Chapter 1

Introduction to human resource

management
Lecturer: Truong Thi Vien

1
 HUMAN RESOURCE MANAGEMENT
(45 periods)

Chapter 1: Chapter 2: Chapter 3: Chapter 5: Chapter Chapter 8:

Chapter 4: Chapter 7:
Introduction Job Personnel Training 6: Incentives
to human analysis planning Recruitment and Performa Compensation (6 periods)
resource and the developing nce (6 periods)
and management-
talent employees manage
management recruiting Testing and
manageme
(3 periods) (6 periods) (6 periods) ment and
nt process
selecting appraisal
(6 periods)
employees (6
periods)
(6 periods)

2
 LEARNING OUTCOMES
1. Explain what human resource management is and how it relates
to the management process.
2. Briefly discuss and illustrate each of the im- portant trends
influencing human resource
management.
3. Briefly describe “distributed HR” and other im- portant aspects
of human management today.
4. List at least four important human resource manager
competencies.

3
 CONTENTS
1.1. Definition of human resource management
1.2. The trends shaping human resource management
1.3. Today's new human resource management
Casestudy 1
References:
Gary Dessler (2017); Human resource management; Publisher Pearson, chapter 1

4
• What Is Human Resource Management (HRM)?
• The process of acquiring, training, appraising, and compensating employees,
and of attending to their labor relations, health and safety, and fairness
concerns.
• Organization
• People with formally assigned roles who work together to achieve the
organization’s goals.
• Manager
• The person responsible for accomplishing the organization’s goals, and who
does so by managing the efforts of the organization’s people.

1–5
The Management Process: performing

five basic functions

Planning

Controlling Organizing

Leading Staffing

6
Matching column A and column B
A B
1. Planning
b. Giving each subordinate a specific task; establishing departments;
delegating authority to subordinates; establishing channels of authority and
communication; coordinating the work of subordinates
2. Organizing a. Establishing goals and standards; developing rules and procedures;
developing plans and forecasts
3. Staffing c. Determining what type of people should be hired; recruiting prospective employees;
selecting employees; setting performance standards; compensating employees; evaluating
performance; counseling employees; training and
developing employees
4. Leading d. Setting standards such as sales quotas, quality standards, or production levels; checking to
see how actual performance compares with these standards; taking corrective action as needed
5. Controlling e. Getting others to get the job done; maintaining morale; motivating
subordinates

7
Human Resource Management
Processes
Acquisition

Fairness Training

Human
Resource
Management
Health and
(HRM) Appraisal
Safety

Labor Relations Compensation

8
 Personnel Aspects of a Manager’s Job
• Conducting job analyses
• Planning labor needs and recruiting job candidates
• Selecting job candidates
• Orienting and training new employees
• Managing wages and salaries
• Providing incentives and benefits
• Appraising performance
• Communicating
• Training and developing managers
• Building employee commitment
1–9
 Why Is Human
Resource
Management
Important to All
Avoid personnel mistakes
Managers?
Improving profits and performance

1–10
 Personnel Mistakes
To have your employees not doing their best.
 To hire the wrong person for the job.
 To experience high turnover.
 To have your company in court due to your discriminatory actions.
 To have your company cited for unsafe practices.
 To let a lack of training undermine your department’s effectiveness.
 To commit any unfair labor practices

1–11
• The bottom line of managing:
Getting results
• HR creates value by engaging in
activities that produce the employee
behaviors that the organization needs
to achieve its strategic goals.
• Looking ahead: Using evidence-based
HRM to measure the value of HR
activities in achieving those goals.

1–12
• Line Manager
• Is authorized (has line authority) to direct the work
of subordinates and is responsible for
accomplishing the organization’s tasks.
• Staff Manager
• Assists and advises line managers.
• Has functional authority to coordinate personnel
activities and enforce organization policies.

1–13
Line Managers’ HRM Responsibilities
1. Placing the right person on the right job
2. Starting new employees in the organization (orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining creative cooperation and developing smooth working
relationships
6. Interpreting the firm’s policies and procedures
7. Controlling labor costs
8.
9.
Developing the abilities of each person
Creating and maintaining department morale
Why?
10. Protecting employees’ health and physical condition

1–14
FIGURE 1–1 Human Resources Organization Chart for a Large Organization

15
FIGURE 1–2 Human Resources Organization Chart for a Small Company

16
Human Resource Specialties
Recruiter

Labor relations
specialist EEO coordinator
Human
Resource
Specialties
Training
Job analyst
specialist

Compensation
manager

17
 Examples of job duties include:

●Recruiters: Maintain contacts within the community and perhaps travel

extensively to search for qualified job applicants.
● Equal employment opportunity (EEO) representatives or affirmative

action
coordinators: Investigate and resolve EEO grievances, examine organizational
practices for potential violations, and compile and submit EEO reports.
●Job analysts: Collect and examine detailed information about job duties to

prepare job descriptions.

●Compensation managers: Develop compensation plans and handle the

employee benefits program.

●Training specialists: Plan, organize, and direct training activities.

●Labor relations specialists: Advise management on all aspects of union–

management relations.

18
1.2. Trends Shaping Human Resource
Management Globalization
and Competition
Trends

Technological
Trends
Trends in HR
Management
Workforce and
Trends in the
Demographic
Nature of Work
Trends

Economic
Challenges and
Trends

19
FIGURE 1–4 Trends Shaping Human Resource Management

20
 More on HR Technology Trends
There are 5 main types of digital technologies driving
HR professionals to automation:
o Social Media
o Mobile Applications
o Gaming
o Cloud Computing
o Data Analytics (as known as Talent Analytics)

21
Trends in the Nature of Work
Changes in How We
Work

Knowledge Work
High-Tech Service
and Human
Jobs Jobs
Capital

22
TABLE 1–1 Demographic Groups as a Percent of the Workforce, 1986–2016

23
Workforce and Demographic
Trends
Demographic Trends

Generation “Y”
Trends Affecting
Human Resources
Retirees

Nontraditional Workers

24
 1.3. Today’s new Human Resource
Management
* One big consequence of globalized competition, economic
and demographic
trends, and the shift to high-tech and service jobs is the
growing emphasis by
employers on getting the best from their “human capital,” .
* This requires, among other things, using human resource
methods to improve
employee performance and engagement.
* Thanks to digital devices and social media, employers are
shifting (distributing)
more HR tasks from central human resource departments to
employees and line
managers.
* This gives many line managers more human resource
management
responsibilities.
* And this means that many human resource managers can 25
refocus their efforts
 Excercise

Working in groups, develop outlines showing how trends

like workforce diversity, technological innovation,
globalization, and changes in the nature of work have
affected the college or university you are attending now.
Present in class.

26
Casestudy 1

27
 Chapter 2

Job analysis and the talent management

process

Lecturer: Truong Thi Vien

28
 HUMAN RESOURCE MANAGEMENT
(45 periods)

Chapter 1: Chapter 2: Chapter 3: Chapter 5: Chapter Chapter 8:

Chapter 4: Chapter 7:
Introduction Job Personnel Training 6: Incentives
to human analysis planning Recruitment and Performa Compensation (6 periods)
resource and the developing nce (6 periods)
and management-
talent employees manage
management recruiting Testing and
manageme
(3 periods) (6 periods) (6 periods) ment and
nt process
selecting appraisal
(6 periods)
employees (6
periods)
(6 periods)

29
 LEARNING OUTCOMES

1. Define talent management and explain why it is

important.
2. Discuss the process of job analysis, including why it is
important.
3. Explain how to use at least three methods of collecting
job analysis information, including interviews,
questionnaires, and observation.
4. Explain how you would write a job description.
5. Explain how to write a job specification

30
 CONTENTS
2.1. The talent management process
2.2. The basics of job analysis
2.3. Methods for collecting job analysis information
2.4. Writing job descriptions
2.5. Explain how to write a job specifications
2.6. Using competencies models
Casestudy 1
References:
Gary Dessler (2017); Human resource management; Publisher Pearson, chapter 2
31
2.1. The talent management process
The goal-oriented and integrated
process of planning, recruiting,
developing, managing, and
compensating employees

32
 Examples: The manager who takes a talent management
approach tends to take actions like these following, True or
False?
1. He or she starts with the results and asks, “What recruiting, testing, training,
or pay action should I take to produce the employee competencies we need to
achieve our company’s goals?”

2. He or she treats activities such as recruiting and training as interrelated. For

example, the manager knows that having employees with the right skills depends as
much on recruiting and training as on applicant testing.

3. Because talent management is holistic and integrated, he or she will probably use
the same “profile” of required human skills, knowledge, and behaviors
(“competencies”) for formulating a job’s recruitment plans as for making selection,
training, appraisal, and compensation decisions for it.
33
 2.2. The basics of job analysis
2.2.1. What Is Job Analysis?

job analysis
The procedure for determining the duties and skill requirements of a job
and the kind of person who should be hired for it.
job descriptions
A list of a job’s duties, responsibilities, reporting relationships, working
conditions, and supervisory responsibilities—one product of a job analysis.
job specifications
A list of a job’s “human requirements,” that is, the requisite education, skills,
personality, and so on—another product of a job analysis

34
2.2.2. Types of Information Collected
Work
activities

Human requirements Human

behaviors
Information
Collected Via
Job Analysis
Machines, tools,
Job
equipment, and work
context
aids

Performance
standards

35
 Những thông tin cần thu thập trong phân tích công việc
1. Số lượng, chủng loại, quy trình kỹ thuật và tính năng tác dụng của các trang thiết bị

a. Thông tin các yếu tố điều kiện làm 2. Tuổi, ngoại hình, sở thích, sức khỏe, quan điểm, tham vọng
việc.
3. Trình độ học vấn, kiến thức, kinh
b. Thông tin về các hoạt động thực tế nghiệm, kỹ năng thực hiện công
của nhân viên tiến hành tại nơi làm việc
việc 4. Thu thập, xử lý số liệu và cách
c. Thông tin vể những phẩm chất mà thực vận hành máy móc thiết bị
nhân viên thực hiện công việc cần có
5. Phương pháp làm việc, cách
d. Thông tin vể máy móc, thiết bị kỹ thức làm việc với khách hàng
thuật tại nơi làm việc.
e. Thông tin vể tiêu chuẩn mẫu trong 6. Chế độ lương bổng, khen
thực hiện công việc đối với nhân viên thưởng, vệ sinh lao động, những
rủi ro trong công việc.

7. Tiêu chuẩn hành vi và tiêu chuẩn kết quả công việc

36
2.2.3. Uses of Job Analysis Information
Recruitment
and selection

EEO
compliance Compensation
Information
Collected via Job
Analysis
Discovering Performance
unassigned duties appraisal

Training

37
 Job analysis

Job description
and specification

Recruiting Performance Job evaluation— Training

and selection appraisal wage and salary requirements
decisions decisions
(compensation)

FIGURE 4–1 Uses of Job Analysis Information

38
2.2.4. Steps in Job Analysis
Steps in doing a job
analysis:

1 Decide how you’ll use the information.

2 Review relevant background information.

3 Select representative positions.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

39
2.3. Methods for collecting job analysis information
Collecting Job Analysis Information
Methods for Collecting Job Analysis
Information

Interviews Questionnaires Observations Diaries/Logs

Quantitative Job Analysis Electronic Job Analysis

Techniques Methods

40
2.3.1. Methods for Collecting Job Analysis Information:
The Interview
• Information Sources • Interview Formats
• Individual employees • Structured (Checklist)
• Groups of employees • Unstructured
• Supervisors with knowledge
of the job
• Advantages
• Quick, direct way to find
overlooked information
• Disadvantage
• Distorted information
41
2.3.2. Methods for Collecting Job Analysis Information:
Questionnaires
• Information Source • Advantages
• Have employees fill out • Quick and efficient way
questionnaires to describe their to gather information
job-related duties and from large numbers of
responsibilities employees
• Questionnaire Formats • Disadvantages
• Structured checklists • Expense and time
• Open-ended questions consumed in preparing
and testing the
questionnaire

42
2.3.3. Methods for Collecting Job Analysis Information:
Observation
• Advantages
• Information Source
• Provides first-hand information
• Observing and noting the
physical activities of employees • Reduces distortion
as they go about their jobs by of information
managers. • Disadvantages
• Time consuming
• Reactivity response distorts
employee behavior
• Difficulty in capturing
entire job cycle
• Of little use if job involves a
high level of mental activity
43
2.3.4. Methods for Collecting Job Analysis Information:
Participant Diaries/Logs
• Information Source • Advantages
• Workers keep a chronological • Produces a more complete
diary or log of what they do and picture of the job
the time spent on each activity
• Employee participation
• Disadvantages
• Distortion of information
• Depends upon employees to
accurately recall their activities

44
2.3.5. Quantitative Job Analysis Techniques

Quantitative Job
Analysis

Department of
Position Analysis Functional Job
Labor (DOL)
Questionnaire Analysis
Procedure

45
2.3.6. Electronic Job Analysis Methods
Employers increasingly rely on electronic or Web-based job
analysis methods.
For example, the manager or job analyst may use the Web to
review existing information about a job.

46
2.4. Writing Job Descriptions
Job
identification

Job Job
specifications summary

Sections of a Typical
Job Description
Working Responsibilities and
conditions duties

Authority of
Standards of performance
the incumbent

47
 The Job Description
• Job Identification • Responsibilities and Duties
• Job title • Major responsibilities and
• FLSA status section duties (essential functions)
• Preparation date • Decision-making authority
• Preparer • Direct supervision
• Job Summary • Budgetary limitations
• General nature of the job • Standards of Performance
• Major functions/activities and Working Conditions
• Relationships • What it takes to do the job
• Reports to: successfully
• Supervises:
• Works with:
• Outside the company:
48
• FIGURE 4-9 Simple Job
description Questionnaire
Source: Copyright Gary Dessler,
PhD.

49
2.5. Writing Job Specifications
“What human traits and
experience are required
to do this job well?”

Job specifications Job specifications

Job specifications
for trained versus based on statistical
based on judgment
untrained personnel analysis

50
Job Analysis in a Worker-Empowered
World
Job Design:
From Specialized
to Enriched Jobs

Job Job Job

Enlargement Rotation Enrichment

51
 2.6. Competency-Based Job Analysis
• Competencies
• Demonstrable characteristics of a person that enable performance of a job.
• Reasons for Competency-Based Job Analysis
• To support a high-performance work system (HPWS).
• To create strategically-focused job descriptions.
• To support the performance management process in fostering, measuring, and
rewarding:
• General competencies
• Leadership competencies
• Technical competencies

4–52
Casestudy 2

53
 Chapter 3

Personnel planning and recruiting

Lecturer: Truong Thi Vien

54
 HUMAN RESOURCE MANAGEMENT
(45 periods)

Chapter 1: Chapter 2: Chapter 3: Chapter 5: Chapter Chapter 8:

Chapter 4: Chapter 7:
Introduction Job Personnel Training 6: Incentives
to human analysis planning Recruitment and Performa Compensation (6 periods)
resource and the developing nce (6 periods)
and management-
talent employees manage
management recruiting Testing and
manageme
(3 periods) (6 periods) (6 periods) ment and
nt process
selecting appraisal
(6 periods)
employees (6
periods)
(6 periods)

55
 CONTENTS

3.1. Workforce planning and forecasting

3.2. Importance of effective recruiting
3.3. Internal sources of candidates
3.4. Outside souces of candidates
3.5. Recruiting a more diverse workforce
3.6. Developing and using application forms
Casestudy 3
References:
Gary Dessler (2017); Human resource management; Publisher Pearson,
chapter 5
56
 3.1. Workforce planning and forecasting
Workforce planning:
The process of deciding what positions the
firm will have to fill, and how to fill them

Reviews the
client’s business Develop a
plan and workforce
workforce data strategic plan
One consulting
firm’s approach
Tower
illustrates
s
workforce
Watso
planning.
n
Identify what Implement the
positions the firm changes
will have to fill
and potential
workforce gaps

57
Figure: Steps in Recruitment and Selection Process

58
Figure 2. Linking Employer’s Strategy to Plans

59
 Planning and Forecasting

• Employment or Personnel Planning

• The process of deciding what positions
the firm will have to fill, and how to fill them.
• Succession Planning
• The process of deciding how to fill the company’s most
important executive jobs.
• What to Forecast?
• Overall personnel needs
• The supply of inside candidates
• The supply of outside candidates

60
 3.1.1. Forecasting Personnel Needs

Forecasting Tools

Trend analysis Ratio analysis Scatter plotting

61
3.1.2. Forecasting the Supply of Inside Candidates

Qualification
Inventories

Manual systems and Computerized skills

replacement charts inventories

62
Figure 3. Management replacement chart showing development
needs of potential future divisional vice presidents

63
 3.1.3. Forecasting Outside Candidate Supply

• Factors In Supply of Outside Candidates

• General economic conditions
• Expected unemployment rate
• Sources of Information
• Periodic forecasts in business publications
• Online economic projections
• U.S. Congressional Budget Office (CBO)
• U.S. Department of Labor’s O*NET™
• Bureau of Labor Statistics (BLS)
• Other federal agencies and private sources

5–64
 3.2. Effective Recruiting

• External Factors Affecting Recruiting

• Supply of workers
• Outsourcing of white-collar jobs
• Fewer “qualified” candidates
• Other Factors Affecting Recruiting Success
• Consistency of recruitment with strategic goals
• Types of jobs recruited and recruiting methods
• Nonrecruitment HR issues and policies
• Successful prescreening of applicants
• Public image of the firm
• Employment laws

5–65
 Organizing How You Recruit

Advantages of Centralizing Recruiting Efforts

Facilitates Reduces Ensures Fosters effective

strategic duplication of compliance with use of online
priorities HR activities EEO laws recruiting

66
Measuring Recruiting Effectiveness

Evaluating Recruiting
Effectiveness

How to
What to measure
measure

67
 Figure: Recruiting yield pyramid

●
50% ● ●

67% ● ● ●

75% ● ● ● ●

16% ● ● ● ● ● ●

68
 3.3. Internal Sources of Candidates
Advantages Disadvantages

• Foreknowledge of candidates’ • Failed applicants become

strengths discontented
and weaknesses • Time wasted interviewing
• More accurate view of inside candidates who will not
candidate’s skills be considered
• Candidates have a stronger • Inbreeding strengthens
commitment tendency to maintain the
to the company status quo
• Increases employee morale
• Less training and orientation
required

69
 Finding Internal Candidates

Hiring-from-Within
Tasks

Posting open Rehiring former Succession

job positions employees planning (HRIS)

70
3.4. Outside Sources of Candidates

Locating Outside Candidates

1 Recruiting via the Internet 6 Executive Recruiters

On Demand Recruiting
2 Advertising 7
Services (ODRS)

3 Employment Agencies 8 College Recruiting

Temp Agencies and Alternative

4 9 Referrals and Walk-ins
Staffing

5 Offshoring/Outsourcing

71
 3.4.1. Recruiting via the Internet

• Advantages
• Cost-effective way to publicize job openings
• More applicants attracted over a longer period
• Immediate applicant responses
• Online prescreening of applicants
• Links to other job search sites
• Automation of applicant tracking and evaluation
• Disadvantages
• Exclusion of older and minority workers
• Unqualified applicants overload the system
• Personal information privacy concerns of applicants

5–72
 3.4.2. Advertising for Outside Candidates

• The Media Choice

• Selection of the best medium depends on the positions for which the firm is
recruiting.
• Newspapers: local and specific labor markets
• Trade and professional journals: specialized employees
• Internet job sites: global labor markets
• Constructing (Writing) Effective Ads
• Create attention, interest, desire, and action (AIDA).
• Create a positive impression (image) of the firm.

5–73
 3.4.3. Employment Agencies

Types of
Employment
Agencies

Public Nonprofit Private

agencies agencies agencies

74
 a. Why Use a Private Employment Agency?

• No HR department: firm lacks recruiting and screening capabilities to

attract a pool of qualified applicants.
• To fill a particular opening quickly.
• To attract more minority or female applicants.
• To reach currently employed individuals who are more comfortable
dealing with agencies than competing companies.
• To reduce internal time devoted to recruiting.

5–75
 b. Avoiding Problems with Employment Agencies

• Give agency an accurate and complete job description.

• Make sure tests, application blanks, and interviews are part of
the agency’s selection process.
• Review candidates accepted or rejected by your firm or the
agency for effectiveness and fairness of agency’s screening
process.
• Screen agency for effectiveness in filling positions.
• Supplement the agency’s reference checking by checking the
final candidate’s references yourself.

5–76
 Specialized Staffing and Recruiting

• Alternative Staffing
• In-house contingent (casual, seasonal, or temporary) workers
employed by the company, but on an explicit short-term basis.
• Contract technical employees supplied for long-term projects under
contract from outside technical services firms.
• On-Demand Recruiting Services (ODRS)
• Provide short-term specialized recruiting to support specific
projects without the expense of retaining traditional search firms.

5–77
 3.4.4. Temp Agencies and Alternative Staffing
• Benefits of Temps
• Increased productivity—paid only when working
• Allows “trial run” for prospective employees
• No recruitment, screening, and payroll administration
costs
• Costs of Temps
• Increased labor costs due to fees paid to temp agencies
• Temp employees’ lack of commitment to the firm

5–78
 a. Working with a Temp Agency

• Invoicing. Make sure the agency’s invoice fits your firm’s needs.
• Time sheets. The time sheet is a verification of hours worked and an agreement to pay the agency’s
fees.
• Temp-to-perm policy. What is the policy if you want to hire a temp as a permanent employee?
• Recruitment of and benefits for temp employees. How does the agency plan to recruit and what sorts
of benefits will it pay?
• Dress code. Specify the attire at each of your offices or plants.
• Equal employment opportunity statement. Get a statement from the agency that it does not
discriminate when filling temp orders.
• Job description information. Ensure that the agency understands the job to be filled and the sort of
person you want to fill it.

5–79
 b. Concerns of Temp Employees

• Dehumanizing, impersonal, and discouraging treatment by employers.

• Insecurity about employment and pessimism about the future.
• Worry about the lack of insurance and pension benefits.
• Being misled about job assignments and whether temporary
assignments are likely to become full-time positions.
• Being “underemployed” while trying to return to the full-time labor
market.
• Anger toward the corporate world and its values; expressed as
alienation and disenchantment.

5–80
 Figure. Ten things managers should avoid when
supervising temporary employees

Do Not:
1. Train your contingent workers. Ask their staffing agency to handle training.
2. Negotiate the pay rate of your contingent workers. The agency should set pay.
3. Coach or counsel a contingent worker on his/her job performance. Instead, call the person’s
agency and request that it do so.
4. Negotiate a contingent worker’s vacations or personal time off. Direct the worker to his or her
agency.
5. Routinely include contingent workers in your company’s employee functions.
6. Allow contingent workers to utilize facilities intended for employees.
7. Let managers issue company business cards, nameplates, or employee badges to contingent
workers without HR and legal approval.
8. Let managers discuss harassment or discrimination issues with contingent workers.
9. Discuss job opportunities and the contingent worker’s suitability for them directly. Instead, refer
the worker to publicly available job postings.
10. Terminate a contingent worker directly. Contact the agency to do so.
81
 3.4.5. Offshoring and Outsourcing Jobs

Political and
military instability

Resentment and
Cultural
anxiety of U.S.
misunderstandin
employees/union
gs
s
Outsourcing/
Offshoring
Customers’
Costs of foreign Issues securing and
workers
privacy concerns

Foreign
Special training
contracts,
of foreign
liability, and
employees
legal concerns

82
 3.4.6. Executive Recruitment

• Executive Recruiters (Headhunters)

• Contingent-based recruiters
• Retained executive searchers
• Internet technology and specialization trends
• Guidelines for Choosing a Recruiter
1. Make sure the firm is capable of conducting a thorough search.
2. Meet individual who will handle your assignment.
3. Ask how much the search firm charges.
4. Make sure the recruiter and you agree on what sort of person you need for the
position.
5. Never rely solely on the recruiter to do reference checking.

5–83
 6.4.7.Sources of Outside Applicants

Other Sources of Outside

Applicants

Employee Telecommuter Military College

Walk-ins recruiting
referrals s personnel

84
• Employee Referrals
• Referring employees become stakeholders.
• Referral is a cost-effective recruitment program.
• Referral can speed up diversifying the workforce.
• Relying on referrals may be discriminatory.
• Walk-ins
• Seek employment through a personal direct approach to the employer.
• Courteous treatment of any applicant is a good business practice.

5–85
 College Recruiting
• On-campus recruiting goals • On-site visits
• To determine if the candidate is • Invitation letters
worthy of further consideration • Assigned hosts
• To attract good candidates
• Information packages
• Planned interviews
• Timely employment offer
• Follow-up
• Internships

86
 Improving Productivity Through HRIS:
An Integrated Approach to Recruiting

Elements of an HRIS

Requisition
Recruiting Screening Hiring
management
solution services management
system

87
3.5. Recruiting A More Diverse
Workforce
Single parents

The disabled Older workers

Welfare-to- Minorities and

work women

88
 3.6. Developing and Using Application
Forms

Uses of Application Form

Information

Applicant’s Applicant’s Applicant’s Applicant’s

education and prior progress and employment likelihood of
experience growth stability success

89
FIGURE. FBI Employment Application

90
Application Forms and the Law
Educational
achievements

Housing Arrest
arrangements record

Areas of
Personal Notification in
Marital Information case of
status
emergency

Physical Membership in
handicaps organizations

91
 Chapter 4

Recruitment management - Testing and

selecting employees
Lecturer: Truong Thi Vien

92
 HUMAN RESOURCE MANAGEMENT
(45 periods)

Chapter 1: Chapter 2: Chapter 3: Chapter 5: Chapter Chapter 8:

Chapter 4: Chapter 7:
Introduction Job Personnel Training 6: Incentives
to human analysis planning Recruitment and Performa Compensation (6 periods)
resource and the developing nce (6 periods)
and management-
talent employees manage
management recruiting Testing and
manageme
(3 periods) (6 periods) (6 periods) ment and
nt process
selecting appraisal
(6 periods)
employees (6
periods)
(6 periods)

93
 CONTENTS
1. Why careful selection is important
2. Basic testing concepts
3. Test Takers’ Individual Rights and Test security
4. Legal Privacy Issues
5. Types of Tests
6. Work samples and Simulations
7. Background Investigation and other selection methods
8. The Polygraph and Honesty Testing
9. Honesty Testing Programs
References:
Gary Dessler (2017); Human resource management; Publisher Pearson, chapter 6
1-Why Careful Selection is Important

The Importance of
Selecting the Right
Employees

Organizational Costs of recruiting Legal obligations

performance and hiring and liability

6–95
 Avoiding Negligent Hiring Claims

• Carefully scrutinize information on employment applications.

• Get written authorization for reference checks, and check references.
• Save all records and information about the applicant.
• Reject applicants for false statements or conviction records for
offenses related to the job.
• Balance the applicant’s privacy rights with others’ “need to know.”
• Take immediate disciplinary action if problems arise.

6–96
 2- Basic Testing Concepts
• Reliability
• Describes the consistency of scores obtained by the same person when retested
with the identical or alternate forms of the same test.
• Are test results stable over time?
• If person scores 90 in one test on Monday and 130 when retested on Tuesday.
• Validity
• Indicates whether a test is measuring what it is supposed to be measuring.
• Does the test actually measure what it is intended to measure?
• Eg you want to measure a board of 3 feet. But the measuring stick is showing 3.5
feet. So this would be problem of validity.

6–97
2.1 Types of Validity

Types of
Test Validity

Criterion validity Content validity

2.3 -Evidence-Based HR: How to Validate a Test

Steps in Test Validation

1 Analyze the Job: predictors and criteria (success of job

e.g. production related or verbal qualities)

2 Choose the Tests: test battery or single test(to measure

aggressiveness, numerical abilities etc)
Administer the Test: concurrent(on job test compare with
3
current performance) or predictive validation(application
of test before hiring check performance and test results.

4 Relate Your Test Scores and Criteria: scores versus actual

performance
Cross-Validate and Revalidate: repeat Steps 3 and 4 with a
5
different sample
6–99
FIGURE 6–2 Examples of Web Sites Offering Information
on Tests or Testing Programs

• www.hr-guide.com/data/G371.htm
Provides general information and sources
for all types of employment tests
• http://ericae.net
Provides technical information on all types
of employment and nonemployment
• tests.www.ets.org/testcoll
Provides information on over 20,000 tests
• www.kaplan.com
Information from Kaplan test preparation
on how various admissions tests work
• www.assessments.biz
One of many firms offering employment tests

6–100
TABLE 6–1 Testing Program Guidelines

1. Use tests as supplements.

2. Validate the tests.
3. Monitor your testing/selection program.
4. Keep accurate records.
5. Use a certified psychologist.
6. Manage test conditions.
7. Revalidate periodically.

6–101
3-Test Takers’ Individual Rights and Test Security
• Under the APA’s standard for educational and
psychological tests, test takers have the following
rights:
• The right to the confidentiality of test results.
• The right to informed consent regarding use of these
results.
• The right to expect that only people qualified to
interpret the scores will have access to them, or that
sufficient information will accompany the scores to
ensure their appropriate interpretation.
• The right to expect the test is fair to all. For example, no
one taking it should have prior access to the questions
or answers.
6–102
 4-Legal Privacy Issues

• Defamation
• Libeling or slandering of employees or former
employees by an employer.
• Avoiding Employee Defamation Suits
1. Train supervisors regarding the importance of
employee confidentiality.
2. Adopt a “need to know” policy.
3. Disclose procedures impacting confidentially of
information to employees.
6–103
 How Do Employers Use Tests at Work?
• Major Types of Tests
• Basic skills tests
• Job skills tests
• Psychological tests
• Why Use Testing?
• Increased work demands = more testing
• Screen out bad or dishonest employees
• Reduce turnover by personality profiling

6–104
FIGURE 6–4 Sample Test
 Computerized and Online Testing
• Online tests
• Telephone prescreening
• Offline computer tests
• Virtual “inbox” tests
• Online problem-solving tests
• Types of Tests
• Specialized work sample tests
• Numerical ability tests
• Reading comprehension tests
• Clerical comparing and checking tests
6–106
 5-Types of Tests
What Different Tests
Measure

Personality
Cognitive Motor and and interests Current
abilities physical What
Intelligence achievement
abilities personality Test
test Measure
•Specific The Big Five
Cognitive Caveats
Abilities( Effectiveness
Interest
Inventories

6–107
FIGURE 6–5 Type of Question Applicant Might Expect
on a Test of Mechanical Comprehension

6–108
 The “Big Five”

Extraversion

Emotional
Conscientiousnes
stability/
s
Neuroticism

Openness to
Agreeableness
experience

6–109
 Work Samples and Simulations

Measuring Work
Performance Directly

Management Video-based Miniature job

Work
assessment situational training and
samples
centers testing evaluation

6–110
FIGURE 6–7 Example of a Work Sampling Question

Checks key before installing against:

___ shaft score 3
___ pulley score 2
___ neither score 1
Note: This is one step in installing pulleys and belts.

6–111
TABLE 6–2 Evaluation of Assessment Methods on Four Key Criteria

Costs (Develop/
Assessment Method Validity Adverse Impact Administer) Applicant Reactions
Cognitive ability tests High High (against minorities) Low/low Somewhat favorable
Job knowledge test High High (against minorities) Low/low More favorable
Personality tests Low to Low Low/low Less favorable
moderate

Biographical data inventories Moderate Low to high for different High/low Less favorable
types

Integrity tests Moderate to Low Low/low Less favorable

high
Structured interviews High Low High/high More favorable
Physical fitness tests Moderate to High (against females and High/high More favorable
high older workers)

Situational judgment tests Moderate Moderate (against High/low More favorable

minorities)

Work samples High Low High/high More favorable

Assessment centers Moderate to Low to moderate, High/high More favorable
high depending on exercise

Physical ability tests Moderate to High (against females and High/high More favorable
high older workers)

Note: There was limited research evidence available on applicant reactions to situational judgment tests and physical ability tests. However,
because these tests tend to appear very relevant to the job, it is likely that applicant reactions to them would be favorable.
Background Investigations and Other Selection Methods
• Investigations and Checks
• Reference checks
• Background employment checks
• Criminal records
• Driving records
• Credit checks
• Why?
• To verify factual information provided by applicants
• To uncover damaging information

6–113
Background Investigations and Reference Checks

Former Employers

Current Supervisors

Sources of Commercial Credit

Information Rating Companies

Written References

Social Networking
Sites
Limitations on Background Investigations and Reference Checks

Legal Issues:
Defamation

Background
Employer Legal Issues:
Guidelines
Investigations and Privacy
Reference Checks

Supervisor
Reluctance
 Making Background Checks More Useful
1. Include on the application form a statement for applicants to sign
explicitly authorizing a background check.
2. Use telephone references if possible.
3. Be persistent in obtaining information.
4. Compare the submitted résumé to the application.
5. Ask open-ended questions to elicit more information from references.
6. Use references provided by the candidate as a source for other
references.

6–116
 Using Preemployment Information Services

Acquisition and Use of Background

Information

1 Disclosure to and authorization by applicant/employee

2 Employer certification to reporting agency

3 Providing copies of reports to applicant/employee

4 Notice of adverse action to applicant/employee

6–117
 The Polygraph and Honesty Testing
• Employee Polygraph Protection Act of 1988
• Generally prohibits polygraph examinations by all private employers unless:
• The employer has suffered an economic loss or injury.
• The employee in question had access to the property.
• There is a reasonable prior suspicion.
• The employee is told the details of the investigation, as well as questions to be asked on the
polygraph test itself.
• Private business exceptions:
• Private security employees
• Employees with access to drugs
• Ongoing economic loss or injury investigations

6–118
Honesty Testing Programs: What Emplo
Do
• Antitheft Screening Procedure:
• Ask blunt questions.
• Listen, rather than talk.
• Do a credit check.
• Check all employment and personal references.
• Use paper-and-pencil honesty tests and psychological
tests.
• Test for drugs.
• Establish a search-and-seizure policy and conduct
searches.

6–119
 Physical Examinations

• Reasons for preemployment medical examinations:

• To verify that the applicant meets the physical requirements of the position.
• To discover any medical limitations to be taken into account in placing the
applicant.
• To establish a record and baseline of the applicant’s health for future insurance
or compensation claims.
• To reduce absenteeism and accidents.
• To detect communicable diseases that may be unknown to the applicant.

6–120
 Substance Abuse Screening
• Types of Screening
• Before formal hiring
• After a work accident
• Presence of obvious behavioral symptoms
• Random or periodic basis
• Transfer or promotion to new position
• Types of Tests
• Urinalysis
• Hair follicle testing

6–121
Substance Abuse Screening Issues

Safety:
impairment vs.
presence

American with Recreational use

Disabilities Act vs. addiction
Ethical and
Legal Issues
Drug Free Intrusiveness of
Workplace Act of testing
1998 procedures

Accuracy of
tests

6–122
 Improving Productivity Through HRIS:
Using Automated Applicant Tracking
and Screening Systems (ATS)

Benefits of Applicant
Tracking Systems

Can match
“Knock out” Allows employers
“hidden talents”
applicants who to extensively
of applicants to
do not meet job test and screen
available
requirements applicants online
openings
FIGURE 6–11 Checklist: What to Look For in an Applicant Tracking System (ATS)

The employer thinking of adopting an ATS should seek one that meets several
minimum functionality requirements. Among other things, the ATS should be:
• Easy to use.
• Capable of being integrated into the company’s existing HRIS platform, so that, for
instance, data on a newly hired candidate can flow seamlessly into the HRIS
payroll system.
• Able to capture, track, and report applicant EEO data.
• Able to provide employee selection performance metrics reports, including “time to
fill,” “cost to hire,” and “applicant source statistics.”
• Able to facilitate scheduling and tracking of candidate interviews, email
communications, and completed forms, including job offers.
• Able to provide automated screening and ranking of candidates based upon job
skill profiles.
• Able to provide an internal job posting service that supports applications from
current employees and employee referral programs.
• Able to cross-post jobs to commercial job boards such as www.monster.com.
• Able to integrate the ATS job board with your company’s own Web site; for
instance, by linking it to your site’s “careers” section.
• Able to provide for requisition creation and signoff approvals.
 Thực hành trên phần mềm SV-HRIS
BÀI THỰC HÀNH SỐ 1: TUYỂN DỤNG

1. Cài đặt và tạo tài khoản

2. Nhập thông tin danh sách ỨNG VIÊN vị trí công việc cần tuyển dụng
3. Nhập thông tin vị trí tuyển dụng
4. Tạo banner tuyển dụng (trên Canva, …)
5. Chuẩn bị nội dung test (EQ, IQ, nghề nghiệp,..) và câu hỏi phỏng vấn
các ứng cử viên. Các nhóm sẽ diễn thực hành phỏng vấn vào tuần
sau, số ứng cử viên trúng tuyển >=3.

125
 Chapter 5
Training and developing
employees
Lecturer: Truong Thi Vien
 HUMAN RESOURCE MANAGEMENT
(45 periods)

Chapter 1: Chapter 2: Chapter 3: Chapter 5: Chapter Chapter 8:

Chapter 4: Chapter 7:
Introduction Job Personnel Training 6: Incentives
to human analysis planning Recruitment and Performa Compensation (6 periods)
resource and the developing nce (6 periods)
and management-
talent manage
management recruiting employees
manageme Testing and
(3 periods) nt process (6 periods) (6 periods) ment and
selecting appraisal
(6 periods)
employees (6
periods)
(6 periods)
128
 CONTENTS

6.1. Orienting and onboarding new employees

6.2. Overview of the training process
6.3. Implementing the training program
6.4. Implementing management development programs
6.5. Managing organizational change programs
6.6. Evaluating the training effort

References:
Gary Dessler (2017); Human resource management; Publisher Pearson, chapter 8
6.1. Orienting and onboarding new employees

Purpose of Orientation
Orientation Helps
New Employees

Know what
Feel Understand Begin the
is expected
welcome the socialization
in work and
and at ease organization process
behavior
 The Orientation Process

Company
Employee benefit
organization and
information
operations

Personnel Employee Safety measures

policies Orientation and regulations

Daily Facilities
routine tour
FIGURE 8–1
New Employee
Departmental
Orientation Checklist
 6.2. Overview of the training process

• Training
• Is the process of teaching new employees
the basic skills they need to perform their jobs
• Is a hallmark of good management
• Reduces an employer’s exposure to negligent
training liability
• Training’s Strategic Context
• The aims of firm’s training programs must make
sense in terms of the company’s strategic goals.
• Training fosters employee learning, which results in
enhanced organizational performance.
Steps in the Training Process

The ADDIE Five-Step Training

Process
Analyze the training need
1

Design the overall training program.

2

Develop the course (actually assembling/creating the training materials)

3

4 Implement training, by actually training the targeted employee group using

methods such as on-the-job or online training.

5 Evaluate the course’s effectiveness

 6.2.1.Analyzing Training
Needs
Training Needs
Analysis

STrategic Training needs

analysis: identifies the Task Analysis: Performance Analysis:
training employees will need to Assessing new Assessing current
fill these future employees’ training employees’ training
jobs needs needs
TABLE 8–1 Sample Task Analysis Record Form
FIGURE 8–2 Example of Competency Model for Human Resource Manager
 Performance Analysis:
Assessing Current Employees’ Training
Needs

Specialized Software

Assessment Center Performance

Results Appraisals

Individual Diaries Methods Job-Related

for Identifying Performance Data
Training Needs
Attitude Surveys Observations

Tests Interviews

Can’t-do or Won’t-do?
 6.2.2. Designing the Training Program

Design means planning the overall training program

including training
objectives, delivery methods, and program evaluation.
 6.2.3. Developing the Program

Program development means actually assembling the

program’s training content and materials. It means
choosing the specific content the program will
present, as well as designing/choosing the specific
instructional methods (lectures, cases, Web-based,
and so on) you will use.
Training equipment and materials include (for
example) iPads, workbooks, lectures, PowerPoint
slides, Web- and computerbased activities, course
activities, trainer resources (manuals, for instance),
and support materials.
 6.2.4. Implementing the Training
Program
Training Methods
1.On-the-Job Training 11. Computer-Based Training (CBT)
2.Apprenticeship Training 12. Simulated Learning
3.Informal Learning 13. Internet-Based Training
4.Job Instruction Training 14. Learning Portals
5.Lectures
6.Programmed Learning
7.Audiovisual-Based Training
8.Vestibule Training
9. Teletraining and Videoconferencing
10. Electronic Performance Support Systems
(EPSS)
• On-the-Job Training (OJT)
• Having a person learn a job
by actually doing the job.
• Types of On-the-Job Training
• Coaching or understudy
• Job rotation
• Special assignments
• Advantages
• Inexpensive
• Learn by doing
• Immediate feedback
On-the-Job Training
Steps to Help Ensure OJT Success

1 Prepare the learner

2 Present the operation

3 Do a tryout

4 Follow up
FIGURE 8–3 Some Popular Apprenticeships

The U.S. Department of Labor’s Registered Apprenticeship program

offers access to 1,000 career areas, including the following top
occupations:
• Able seaman
• Carpenter
• Chef
• Child care development specialist
• Construction craft laborer
• Dental assistant
• Electrician
• Elevator constructor
• Fire medic
• Law enforcement agent
• Over-the-road truck driver
• Pipefitter
FIGURE 8–4 Job Instruction Training at UPS
 Delivering Effective Lectures

• Don’t start out on the wrong foot.

• Give your listeners signals.
• Be alert to your audience.
• Maintain eye contact with audience.
• Make sure everyone in the room can hear.
• Control your hands.
• Talk from notes rather than from a script.
• Break a long talk into a series of five-minute talks.
• Practice and rehearse your presentation.
Programmed Learning

Presenting
Providing
questions, Allowing the
feedback on
facts, or person to
the accuracy
problems to respond
of answers
the learner

• Advantages
• Reduced training time
• Self-paced learning
• Immediate feedback
• Reduced risk of error for learner
 Intelligent Tutoring Systems

• Advantages
• Reduced learning time
• Cost effectiveness
• Instructional consistency
• Types of Programmed Learning
• Interactive multimedia training
• Virtual reality training
• Virtual classroom
 TABLE 8–2 Names of Various Computer-Based Training Techniques

PI Computer-based programmed instruction

CBT Computer-based training
CMI Computer-managed instruction
ICAI Intelligent computer-assisted instruction
ITS Intelligent tutoring systems
Simulation Computer simulation
Virtual Reality Advanced form of computer simulation
Internet-Based Training

Teletraining and
Videoconferencing

Electronic Performance Support

Distance Systems (EPSS)

Learning
Methods Computer-Based Training

E-learning and learning portals

FIGURE 8–5 Partial List of E-Learning Vendors
Lifelong Learning and Literacy Training
Techniques

Employer Responses to
Employee Learning
Needs

Provide employees
with lifelong Instituting basic skills
educational and and literacy programs
learning opportunities
6.3.Creating Your Own Training Program

Creating a Training Program

1 Set training objectives

2 Use a detailed job description

3
Develop an abbreviated task
analysis record form
4 Develop a job instruction sheet
5 Compile training program for the job
 6.4.Implementing Management
Development Programs

Long-Term Focus of
Management
Development

Appraising
Assessing the Developing the
managers’
company’s managers and
current
strategic needs future managers
performance
Succession Planning
Steps in the Succession Planning
Process

1 Anticipate management needs

2 Review firm’s management skills inventory

3 Create replacement charts

4 Begin management development

Management Development
Techniques

Managerial On-the-Job Training

Job Coaching and Action

rotation understudy learning
 Other Management Training
Techniques
Off-the-Job Management Training
and Development Techniques

The case study method Role playing

Management games Behavior modeling

Outside seminars Corporate universities

University-related programs Executive coaches

FIGURE 8–6 Typical Role in a Role-Playing Exercise

Walt Marshall—Supervisor of Repair Crew

You are the head of a crew of telephone maintenance workers, each of
whom drives a small service truck to and from the various jobs. Every so
often you get a new truck to exchange for an old one, and you have the
problem of deciding which of your crew members you should give the new
truck. Often there are hard feelings, since each seems to feel entitled to the
new truck, so you have a tough time being fair. As a matter of fact, it usually
turns out that whatever you decide is considered wrong by most of the crew.
You now have to face the issue again because a new truck has just been
allocated to you for assignment.
In order to handle this problem you have decided to put the decision up to
the crew. You will tell them about the new truck and will put the problem in
terms of what would be the fairest way to assign the truck. Do not take a
position yourself, because you want to do what they think is most fair.
 Behavior Modeling

Behavior Modeling Training

1 Model the effective behaviors

2 Have trainees role play using behaviors

3 Provide social reinforcement and feedback

4 Encourage transfer of training to job

Managing Organizational Change Programs

What to
Change

Technologie
Strategy Culture Structure Employees
s
Managing Organizational Change and
Development

The Human Resource

Manager’s Role

Organizing Effectively using

Overcoming
and leading organizational
resistance to
organizational development
change
change practices
Managing Organizational Change and
Development (cont’d)

Overcoming Resistance to
Change:
Lewin’s Change Process
1 Unfreezing
2 Moving
3 Refreezing
 How to Lead the Change

• Unfreezing Stage
1. Establish a sense of urgency (need for change).
2. Mobilize commitment to solving problems.
• Moving Stage
3. Create a guiding coalition.
4. Develop and communicate a shared vision.
5. Help employees to make the change.
6. Consolidate gains and produce more change.
• Refreezing Stage
7. Reinforce new ways of doing things.
8. Monitor and assess progress.
Using Organizational Development
Organizational Development
(OD)

1 Usually involves action research

2 Applies behavioral science knowledge

3 Changes the organization in a particular direction

TABLE 8–3 Examples of OD Interventions

Human Process Applications HRM Applications

T-groups (Sensitivity Training) Goal setting
Process consultation Performance appraisal
Third-party intervention Reward systems
Team building Career planning and development
Organizational confrontation meeting Managing workforce diversity
Survey research Employee wellness
Technostructural Interventions Strategic OD Applications
Formal structural change Integrated strategic management
Differentiation and integration Culture change
Cooperative union–management Strategic change
projects Self-designing organizations
Quality circles
Total quality management
Work design
 6.6. Evaluating the Training Effort

• Designing the Evaluation Study

• Time series design
• Controlled experimentation
• Choosing Which Training Effects to Measure
• Reaction of trainees to the program
• Learning that actually took place
• Behavior that changed on the job
• Results achieved as a result of the training
FIGURE 8–7 Using a Time Series Graph to Assess a Training Program’s Effects
FIGURE 8–8
A Sample Training
Evaluation Form
 Chapter 6

Performance management and appraisal

Năm học 2022-2023

 CONTENTS
 Basics of performance appraisal
 Techniques for appraising performance
 Dealing with rater error appraisal problems
 Managing the appraisal interview
 Employee engagement guide for managers
 Performance management
Casestudy 6
References:
Gary Dessler (2017); Human resource management; Publisher Pearson

Năm học 2022-2023

 An Introduction to Appraising
Performance
Why Appraise Performance?

1 Is basis for pay and promotion decisions.

2 Plays an integral role in performance management.

Helps in correcting deficiencies and reinforcing good

3
performance.

4 Is useful in career planning.

Năm học 2022-2023

• Motivations for Soft Appraisals
• The fear of having to hire and train someone new.
• The unpleasant reaction of the appraisee.
• An appraisal process that’s not conducive to candor.
• Hazards of Soft Appraisals
• Employee loses the chance to improve before being discharged or forced to
change jobs.
• Lawsuits arising from dismissals involving inaccurate performance appraisals.

Năm học 2022-2023

• The Supervisor’s Role
• Usually do the actual
appraising
• Must be familiar with basic
appraisal techniques
• Must understand and
avoid problems that can
cripple appraisals
• Must know how to conduct
appraisals fairly

Năm học 2022-2023

• The HR Department’s Role
• Serves a policy-making and advisory role.
• Provides advice and assistance regarding the
appraisal tool to use.
• Trains supervisors to improve their appraisal
skills.
• Monitors the appraisal system effectiveness and
compliance with EEO laws.

Năm học 2022-2023

Effectively Appraising Performance
Steps in Appraising
Performance

1 Defining the job and performance criteria

2 Appraising performance

3 Providing feedback session

Năm học 2022-2023

Performance Appraisal Methods
Appraisal Methodologies

1 Graphic rating scale 6 Narrative forms

Ex: Telespazio

Behaviorally anchored rating

2 Alternation ranking 7
scales (BARS)

3 Paired comparison 8 Management by objectives (MBO)

Computerized and Web-based

4 Forced distribution 9
Dipaksakan mis. Harus 15% performance appraisal
outstanding, 15% poor
5 Critical incident 10 Merged methods

Năm học 2022-2023

FIGURE 9–2
Sample Graphic
Rating Performance
Rating Form

Năm học 2022-2023

FIGURE 9–5 Scale for
Alternate
Ranking
of
Appraisee

Năm học 2022-2023

FIGURE 9–6 Ranking Employees by the Paired Comparison Method

Note: + means “better than.” - means “worse than.” For each chart, add up
the number of +’s in each column to get the highest ranked employee.
Năm học 2022-2023
TABLE 9–1 Examples of Critical Incidents for Assistant Plant Manager

Continuing Duties Targets Critical Incidents

Schedule production 90% utilization of Instituted new production
for plant personnel and machinery scheduling system; decreased
in plant; orders delivered late orders by 10% last month;
on time increased machine utilization in
plant by 20% last month

Supervise procurement Minimize inventory costs Let inventory storage costs rise
of raw materials and while keeping adequate 15% last month; over-ordered
on inventory control supplies on hand parts “A” and “B” by 20%; under-
ordered part “C” by 30%

Supervise machinery No shutdowns due Instituted new preventative

maintenance to faulty machinery maintenance system for plant;
prevented a machine breakdown
by discovering faulty part

Năm học 2022-2023

 Behaviorally Anchored Rating Scale (BARS)
Developing a BARS Advantages of BARS
1. Write critical incidents • A more accurate gauge
2. Develop performance dimensions • Clearer standards
3. Reallocate incidents • Feedback
4. Scale the incidents • Independent dimensions
5. Develop a final instrument • Consistency

Năm học 2022-2023

FIGURE 9–8
Example of a
Behaviorally
Anchored Rating
Scale for the
Dimension
Salesmanship Skills

Năm học 2022-2023

• A comprehensive and formal organizationwide goal-setting and
appraisal program requiring:
1. Setting of organization’s goals
2. Setting of departmental goals
3. Discussion of departmental goals
4. Defining expected results (setting individual goals)
5. Conducting periodic performance reviews
6. Providing performance feedback

Năm học 2022-2023

Dealing with Performance Appraisal
Problems
Potential Rating
Scale Appraisal
Problems

Unclear Halo Central Leniency or

Bias
standards effect tendency strictness

Năm học 2022-2023

TABLE 9–2 A Graphic Rating Scale with Unclear Standards

Năm học 2022-2023

Basic Concepts in Performance
Management and Appraisal
Performance Performance
Appraisal Management

Setting work An integrated

standards, approach to
assessing ensuring that an
performance, and employee’s
providing feedback performance
to employees to supports and
motivate, correct, contributes to the
and continue their organization’s
performance. strategic aims.

Năm học 2022-2023

 Guidelines for Effective
Appraisals
How to Avoid
Appraisal Problems

Get
Know the Use the Keep a Be
agreement
problems right tool diary fair
on a plan

Năm học 2022-2023

Choosing the Right Appraisal Tool
Criteria for Choosing an
Appraisal Tool

Employee
Accessibility Ease-of-use Accuracy
acceptance

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 Who Should Do the Appraising?

Immediate
Self-rating
supervisor

Peers
Potential Subordinates
Appraisers

Rating 360-degree
committee feedback

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The Appraisal Interview

Satisfactory—Promotable

Satisfactory—Not
Types of Promotable
Appraisal
Interviews Unsatisfactory—Correctable

Unsatisfactory—
Uncorrectable

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 Appraisal Interview
Guidelines
Guidelines for
Conducting
an Interview

Talk in terms Encourage

Don’t get Get
of objective the person to
personal agreement
work data talk

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How to Deliver Criticism
How to Criticize a
Subordinate
1
Do it in a manner that lets the person maintain
his or her dignity and sense of worth.

2 Criticize in private, and do it constructively.

Give daily feedback so that the review has no
3
surprises.
4 Never say the person is “always” wrong.

5 Criticism should be objective and free of biases.

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• Purposes of a Written Warning
• To shake your employee out of bad habits.
• To help you defend your rating, both to your own boss and (if needed) to the
courts.
• A Written Warning Should:
• Identify standards by which employee is judged.
• Make clear that employee was aware of the standard.
• Specify deficiencies relative to the standard.
• Indicate employee’s prior opportunity for correction.

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Careers Today and Employee
Commitment
Old Contract New Contract
(Employer-focused) (Employee-focused)

“Do your best and be “I’ll do my best for

loyal to us, and we’ll you, but I expect you
take care of your to provide the
career.” development and
learning that will
prepare me for the
day
I must move on, and
for having the work-
life balance that I
desire.”
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TABLE 10–1 Traditional Versus Career Development Focus

HR Activity Traditional Focus Career Development Focus

Human resource Analyzes jobs, skills, tasks— Adds information about individual
planning present and future. Projects interests, preferences, and the like to
needs. Uses statistical data. replacement plans.

Recruiting and Matching organization’s needs Matches individuals and jobs based on
placement with qualified individuals. variables including employees’ career
interests and aptitudes.

Training and Provides opportunities for Provides career path information.

development learning skills, information, Adds individual development plans.
and attitudes related to job.

Performance Rating and/or rewards. Adds development plans and individual

appraisal goal setting.

Compensation Rewards for time, productivity, Adds tuition reimbursement plans,

and benefits talent, and so on. compensation for non–job-related
activities such as United Way.

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Why Offer Career Development?
Better equips employees
to serve the firm

Career
Boosts employee
Development commitment to the firm
Benefits
Supports recruitment and
retention of efforts

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 TABLE 10–2 Roles in Career Development

Individual
• Accept responsibility for your own career.
• Assess your interests, skills, and values.
• Seek out career information and resources. Manager
• Establish goals and career plans. • Provide timely and accurate performance
• Utilize development opportunities. feedback.
• Talk with your manager about your career. • Provide developmental assignments and
• Follow through on realistic career plans. support.
• Participate in career development
Employer discussions with subordinates.
• • Support employee development plans.
Communicate mission, policies, and procedures.
• Provide training and development opportunities, including workshops.
• Provide career information and career programs.
• Offer a variety of career paths.
• Provide career-oriented performance feedback.
• Provide mentoring opportunities to support growth and self-direction.
• Provide employees with individual development plans.
• Provide academic learning assistance programs.

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• Are professionally competent
• Are trustworthy
• Are consistent
• Have the ability to communicate
• Are willing to share control
• Set high standards
• Are willing to invest time and effort
• Actively steer protégés into important work

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Enhancing Diversity Through Career
Management
• Sources of Bias and Discrimination
• A lack of diversity in the hiring department
• The “old-boy network” of informal friendships
• A lack of women mentors
• A lack of high-visibility assignments and
developmental experiences (glass ceiling = batasan
yg tdk terlihat)
• A lack of company role models for members of the
same racial or ethnic group
• Inflexible organizations and career tracks
*Dual career planning :
- Secara struktural (sesuai struktur organisasi), mis kaprodi, dekan
- Secara fungsional, mis semua dosen bisa jadi guru besar

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Taking Steps to Enhance
Diversity: Women’s and
Minorities’ Prospects
Eliminate institutional barriers

Improve networking and

mentoring
Supporting
Diversity
Abolish the glass ceiling

Adopt flexible career tracks

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Attracting and Retaining Older Workers
Create a culture that honors
experience
Mis. Jd konsultan

Modify selection procedures

HR Policies for Mis. Jd part timer?
Older Workers
Offer flexible or part-time work

Implement phased retirement

programs

Năm học 2022-2023

FIGURE 10–6 The Talent Management Process

Năm học 2022-2023

 Chapter 7

COMPENSATION
 CONTENTS
Compensation management
 Basic Factors in Determining Pay Rates
 Compensation Policy Issues
 Compensation management
Compensation is the total
of an employee’s pay and
benefits. Compensation
affects both
attracting and retaining
employees.
 The Compensation System

1. Compensation components. All rewards that can

be classified as monetary payments
and in-kind payments constitute the compensation
component.
2. Noncompensation components. All rewards
other than monetary and in-kind payments
(e.g., company cafeterias, gyms) constitute the
noncompensation component.
 Types of
There areCompensation
four basic parts of a compensation
system:
- This is typically a flat rate, either as an hourly wage or salary.
Base pay
- A major factor in their decision to accept or decline the job

Wage and
Direct salary add- This includes overtime pay, shift differential, premium pay
compensation For working weekends and holidays, and other add-ons.
ons

Incentive Also called variable pay, incentive pay is pay for performance, and it
pay commonly includes items such as piece work in production and commissioned sales.

Indirect Benefits Benefits may include health insurance; payments to employees if they are unable to
compensation
work because of sickness or accident; retirement pay contributions; and provision
of a wide variety of desired goods and services such as cafeteria service,
tuition reimbursement, and many other items.
Basic Factors in Determining
Pay Rates
Employee
Compensation
Components

Direct financial Indirect financial

payments payments
• Pay for performance
• Pay for seniority
• The pay cycle
• Salary increases and promotions
• Overtime and shift pay
• Probationary pay
• Paid and unpaid leaves
• Paid holidays
• Salary compression
• Geographic costs of living differences
Equity and Its Impact on Pay
Rates
Forms of Compensation
Equity

External Internal Individual Procedural

equity equity equity equity

• External equity refers to how a job’s pay rate in one company compares to the job’s pay rate in other companies.
• Internal equity refers to how fair the job’s pay rate is when compared to other jobs within the same company (for instance, is
the sales manager’s pay fair, when compared to what the production manager is earning?).
• Individual equity refers to the fairness of an individual’s pay as compared with what his or her coworkers are earning for the
same or very similar jobs within the company, based on each individual’s performance.
• Procedural equity refers to the “perceived fairness of the processes and procedures used to make decisions regarding the
allocation of pay.”
Addressing Equity Issues
Area wage and salary surveys

Job analysis and job evaluation

Methods to
Address
Equity Issues Performance appraisal and incentive
pay

Communications, grievance
mechanisms, and employees’
participation
 Step1: The Salary
Survey
Uses for Salary
Surveys

To price To market- To make

benchmark price wages decisions
jobs for jobs about benefits
 Sources for Salary
Surveys
Sources of Wage
and Salary
Information

Self- Professional
Consulting Governmen The
Conducted Association
Firms t Agencies Internet
Surveys s
Step 2: Job Evaluation
Identifying Compensable Factors

Responsibilit Working
Skills Effort
y conditions
 How to Evaluate Jobs
Methods for Evaluating
Jobs

Job Factor
Ranking Point method
classification comparison
FIGURE 11–6 Wage Structure
HR in Practice: Developing a
Workable Pay Plan
• Simplified Approach:
• Conduct a wage survey
• Conduct a job evaluation
• Conduct once-a-year job
appraisals
• Compile the compensation
budget for upcoming year
• Pros
• Higher quality
• Lower absenteeism
• Fewer accidents
• Cons
• Pay program implementation problems
• Costs of paying for unused knowledge, skills, and behaviors
• Complexity of program
• Uncertainty that the program improves productivity
• Broadbanding
• Consolidating salary grades and ranges into a few
wide levels or “bands,” each of which contains a
relatively wide range of jobs and salary levels.
• Pros and Cons
• More flexibility in assigning workers to different job grades
• Provides support for flatter hierarchies and teams
• Promotes skills learning and mobility
• Lack of permanence in job responsibilities can be unsettling
to new employees.
FIGURE 11–8 Broadbanded
Structure and How It
Relates to Traditional
Pay Grades and Tujuan :
Ranges Mempermudah penugasan
karyawan ke level2 yang
lebih bervariasi
• Concept:
• Employers should be required to pay men and
women equal wages for dissimilar jobs that are
of comparable (rather than strictly equal) value
to the employer.
• Basis:
• Seeks to address the issue that women have jobs
that are dissimilar to those of men and those
jobs are often consistently valued less than
men’s jobs.
• Factors Lowering the Earnings of Women:
1. Women’s starting salaries are traditionally lower.
2. Salary increases for women in professional jobs
do not reflect their above-average performance.
3. In white-collar jobs, men change jobs more
frequently, enabling them to be promoted to
higher-level jobs over women with more
seniority.
4. In blue-collar jobs, women tend to be placed in
departments with lower-paying jobs.
 COMPENSATION
direct financial payments:
basic factors in Base
Basepay
pay 1
determining pay Wage and salary add-ons 2
rates Incentive pay 3

indirect financial statements 4

5
market-based approaches
two basic approaches to job evaluation methods: ranking
6
setting 7
job classification
pay rates: the point
8 method

competency-based pay 9
five important special Broadbanding 10
topics in comparable worth 11
compensation board oversight of executive12
pay
total rewards 13

Give a example for each keyword and describe for your group’s job.
 Chapter 8

INCENTIVES

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 CONTENTS
Individual employee Incentive and Recognition Programs
 Incentives for Salespeople
Short- and Long-Term Incentives
Team/Group Incentive Plans

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• Pay-for-Performance Plan
• Ties employee’s pay to the employee’s performance
• Variable Pay Plan
• Is an incentive plan that ties a group or team’s pay to some measure of the
firm’s (or the facility’s) overall profitability
• Example: profit-sharing plans
• May include incentive plans for individual employees

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Types of Employee Incentive
Plans Incentive and Recognition
Individual Employee

Programs

Sales Compensation
Programs
Pay-for-
Performance Team/Group-based
Variable Pay Programs
Plans
Organizationwide
Incentive Programs

Executive Incentive
Compensation Programs

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 Pros and Cons of Piecework
• Easily understandable, equitable, and
powerful incentives
• Employee resistance to changes
in standards or work processes affecting
output
• Quality problems caused by
an overriding output focus
• Possibility of violating minimum wage
standards
• Employee dissatisfaction when incentives
either cannot be earned or are withdrawn
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• Merit Pay
• Is a permanent cumulative salary increase the firm awards to
an individual employee based on his or her individual
performance
• Can detract from performance if awarded across the board
• Becomes permanent ongoing reward for past performance
• Merit Pay Options
• Give annual lump-sum merit raises that do not make the raise
part of an employee’s base salary.
• Tie merit awards to both individual and organizational
performance.
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• Professional Employees
• Are those whose work involves the application
of learned knowledge to the solution of the employer’s
problems.
• Lawyers, doctors, economists, and engineers
• Possible Incentives
• Bonuses, stock options and grants, profit sharing
• Better vacations, more flexible work hours
• Improved pension plans
• Equipment for home offices
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• Effects of Recognition-Based Awards
• Recognition has a positive impact on performance, either
alone or in conjunction with financial rewards.
• Day-to-day recognition from supervisors, peers, and team
members is important.
• Ways to Use Recognition
• Social recognition
• Performance-based recognition
• Performance feedback

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 FIGURE 12–1 Social Recognition and Related Positive
Reinforcement Managers Can Use

• Challenging work assignments

• Being provided with ample
• Freedom to choose own work
encouragement
activity
• Being allowed to set own goals
• Having fun built into work
• Compliments
• More of preferred task
• Expression of appreciation in
• Role as boss’s stand-in when he
front of others
or she is away
• Note of thanks
• Role in presentations to top
• Employee-of-the-month award
management
• Job rotation • Special commendation
• Encouragement of learning and • Bigger desk
continuous improvement • Bigger office or cubicle

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• Salary Plan Incentives for Salespeople
• Straight salaries
• Best for: prospecting (finding new clients),
account servicing, training customer’s sales force,
or participating in national and local trade shows
• Commission Plan
• Pay is a percentage of sales results.
• Keeps sales costs proportionate to sales revenues
• May cause a neglect of nonselling duties
• Can create wide variation in salesperson’s income
• Likelihood of sales success may be linked to external factors rather
than to salesperson’s performance
• Can increase turnover of salespeople

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• Combination Plan
• Pay is a combination of salary and commissions,
usually with a sizable
salary component.
• Plan gives salespeople a floor
(safety net) to their earnings.
• Salary component covers company-specified
service activities.
• Plans tend to become complicated,
and misunderstandings can result.
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 Short- and Long-Term Incentives
• Short-Term Incentives: The Annual Bonus
• Plans intended to motivate short-term performance of
managers and tied to company profitability.
• Issues in awarding bonuses
• Eligibility basis
• Fund size basis
• Individual performance award
• Long-term incentives
• Stock options
• Performance shares
• Indexed options
• Premium price options
• Stock appreciation rights
• Perks Học kỳ 2 - Năn học 2023-2024
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• Team (or Group) Incentive Plans
• Incentives are based on team’s performance.
• How to Design Team Incentives
• Set individual work standards.
• Set work standards for each team member
and then calculate each member’s output.
• Members are paid based on one of three formulas:
• All receive the same pay earned by the highest producer.
• All receive the same pay earned by the lowest producer.
• All receive the same pay equal to the average pay
earned by the group.
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• Pros
• Reinforces team planning and problem solving
• Helps ensure collaboration
• Encourages a sense of cooperation
• Encourages rapid training of new members
• Cons
• Pay is not proportionate to an individual’s effort
• Rewards “free riders”

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• Profit-Sharing Plans
• Current profit-sharing (cash) plans
• Employees receive cash shares of the firm’s profits at
regular intervals.
• Deferred profit-sharing plans
• A predetermined portion of profits based on the
employee’s contribution to the firm’s profits is
placed in each employee’s retirement account under
a trustee’s supervision.
• Employees’ income taxes on the distributions are
deferred, often until the employee retires.

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• Put some portion of the employee’s
weekly pay at risk.
• If employees meet or exceed
their goals, they earn incentives.
• If they fail to meet their goals, they
forego some of the pay they would
normally have earned.

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• Employee Stock Ownership Plan (ESOP)
• A firm annually contributes its own stock—
or cash (with a limit of 15% of
compensation) to be used to purchase the
stock—to a trust established for the
employees.
• The trust holds the stock in individual
employee accounts and distributes it to
employees upon separation from the firm if
the employee has worked long enough to
earn ownership of the stock.
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• Performance pay can’t replace good management.
• You get what you pay for.
• “Pay is not a motivator.”
• Rewards punish.
• Rewards rupture relationships.
• Rewards can have unintended consequences.
• Rewards may undermine responsiveness.
• Rewards undermine intrinsic motivation.
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 WORKING IN GROUPS

1. FREDERICK TAYLOR
financial incentives
2. FREDERICK HERZBERG
3. EDWARD DECI & VICTOR VROOM
4. B. F. SKINNER
Individual 5. PIECEWORK Pay for
employee 6. MERIT PAY AS AN INCENTIVE Performance
Incentive and 7. INCENTIVES FOR PROFESSIONAL EMPLOYEES and Financial
Recognition 8. NONFINANCIAL AND RECOGNITION-BASED AWARDS Incentives
Programs 9. SALARY PLAN
10. COMMISSION PLAN
Incentives for 11. MAXIMIZING SALES RESULTS
Salespeople 12. SALES INCENTIVES IN ACTION
13. SHORT-TERM INCENTIVES AND THE ANNUAL BONUS

ACCORDING TO YOUR GROUP,

A. WHICH incentive plans are particularly suited for use with
individual employees IN YOUR CASE?
B. WHICH Incentives are particularly suited for Salespeople
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