1. MODULE 15
HUMAN RESOURCE MANAGEMENT
“Nurturing turns potential
into performance”
• What is the purpose and legal
context of human resource
management?
• What are the essential human
resource management practices?

2. HUMAN RESOURCE MANAGEMENT
Purpose of Human Resource
Management
MODULE GUIDE 15.1
 Human resource management attracts, develops,
and maintains a talented workforce.
 Government legislation protects workers against
 employment discrimination.
 Employee rights and other issues complicate the
legal environment of work.
 Labor relations and collective bargaining are closely
governed by law.

3. HUMAN RESOURCE MANAGEMENT
Purpose of Human Resource
Management
 Human Resource Management
 involves attracting, developing, and
maintaining a quality workforce.
Basic Responsibilities of Human Resource Management
3. Attract a quality workforce—human resource planning,
recruitment, and selection.
2. Develop a quality workforce—employee orientation,
training, performance appraisal.
3. Maintain a quality workforce—retention and career
development.

4. PURPOSE OF HUMAN RESOURCE MANAGEMENT
Legal Aspects Of HRM
 Discrimination
 When someone is denied a job or position for non job related reasons
 Equal Employment Opportunity
 The right to employment and advancement without regard to race,
religion, sex, color or national origin
 Affirmative Action
 An effort to give preference in employment to women or other minorities
 Employment criteria justified by capacity to perform a job
 Comparable Worth
 Persons performing jobs of similar worth should receive comparable pay
 Bona-fide Occupational Qualifications
 Employment criteria justified by capacity to perform a job

5. PURPOSE OF HUMAN RESOURCE MANAGEMENT
Legal Aspects Of HRM

6. PURPOSE OF HUMAN RESOURCE MANAGEMENT
Labor Relations & Collective Bargaining
 Workplace Privacy
 The right to privacy while at work
 Independent Contractors
 Hired on temporary contracts and are not part of the organization’s permanent
work force
 Labor Union
 An organization that deals with employers on the workers collective behalf
 Labor Contract
 A formal agreement between a union and employer about the terms of work for
union members
U.S. labor union facts:
• U.S. union membership was 12.5% in 2004, down from 20.1% in 1983.
• 8% of private sector workers belong to unions, and 36% of government
workers.
• Many of the fastest growing unions represent white-collar workers.
• 75% of U.S. adults believe unions improve wages and working conditions;
• 67% believe unions are too involved in politics.

7. PURPOSE OF HUMAN RESOURCE MANAGEMENT
Legal Aspects Of HRM

8. HUMAN RESOURCE MANAGEMENT
Human Resource Practices
MODULE GUIDE 15.2
 Human resource planning matches staffing with
organizational needs.
 Recruitment and selection attract and hire qualified job
applicants.
 Socialization and orientation integrate new employees into
the organization.
 Training continually improves employee skills and
capabilities.
 Performance management techniques appraise individual
accomplishments.
 Retention and career development provide career paths and
options.

9. HUMAN RESOURCE MANAGEMENT
Human Resource Practices
 Human resource planning is the process of analyzing staffing
needs and identifying actions that should be taken to satisfy
them over time.

10. HUMAN RESOURCE PRACTICES
Recruitment And Training
 Recruitment
 the process of attracting qualified job candidates to fill vacant
positions; realistic job previews try to provide candidates with
accurate information on the job and organization.
 Selection
 Choosing whom to hire from a field of qualified applicants
 Realistic Job Previews
 Provide job candidates with pertinent information regarding a job and
organization
 Reliability
 means a selection device gives consistent results over repeated measures
 Validity
 Means scores on a selection device have links to future performance
 Assessment Centers
 Examine how job candidates handle simulated job situations

11. HUMAN RESOURCE PRACTICES
Orientation And Training
 Orientation
 the process of formally introducing new employees to their
jobs and socializing them with performance expectations.
 Training
 keeping workers’ skills up to date and job relevant; important
training approaches include coaching and mentoring.
 Coaching
 An experienced person offers performance advice to a less
experienced person
 Mentoring
 Assigns early career employees as protégés to more senior ones

12. MANAGEMENT TIPS
How to succeed in a telephone interview
• Prepare ahead
—study the organization; list your relevant strengths and capabilities.
• Minimize Distractions
—be in a quiet room, with privacy, without interruptions.
• Dress professionally
—this increases confidence, sets your interview tone.
• Practice your verbal skills
—what you say and how you sound affects your first impression.
• Have materials handy
—have all supporting documents within easy reach.
• Have questions ready
—be ready; don’t hesitate; ask questions during interview.
• Ask what happens next
—ask how to follow up, what information you can interview, formal
application, in-depth interviews, employment testing, and reference checks.

13. HUMAN RESOURCE PRACTICES
Performance Appraisals
 Performance Appraisal
 The process of formally evaluating
performance and feedback to an employee
Two Purposes of Performance Appraisal
1. Evaluation—document and let people know how well they are
doing; judgmental role.
2. Development—identify how training and support can improve
performance; counseling role.

14. HUMAN RESOURCE PRACTICES
Performance Appraisals
 Critical Incident Technique
 Keeps a log of a person’s effective and ineffective
job behavior
 360 Degree feedback
 Includes superiors, subordinates, peers and even
customers in the appraisal process
 Multi-person Comparison
 Rates employees against each other
 Graphic Rating Scale
 Uses a checklist of characteristics or traits to
evaluate performance

15. HUMAN RESOURCE PRACTICES
Performance Appraisals
 Behaviorally Anchored Rating Scale
Uses specific descriptions of actual behaviors to rate various levels of actual
performance

16. HUMAN RESOURCE PRACTICES
Retention And Career Development
 Career Development
 Manages how a person grows and
progresses in their career
 Career Planning
 The process of managing career goals and
individual capabilities with opportunities for
their fulfillment