization

Provide open and honest communication.Provide open and honest communication.

Provide assistance to employees being downsized.Provide assistance to employees being downsized.

Reassure and counseling to surviving employees.Reassure and counseling to surviving employees.

Managing Work Force DiversityManaging Work Force Diversity

Widen the recruitment net for diversityWiden the recruitment net for diversity

Ensure selection without discriminationEnsure selection without discrimination

Provide orientation and training that is effectiveProvide orientation and training that is effective


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Current Issues in HRM (contd)Current Issues in HRM (contd)

S

exual HarassmentS

exual HarassmentAn unwanted activity of a sexual nature that affectsAn unwanted activity of a sexual nature that affects

an individuals employment.an individuals employment.

Unwanted sexual advances, requests for sexual favors, andUnwanted sexual advances, requests for sexual favors, and

other verbal or physical conduct of a sexual nature whenother verbal or physical conduct of a sexual nature when

submission or rejection of this conduct explicitly or implicitlysubmission or rejection of this conduct explicitly or implicitlyaffects an individuals employment.affects an individuals employment.

An offensive or hostile environmentAn offensive or hostile environment

An environment in which a person is affected by elements ofAn environment in which a person is affected by elements of

a sexual nature.a sexual nature.

Workplace RomancesWorkplace Romances

Potential liability for harassmentPotential liability for harassment


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WorkWork--LifeB

alanceLifeB

alanceEmployees have personal lives that they dont leaveEmployees have personal lives that they dont leave

behind when they come to work.behind when they come to work.

Organizations have become more attuned to theirOrganizations have become more attuned to their

employees by offeringemployees by offering familyfamily--friendly benefitsfriendly benefits::

OnOn--site child caresite child care

Summer day campsSummer day camps

FlextimeFlextime

Job sharingJob sharing

Leave for personal mattersLeave for personal matters Flexible job hoursFlexible job hours


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Controlling HR CostsControlling HR CostsEmployee healthEmployee health--carecare

Encouraging healthy lifestylesEncouraging healthy lifestyles

Financial incentivesFinancial incentives

Wellness programsWellness programs

Charging employees with poor health habits more forCharging employees with poor health habits more for

benefitsbenefits

Employee pension plansEmployee pension plans

Reducing pension benefitsReducing pension benefits

No longer providing pension plansNo longer providing pension plans


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Terms to KnowTerms to Know

highhigh--performance workperformance work

practicespractices

human resourcehuman resource

management processmanagement process

labor unionlabor union

affirmative actionaffirmative action

human resource planninghuman resource planning

job analysisjob analysis

job descriptionjob description

job specificationjob specification

recruitmentrecruitment

decruitmentdecruitment

selectionselection

validityvalidity

reliabilityreliability

work samplingwork sampling

assessment centersassessment centers realistic job preview (RJP)realistic job preview (RJP)

orientationorientation

performanceperformance

management systemmanagement system written essaywritten essay

critical incidentscritical incidents

graphic rating scalesgraphic rating scales


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Terms to Know (contd)Terms to Know (contd)

behaviorally anchoredbehaviorally anchored

rating scales (BARS)rating scales (BARS)

multiperson comparisonsmultiperson comparisons

360 degree feedback360 degree feedback

skillskill--based paybased pay

variable payvariable pay

careercareer

downsizingdownsizing

sexual harassmentsexual harassment familyfamily--friendly benefitsfriendly benefits

Documents

Human Resource Management-Prince Dudhatra-9724949948