Summary John R. Schemerhorn Management - Chapter 13 - Human Resource Management

Chapter 13 Human Resource Management

Takeaway 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