Managing
Human
Resources
FOM(101), PGDM 2023, Prof Sudhanshu Bhatt - © Pearson Education Limited 2015 7-1
Learning Outcomes
• Describe the key components of the human
resource management process and the important
influences on that process.
• Discuss the tasks associated with identifying and
selecting competent employees.
• Explain how employees are provided with
needed skills and knowledge.
7-2
Learning Outcomes (cont.)
• Describe strategies for retaining competent, high-
performing employees.
• Discuss contemporary issues in managing human
resources.
7-3
Describe the key
components of the
human resource
management process
and the important
influences on that
process.
7-4
Human Resource Management
7-5
HRM Process and Influences
7-6
The Legal Environment
7-7
Affirmative Action
Programs that ensure that decisions and practices
enhance the employment, upgrading, and
retention of members of protected groups.
7-8
Differences in HRM Laws
• Canada
• Mexico
• Australia
• Germany
7-9
Discuss tasks
associated with
identifying and
selecting competent
employees.
7-10
Identifying and Selecting Employees
HRM Process:
1. employment planning
2. recruitment and downsizing
3. selection
7-11
Conducting Employee Assessments
7-12
Determining Future Employment
Needs
Demand for human resources (employees) is a
result of demand for the organization’s products
or services.
7-13
Recruiting Applicants
7-14
Selecting Job Applicants
7-16
Reliability and Validity
Reliability:
The degree to which a selection device measures
the same thing consistently.
Validity:
The proven relationship between a selection
device and some relevant criterion.
7-17
Selection Devices: Tests
7-18
Effective Interviewing
7-19
Closing the Deal
7-20
Explain how
employees are
provided with the
needed skills and
knowledge.
7-21
Orientation
• Job orientation
• Work unit orientation
• Organization orientation
7-22
Providing Skills and Knowledge
7-23
Employee Training Methods
7-24
Describe strategies
for retaining
competent, high-
performing
employees.
7-25
Retaining Competent Employees
7-26
Issues with Performance Evaluation
Systems
Systems may be outdated due to:
• Downsizing
• Project teams
When An Employee’s Performance is Not Up
to Par
7-27
Compensating Employees
7-28
Discuss
contemporary
issues in managing
human resources.
7-29
Managing Downsizing
7-30
Workforce Diversity
• Nontraditional recruitment sources
• Non-discriminatory selection
• Accommodation of diverse needs
• Diversity consciousness workshops
• Mentoring programs
7-31
Sexual Harassment
Any unwanted action or activity of a sexual
nature that explicitly or implicitly affects an
individual’s employment, performance, or work
environment.
7-32
Workforce Spirituality
7-33
Controlling HR Costs
Health Care
Pensions
7-34
Motivating and
Rewarding
Employees
11-35
Learning Outcomes
• Define and explain motivation.
• Compare and contrast early theories of
motivation.
• Compare and contrast contemporary theories of
motivation.
• Discuss current issues in motivating employees.
11-36
Define and explain
motivation.
11-37
What is Motivation?
1. Energy
2. Direction
3. Persistence
11-38
Compare and
contrast early
theories of
motivation.
11-39
Maslow’s Hierarchy of Needs
11-40
McGregor’s Theory X and Theory Y
Theory X: Theory Y:
•Little ambition •Enjoy work
•Dislike work •Seek and accept
•Avoid responsibility responsibility
•Must be closely •Exercise self-direction
controlled
11-41
Herzberg’s Two-Factor Theory
11-42
Satisfaction vs. Dissatisfaction
11-43
McClelland’s Three-Needs Theory
Three acquired needs are work motives:
1. Need for achievement
2. Need for power
3. Need for affiliation
11-44
Compare and
contrast
contemporary
theories of
motivation.
11-45
Goal-Setting Theory
11-46
Influences on Job Performance
• Feedback
• Goal commitment
• Adequate self-efficacy
• National culture
11-47
Job Characteristics Model
11-48
Job Design and Motivation
Internal rewards are obtained when an
employee learns that he or she personally has
performed well on a task he or she cares
about.
11-49
Guidelines for Job Redesign
11-50
Equity Theory
11-51
Expectancy Theory
11-52
Integrating Motivation Theories
11-53
A Closer Look at the Model
11-54
Discuss current
issues in motivating
employees.
11-55
Current Issues
11-56
Country Culture and Motivation
Managers can’t assume that motivational
programs that work in one geographic location
are going to work in others.
11-57
Cross-Cultural Differences &
Consistencies
11-58
Unique Groups of Workers
Motivating:
1. Diverse employees
2. Professionals
3. Contingent workers
11-59
Unique Groups of Workers (cont.)
Motivating:
1. Diverse employees
2. Professionals
3. Contingent workers
11-60
Designing Appropriate Rewards
Programs
• Open-book management
• Employee recognition programs
11-61
Pay-for-Performance
11-62
Low-Cost Rewards Program
• Clarify role in organization
• Keep communication open
• Show individual company cares
11-63
Employee Reactions to Change
Change often creates stress for employees!
© Pearson Education Limited 2015 8-64
Change Often Creates Stress for
Employees
© Pearson Education Limited 2015 8-65
Symptoms of Stress
© Pearson Education Limited 2015 8-66
Reducing Stress
© Pearson Education Limited 2015 8-69
