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Summary John R. Schemerhorn Management - Chapter 13 - Human Resource Management
John R. Schemerhorn Management - Chapter 13 - Human Resource Management
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Voorbeeld 2 van de 5 pagina's
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Chapter 13 Human Resource ManagementTakeaway 1 : Human Resource Management
Human capital is the economic value of people with job-relevant knowledge, abilities,
ideas, energies, and commitments
Human Resource Management is a process of attracting, developing, and maintaining
a talented work force
Human resource management process
The goal of human resource management is to enhance organizational performance
through the effective utilization of people
3 major HRM tasks;
1. Attracting a quality workforce – planning, right employee selection
2. Developing a quality workforce – training and development, performance
management
3. Maintaining a quality workforce – work life balance, compensation and benefits,
career development
Person-job fit - The individual’s skills, interests, and personal characteristics are
consistent with the requirements of work
Person-organization fit - The individual’s values, interests, and behavior are
consistent with
Strategic human resource management
Strategic human resource management mobilizes human capital to implement
organizational strategies
Indicator that HRM is truly strategic: When it is headed by a senior executive
reporting directly to the chief executive officer
Translates the goals of the organization into human resource plans that make sure the
organization always has the right people in the right place at the right time. Also
plays a role in supporting the core values and the corporate culture.
Legal environment of human resource management
Equal employment opportunity – The right to employment without regard to race,
color, national origin, religion, gender, age, or disability status
Affirmative action – an effort to give preference in employment to women and
minority group members, who have traditionally been underrepresented.
Bona fide occupational qualifications – employment criteria justified by capacity to
perform a job
Discrimination in employment – Occurs when someone is denied a job or job
assignment for reasons that are not job relevant
Current legal issues in HRM include:
Sexual harassment – behavior of a sexual nature that affects a persons
employment situation
Equal pay – that men and women are paid the same for the same job
Comparable worth – people performing comparable jobs should be paid at
comparable levels
Independent contractors - are not part of an organizations permanent workforce,
often not legally as protected as the permanent workforce they do not have a
legal status with the company but are trying to become eligible for benefits etc.
Workplace privacy – right to privacy while at work
, Most important US Laws against discrimination:
Takeaway 2 : Attracting a Quality Workforce
Human resource planning
Human resource planning - analyzes an organization’s staffing needs and determines how
to best fill them
The foundation of human resource planning is job analysis
Job analysis - the orderly study of job facets to determine what is done when, where, how,
why, and by whom.
Job analysis provides information for developing:
Job descriptions – details and responsibilities of a job
Job specifications – the qualifications required by the job holder
Recruiting techniques
Recruitment - Activities designed to attract a qualified pool of job applicants to an
organization
Steps in the recruitment process:
1. Advertisement of a job vacancy
2. Preliminary contact with potential job candidates
3. Initial screening to create a pool of qualified applicants
Types of recruitment:
1. External recruitment - Candidates are sought from outside the hiring organization
2. Internal recruitment - Candidates are sought from within the organization
3. Traditional recruitment- Focuses on selling the job and organization to applicants
4. Realistic job previews - Candidates receive all pertinent information – both positive and
negative
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