2
LECTURE NOTES
CHAPTER 11
The Human Resource department in an organization is a staff department that serves the needs of line managers and all employees. The work of HR professionals is integrated with the work of managers in “the line.” Many procedures are designed to meet the HR functions of (1) planning, attracting, recruiting, screening, and selecting, (2) developing employees through orientation, training, and other professional development support, (3)maintaining the HR force through job analysis, wage and salary administration, employee evaluation procedures, managing the collective bargaining process (if applicable) and establishing EAP’s (Employee Assistant Programs) as needed. Lastly, (4) the separation of employees needs to be managed.
Following is a summary view of Chapter 11—all of the functions are interrelated, changing one affects the others.
Slides 1 – 4 are introductory; slide 6 shows the categories of HR functions listed below, and slides 13-23 discuss trends and current issues in HR management.
Human resource functions:
(1)Planning, Attracting, Recruiting, Screening, and Selecting employees, pp. 316-324, Slides 16-21
Planning by using the statistics of separation and market analysis
Image building
Publishing and advertising position vacancies
Designing and processing applications
New on-line strategies as well as traditional publications
Screening applications with established, BONA FIDE criteria
Agrees with job description and specifications
Interviewing
Testing and evaluating
Use of assessment centers and/or online procedures
Using references productively
Selecting the best qualified candidate/s
(2)Managing Talent, pp. 324-328, slides 22-25.
Orientation: learning about the organization and the position
Training: Initial training (IT) learning how to perform the job
Tasks, Continuation training (CT) updating and extending
Job responsibilities
Professional development: Developing skills not only for the job a
person presently occupies, but extending the skills of the employee (conferences, conventions, taking college courses or training on skills that extend beyond a person’s current requirements)
(3)Maintenance, pp. 329-331, Slides 26-28.
Job analysis: job descriptions and specifications
Wage and salary administration, including benefit programs
Employee evaluation procedures
Collective bargaining issues
EAP’s (Employee Assistance Programs)
Separation p. 330-331, slide 28
Retirement programs
Laying off and retraining and/or placement options
Firing for lack of performance
Disability or death
HR legal environment: All of these functions of HR management exist within a legal environment—often called “a pot aboil.” pp. 311-313, Slides 11-12
The textbook lists several HR laws. The categories of HR law are not listed in the textbook. But, it helps to understand that HR laws fit into the following five categories:
Worker health and safety
Freedom from discrimination (protected classes/minorities)
Fair and just treatment of employees
Wage, salary and benefits
Collective bargaining
The concept of Bonafide qualifications and procedures permeates the HR functions and laws. Bonafide means with good reason or for good cause. Qualifications of workers for selection and/or promotion and other HR procedures must be based only on the qualities supported (with good reason or cause) by the job requirements.
Current issues in HRM, (Changing Nature of Careers) pp. 314-316, Slides 13-15