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1、Copyright 2015 Pearson Education, Inc.,7-1,Chapter,7,Managing Human Resources,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
2、how employees are provided with needed skills and knowledge.,Copyright 2015 Pearson Education, Inc.,7-2,Learning Outcomes (cont.),Describe strategies for retaining competent, high-performing employees. Discuss contemporary issues in managing human resources.,Copyright 2015 Pearson Education, Inc.,7-
3、3,Copyright 2015 Pearson Education, Inc.,7-4,7.1,Describe the key components of the human resource management process and the important influences on that process.,Human Resource Management,7-5,Copyright 2015 Pearson Education, Inc.,HRM Process and Influences,Copyright 2015 Pearson Education, Inc.,7
4、-6,The Legal Environment,Copyright 2015 Pearson Education, Inc.,7-7,Affirmative Action,Programs that ensure that decisions and practices enhance the employment, upgrading, and retention of members of protected groups.,7-8,Copyright 2015 Pearson Education, Inc.,Differences in HRM Laws,Copyright 2015
5、Pearson Education, Inc.,7-9,Canada Mexico Australia Germany,Copyright 2015 Pearson Education, Inc.,7-10,7.2,Discuss tasks associated with identifying and selecting competent employees.,Identifying and Selecting Employees,7-11,Copyright 2015 Pearson Education, Inc.,HRM Process: employment planning re
6、cruitment and downsizing selection,Conducting Employee Assessments,Copyright 2015 Pearson Education, Inc.,7-12,Determining Future Employment Needs,Demand for human resources (employees) is a result of demand for the organizations products or services.,Copyright 2015 Pearson Education, Inc.,7-13,Recr
7、uiting Applicants,Copyright 2015 Pearson Education, Inc.,7-14,Handling Layoffs,Copyright 2015 Pearson Education, Inc.,7-15,Selecting Job Applicants,Copyright 2015 Pearson Education, Inc.,7-16,Reliability and Validity,Reliability: The degree to which a selection device measures the same thing consist
8、ently. Validity: The proven relationship between a selection device and some relevant criterion.,Copyright 2015 Pearson Education, Inc.,7-17,Selection Devices: Tests,Copyright 2015 Pearson Education, Inc.,7-18,Effective Interviewing,Copyright 2015 Pearson Education, Inc.,7-19,Closing the Deal,Copyri
9、ght 2015 Pearson Education, Inc.,7-20,Copyright 2015 Pearson Education, Inc.,7-21,7.3,Explain how employees are provided with the needed skills and knowledge.,Orientation,Copyright 2015 Pearson Education, Inc.,7-22,Job orientation Work unit orientation Organization orientation,Providing Skills and K
10、nowledge,Copyright 2015 Pearson Education, Inc.,7-23,Employee Training Methods,Copyright 2015 Pearson Education, Inc.,7-24,Copyright 2015 Pearson Education, Inc.,7-25,7.4,Describe strategies for retaining competent, high-performing employees.,Retaining Competent Employees,Copyright 2015 Pearson Educ
11、ation, Inc.,7-26,Issues with Performance Evaluation Systems,Systems may be outdated due to: Downsizing Project teams When An Employees Performance is Not Up to Par,Copyright 2015 Pearson Education, Inc.,7-27,Compensating Employees,Copyright 2015 Pearson Education, Inc.,7-28,Copyright 2015 Pearson Ed
12、ucation, Inc.,7-29,7.5,Discuss contemporary issues in managing human resources.,Managing Downsizing,Copyright 2015 Pearson Education, Inc.,7-30,Workforce Diversity,Copyright 2015 Pearson Education, Inc.,7-31,Nontraditional recruitment sources Non-discriminatory selection Accommodation of diverse nee
13、ds Diversity consciousness workshops Mentoring programs,Sexual Harassment,Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individuals employment, performance, or work environment.,Copyright 2015 Pearson Education, Inc.,7-32,Workforce Spirituality,Copyright 2015 Pearson Education, Inc.,7-33,Controlling HR Costs,Health Care Pensions,Copyright 2015 Pearson Education, Inc.,7-34,7-35,