I want to send a special thank you to Eric Valentine, publisher at Quorum Books, who continues to believe that I have. My thanks and appreciation go, as usual, to my wife, Serbrenia, and to our children, Nandi.
Organizational Success through Effective Human Resources Management
INTRODUCTION
Robert Reich emphasizes this point when he suggests that the organization's ability in the future to attract, develop and retain a talented. Finally, through effective HRM programs, organizational goals are successfully integrated with individual employee needs.
WHAT IS HRM?
The success of an organization depends on highly effective employees and without them there is no competitive advantage for the organization. Human resource management also emphasizes that HRM planning must be closely related to the organization's strategic goals and plans.
HRM FUNCTIONS
In order for an organization to be successful (i.e. thrive and make money), reasonable goals must be achieved in each of these components. Since the demand for these majors is high, the organization decides to start recruiting early in the school year, before other organizations can "grab" the best candidates.
THE ORIGINS AND HISTORY OF PERSONNEL MANAGEMENT/HRM
In response to the growth of unionism at the turn of the century, a few organizations—for example, H.J. At the same time, government legislation expanded and continued to add complexity to the human resources manager's job.
CONTEMPORARY GROWTH OF HRM
Finally, organizations are taking steps to support employees' family responsibilities as the share of dual-career families continues to rise along with the number of women in the workforce. In the increasingly high-tech world we live in, more HRM activities will require specialized expertise.
SUMMARY
Organizational Strategy and Human Resources Management
STRATEGIC DECISION MAKING IN TODAY’S ORGANIZATIONS
An organization's corporate level strategy identifies the portfolio of businesses that will comprise the organization in total and the ways in which these businesses will relate to each other. It is through strategic planning that managers will ideally seek to balance two sets of forces—the organization's external opportunities and threats and its internal strengths and weaknesses.
STRATEGIC HUMAN RESOURCES MANAGEMENT (SHRM)
Strategic fit Strategic HRM involves matching specific HRM practices with the organization's overall business strategy. There are several actions that HRM professionals can take to link HRM planning to the organization's strategic plans.
THE SHRM PROCESS
Managers and other personnel then determine the human resources needed to meet their respective goals. HRM personnel assimilate these various requirements and determine the total human resource demand for the organization.
THE CHALLENGES AND POTENTIAL PITFALLS OF SHRM PLANNING
Level 2 organizations have a long-term business plan but tend to be skeptical of SHRM planning. Again, successful organizations require that each step of SHRM planning be a joint effort by the HRM staff and the various managers and other employees in the organization.
WHY SOME ORGANIZATIONS STILL RESIST SHRM
Other research assessing the level of 'technical' and 'strategic' effectiveness of HRM has found that 'high performance working practices' are also associated with an increase in sales volume per employee, an increase in cash flow, an increase of the market value per employee. employees and a decrease in employee turnover (see, for example, Huselid, Jackson, and Schuler, 1997). Although research on the financial impact of HRM practices is inconclusive, existing results, along with data on the cost of HRM in best-in-class vs. typical units and practical experience of saving dollars from some organizations, appear to make a strong argument to promote improvement. of HRM activities as a means to contribute to achieving strategic goals and to influence the financial results of many.
FOSTERING THE PARTNERSHIP BETWEEN MANAGERS AND THE HRM DEPARTMENT
The importance of collaboration between managers and HRM personnel for long-term organizational success cannot be underestimated. The partnership between managers and HRM personnel leads to effective HRM practices and ultimately to organizational success.
HRM EVALUATION IN TODAY’S ORGANIZATION
In their role as strategic partners, HRM personnel must understand what actions they need to take to link HRM planning to the organization's strategic plans. Furthermore, there is an increasing need for managers and HRM personnel to evaluate the effectiveness of the HRM function and its role in helping the organization achieve its strategic objectives.
The Legal Environment
EQUAL EMPLOYMENT OPPORTUNITY
Equal Pay Act of 1963 Requires equal pay for men and women doing the same work in the same organization. Vocational Rehabilitation Act of 1973 Requires affirmative action in the employment of individuals with disabilities.
The law also requires the organization to pay for the employee's health care during leave. Many of the regulations written by the OFCCP are very similar to those issued by the EEOC.
PREVENTING DISCRIMINATORY PRACTICES
Where such validity can be demonstrated, courts have often upheld the use of a test or other employment practice as a matter of business necessity. Once a BFOQ is established, the employer may refuse to consider all persons in the protected group.
ORGANIZATIONAL PRACTICES AND RESPONSES TO AVOID PITFALLS IN EEO
Job Analysis
This chapter discusses job analysis and its importance in determining the tasks the organization must have accomplished to successfully achieve its strategic objectives. The chapter concludes by highlighting the changing nature of jobs and the future of job analysis as a contributor to organizational success.
THE NATURE OF JOB ANALYSIS
WHY CONDUCT JOB ANALYSIS?
There should be a job analysis that includes an analysis of the important work behavior(s) required for successful performance and their relative importance and, if the behavior results in work product(s), an analysis of work product(s) . The courts have worked to further define the role of job analysis in demonstrating employment relationship.
THE MAJOR USES AND IMPORTANCE OF JOB ANALYSIS INFORMATION
An organization's managers or HRM specialists also use the job analysis information to select or develop appropriate selection devices (eg, interview questions, tests). Internally, job analysis information can be used to compare the relative value of each job's contribution to the company's overall performance.
COLLECTING JOB ANALYSIS DATA
In addition, involving employees in the job analysis process could increase their acceptance of any job changes that result from the analysis results. Initially, the analyst should review the job analysis literature to identify previous analyzes or studies of the job in question.
JOB ANALYSIS METHODS
Work output—the physical activities, tools, and devices used by the worker to perform the work. Other characteristics—the activities, conditions, and characteristics other than those previously described that are relevant to the job.
WHICH METHOD SHOULD JOB ANALYSTS USE?
The results of a good job analysis should only be used for the purpose for which they were originally intended or for which they were suitable. A job analysis should include a list of all the tasks performed in the job, but it should clearly state which tasks are most important.
RECENT TREND IN JOB ANALYSIS METHODS
The resulting job analysis data should be regularly checked for reliability and validity, and the results of a job analysis should be reported in a written form that is clear and easily understood. By following these guidelines, the job analyst can significantly increase the likelihood that job analysis procedures will be acceptable from a legal perspective.
THE CHANGING NATURE OF JOBS
The new organizational approaches undermine the traditional notions of work as a well-defined and clearly delineated set of responsibilities. A few examples of how these approaches contribute to this blurring are (1) movement away from hierarchical organizations, (2) the boundaryless organization, (3) empowered teams, and (4) redesign.
THE FUTURE OF JOB ANALYSIS: A STRATEGIC VIEW
Today's organizations can use job analysis techniques to assess their current customer role and for it. An introduction to functional job analysis: A scaling of selected tasks from the field of social welfare.
Recruiting for Organizational Success
The scope of an organization's recruitment effort and the methods to be used in that recruitment effort are determined by HRM planning. Whether the position to be filled is pre-existing or newly created, its requirements must be defined as precisely as possible in order for recruitment to be effective.
FACTORS AND ISSUES AFFECTING RECRUITING EFFORTS
Probably the most important factor affecting the success of the recruitment program is the reputation of the organization regarding its products or services. Ultimately, such reputations can reduce the organization's ability to attract the best available individuals (Turban and Greening, 1997).
EXTERNAL FACTORS
A fourth aspect of an organization's recruiting philosophy is whether candidates are viewed as commodities to be purchased or as customers to be wooed. The last aspect of the organization's recruitment philosophy has an ethical undertone in terms of fairness and honesty in the recruitment process.
STRATEGIC IMPORTANCE OF RECRUITMENT
If the organization's recruitment methods promote a favorable image of the organization, rejected applicants may try again in the future and encourage their friends to see the organization as an employer of choice. Effective recruiting makes all applicants – whether employed or not – perceive the organization as an employer of choice.
RESPONSIBILITY FOR RECRUITMENT
Effective recruitment efforts are aligned with the company's strategy, vision and values. Events that occur during recruitment can determine whether the best applicants happily accept the organization's offer of employment or choose to decline it.
SOURCES AND METHODS FOR RECRUITING
Making full use of the capabilities of an organization's employees improves the organization's return on investment. Without some sort of job and offer posting, it's difficult to know what jobs are open elsewhere in the organization.
PROSPECTIVE EMPLOYEES ’ GOALS AND JOB CHOICES
Realistic job previews provide the candidate with complete information about the job, both positive and negative. Traditionally, organizations tried to sell the organization and the job to the prospective employee by making both of them look good.
ALTERNATIVES TO RECRUITING
Some employees welcome this opportunity and are grateful to the organization for making it possible. Since individuals are not employed by the organization, they are likely to be less committed and attached to the organization.
RECRUITING A MORE DIVERSE WORKFORCE
When leasing employees, also called 'staff sourcing', the organization pays a fee to a leasing company that makes a pool of employees available to the organization. In addition, the cost of the lease agreement may be slightly higher than if the employees had been hired directly by the organization itself.
CHOOSING THE RIGHT RECRUITING SOURCE AND METHOD
Pre-employment interviewers should not request potentially damaging information unless the organization is prepared to prove (if necessary in court) that. In the recruitment of employees at all levels of the organization, but especially in managerial or professional positions.
EVALUATING RECRUITING EFFORTS
Time required to fill openings: Are openings filled quickly with qualified candidates so that the work and productivity of the organization is not delayed by vacancies. Organizational recruitment efforts should be guided by a clear recruitment philosophy and goals and keyed into the organization's strategy and values.
Selecting and Placing Human Resources
SELECTION AND PLACEMENT: THE STRATEGIC IMPORTANCE
Effective selection or screening of employees is particularly important because recruiting and hiring employees is very expensive. As we have already mentioned, careful selection is also strategically important because of the legal consequences of incompetent hiring.
THE SELECTION PROCESS
Most employers check applicant references in the final stages of the hiring process to evaluate candidates on their "short list," the list of job finalists (Pyron, 1970). The interview(s) or final selection decision(s) is usually left to the manager of the department upon the job opening.
Human Resources Development
Before we conclude with a discussion on evaluating training and development efforts, let's take a closer look.
HRD AND ORGANIZATIONAL STRATEGY
Another example of training and strategy is evident in the recent emphasis on continuous learning and the learning organization. The primary requirement under EEO is that employees must have access to training and development programs in a nondiscriminatory manner.
NEW EMPLOYEE ORIENTATION
In a small organization without an HRM unit, the new employee's supervisor or manager has total responsibility for orientation. Some organizations have established a "buddy system" in which orientation to the workplace or work unit is carried out by one of the new employee's co-workers.
THE NEEDS ASSESSMENT PHASE
Workforce analysis involves a careful assessment of the capabilities, strengths, and weaknesses that characterize the organization's current workforce. Customer surveys can also reveal problem areas that may not be obvious to organization employees.
SETTING TRAINING AND DEVELOPMENT GOALS
The alternative approach to internal training and development is to use an outsourcing strategy. An outsourced training and development program involves receiving training from people outside the organization.
THE PROGRAM DEVELOPMENT AND IMPLEMENTATION PHASE
On the other hand, such individuals, although experts on the task to be taught, may also be poorly trained instructors. The big advantage of using professional trainers is that they are likely to be very qualified instructors.
UNDERSTANDING LEARNING THEORY AND TRAINING AND DEVELOPMENT
Mastering material in an educational context is pointless unless the trainee can then apply that material on the job. If you are taught how to use a new computer program, but do not have workplace access to the program for several months after the training, some benefits of the training will clearly be lost.
TRAINING METHODS
Five steps are used: (1) observation of the new employee, (2) feedback obtained by the new employee, (3) consensus (ie, the trainer and the new employee have reached agreement on the positives and negatives of the sale). call), (4) practice a new sales call, and (5) review the employee's performance. The method is to present a small amount of information followed by a simple question that requires a response from the learner.
