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1、Copyright 2015 Pearson Education, Inc.7-1Chapter7Managing Human ResourcesLearning OutcomesDescribe 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 empl
2、oyees are provided with needed skills and knowledge.Copyright 2015 Pearson Education, Inc.7-2Learning Outcomes (cont.)Describe strategies for retaining competent, high-performing employees.Discuss contemporary issues in managing human resources.Copyright 2015 Pearson Education, Inc.7-3Copyright 2015
3、 Pearson Education, Inc.7-47.1Describe the key components of the human resource management process and the important influences on that process.Human Resource Management 7-5Copyright 2015 Pearson Education, Inc.HRM Process and InfluencesCopyright 2015 Pearson Education, Inc.7-6The Legal Environment
4、Copyright 2015 Pearson Education, Inc.7-7Affirmative ActionPrograms that ensure that decisions and practices enhance the employment, upgrading, and retention of members of protected groups.7-8Copyright 2015 Pearson Education, Inc.Differences in HRM LawsCopyright 2015 Pearson Education, Inc.7-9Canada
5、MexicoAustraliaGermanyCopyright 2015 Pearson Education, Inc.7-107.2Discuss tasks associated with identifying and selecting competent employees.Identifying and Selecting Employees7-11Copyright 2015 Pearson Education, Inc.HRM Process:1.employment planning 2.recruitment and downsizing3.selectionConduct
6、ing Employee AssessmentsCopyright 2015 Pearson Education, Inc.7-12Determining Future Employment Needs Demand for human resources (employees) is a result of demand for the organizations products or services.Copyright 2015 Pearson Education, Inc.7-13Recruiting ApplicantsCopyright 2015 Pearson Educatio
7、n, Inc.7-14Selecting Job ApplicantsCopyright 2015 Pearson Education, Inc.7-16Reliability and ValidityReliability: The degree to which a selection device measures the same thing consistently.Validity: The proven relationship between a selection device and some relevant criterion.Copyright 2015 Pearso
8、n Education, Inc.7-17Selection Devices: TestsCopyright 2015 Pearson Education, Inc.7-18Effective InterviewingCopyright 2015 Pearson Education, Inc.7-19Closing the DealCopyright 2015 Pearson Education, Inc.7-20Copyright 2015 Pearson Education, Inc.7-217.3Explain how employees are provided with the ne
9、eded skills and knowledge. OrientationCopyright 2015 Pearson Education, Inc.7-22Job orientationWork unit orientationOrganization orientationProviding Skills and KnowledgeCopyright 2015 Pearson Education, Inc.7-23Employee Training MethodsCopyright 2015 Pearson Education, Inc.7-24Copyright 2015 Pearso
10、n Education, Inc.7-257.4Describe strategies for retaining competent, high-performing employees.Retaining Competent EmployeesCopyright 2015 Pearson Education, Inc.7-26Issues with Performance Evaluation SystemsSystems may be outdated due to:DownsizingProject teamsWhen An Employees Performance is Not U
11、p to ParCopyright 2015 Pearson Education, Inc.7-27Compensating EmployeesCopyright 2015 Pearson Education, Inc.7-28Copyright 2015 Pearson Education, Inc.7-297.5Discuss contemporary issues in managing human resources. Managing DownsizingCopyright 2015 Pearson Education, Inc.7-30Workforce DiversityCopy
12、right 2015 Pearson Education, Inc.7-31Nontraditional recruitment sourcesNon-discriminatory selectionAccommodation of diverse needsDiversity consciousness workshopsMentoring programsSexual HarassmentAny 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.7-32Workforce SpiritualityCopyright 2015 Pearson Education, Inc.7-33Controlling HR CostsHealth CarePensionsCopyright 2015 Pearson Education, Inc.7-347-35
