Class 1 - Introduction.pptx

8/11/2019 Class 1 - Introduction.pptx

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1

Introduction

First: KhaiLast: Nguyen; DBA, MSc, MBA Co-founder of family business producing and trading

cashew

14 years teaching experiences

Contact information:

[email protected]

[email protected]

Cell: 0913665996 - 0937883992 Skype: khaimba

Facebook: KHAINGUYEN


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The Human Resource Mangement

Process


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Recruiting: 1. Job Analysis

A purposeful, systematic process for collectinginformation on the important work-related

aspects of a job.

Work activitiesTools and equipment used to do to the jobContext in which the job is performedThe personnel requirements for performingthe job


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Results of Job Analysis

Job description a written description of the basic tasks, duties, and

responsibilities required of an employee holding a

particular job

Job specification

a summary of the qualifications needed tosuccessfully perform a job


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Using Job Analysis,

Descriptions, Specifications

Used throughout the staffing process to ensurethat selection devices and decisions are job-

related.

Job analyses, descriptions, and specifications help

companies meet legal requirements that HR

decisions be job-related.


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Recruiting: 2. Internal Recruiting

The process of developing a pool of qualified jobapplicants from people who already work within

the company.

Job posting

Career path


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Recruiting: 2. External Recruiting

Process of developing a pool of qualified jobapplicants from outside the company.

AdvertisingEmployee referrals

Walk-ins

Outside organizationsEmployment services

Special events

Internet job sites


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Selection

Selection the process of gathering information about job

applicants to decide who should be offered a job

Validation

the process of determining how well a selection

test or procedures predict future job performance


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Selection Process

Applications and Resume scanning

References and Background Checks

Selection tests

Interview

Final Decision


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Application Forms and Rsums

Application forms may only ask for valid, job-related information

Rsums pose a problem because of false data.


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References and

Background Checks

Employment references

contacting previous employers or coworkers

to learn more about the candidate

Background checks

used to verify accuracy of information thatapplicants provide about themselves


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Getting Background Information

Conduct criminal record checks Ask applicants to sign a waiver to check

references, run a background check, or

contact people with knowledge of workhistory

Ask applicants if there is anything they want

the company to know Consider hiring a private investigator


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Interviews

Unstructured interviews

Structured interviews

Semistructured interviews


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Structured Interview Questions

Situational questions

Behavioral questions

Background questions

Job-knowledge questions


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Developing Qualified Workers

3. Use training to develop qualified workers

4. Use performance appraisal to give meaningful

performance feedback


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Training and Training Needs

Training providing opportunities for employees to develop the

job-specific skills, experience, and knowledge they

need to do their jobs or improve their performance

Needs assessment

the process of identifying and prioritizing the learning

needs of employees


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Evaluating Training

Reactions

Learning

Behavior

Results


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Performance Appraisal

The process of appraising how well employee aredoing their jobs.


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Accurately Measuring

Job Performance

Objective performance measures

measures of performance that are easily and

directly counted or quantified (output, scrap,

sales, etc)

Subjective performance measures

require that someone judge or assess a workers

performance


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Sharing Performance Feedback

360-degree feedback feedback comes from four sources: the boss,

subordinates, peers and coworkers, and the

employees themselves


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Improving Performance Reviews

Separate developmental feedback fromadministrative feedback

Performance appraisal feedback sessions

should be based on employee self-appraisals

What people do with the feedback matters;

it helps if people discuss their performance

feedback with others, and discuss it withpeople who provided it


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Keeping Qualified Workers

5. Use strategic compensation to retain qualifiedemployees

6. Learn how to lay off employees how to treatretired employees appropriately


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Compensation

The financial and nonfinancial rewards thatorganizations give employees in exchange for

their work.


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Compensation Decisions

Pay-level decisions

Decisions about whether to pay workers at a

level above, below, or at current marketwages.

Job evaluation

determines the worth of each job by determiningmarket value of skills required to perform it


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Pay-variability decisions The extent to which employees pay varies

with individual and company performance

Piecework

Commission

Profit sharing

Employee stock ownership plans (ESOP)

Stock options


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Pay-structure decisions Concerned with internal pay distribution

Hierarchical pay structures

Compressed pay structures


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Employment Separation

A broad term covering the loss of an employee forany reason.

Involuntary separation

Voluntary separation


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Terminating Employees

In most situations, firing should not be the firstoption.

Employees should be fired only for a good reason(wrongful discharge).

Employees should always be fired in private.


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Downsizing

The planned elimination of jobs in a company.

May actually decrease productivity and lead to loss

of skilled workers.


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Retirement

Early retirement incentive program (ERIP)

offer financial benefits to employees to encourage

them to retire early.

reduces number of employees, lowers costs,

creates new openings

Phased retirement

employees transition to retirement by working

reduced hours before completely retiring


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Employee Turnover

The loss of employees who choose to leave thecompany.

Functional turnover

Dysfunctional turnover

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Class 1 - Introduction.pptx

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