Chapter 7: Recruiting, Motivating and Keeping Quality Employees
7.1 Human Resource Management
Human Resource Management: Actions that an organization takes to attract, develop
and retain quality employees.
Attract ▯ recruitment of qualified candidates and selecting those who best fir the
Develop ▯ includes both newemployee orientation and training and development of
Retain ▯Motivating employees to excel, praise their work, and compensate them
Strategic human resource planning: process of developing a plan for satisfying an
organization’s HR needs
Strategic HR PLAN: plan, which lays out steps an organization, will take to make sure
they have the right number of employees with the right skills at the right place at the right
HR managers begin by analyzing the company’s mission, objectives, and strategies.
Job Analysis: to make an HR plan, HR managers what kind of jobs the organization has
to perform, for this they do job analysis which identifies tasks, responsibilities and the
skills and knowledge needed to perform it.
2 Documents prepared using “Job Analysis” –:
Job description: lists the duties and responsibilities of a position
Job Specification: Qualifications, skills, knowledge and abilities needed to perform job
HR Supply and Demand Forecasting Once job analysis has been done, the HR Managers have to forecast future hiring and
firing needs which is done using the following steps:
1) Identify the HR currently available in organization
2) Forecast the HR needed to achieve organizations mission and objectives
3) Measure the gap between the two
Recruiting Qualified Employees
Recruiting: identify suitable candidates and encouraging them to apple to the openings in
When recruiting HR Managers have to comply with antidiscrimination laws as there are
many legal consequences against it. Same rules apply to promotions, firing and
Discrimination: takes place when a person is treated unfairly on a basic of characteristic
which has no relation to ability
e.g. race, color, religion, age, sex
Equal Employment Opportunity Commission (EEOC) enforces a number of federal
Where to find Candidates?
Internal Recruiting: looking inside your External Recruiting: looking outside
own organization your own organization
Sends positive signal to employees that Opportunity to bring in new ideas and
they can move up in the company which skills into organization
motivates them to perform better and
cheaper to recruit but you have to fill in the
promoted employee’s position
Easier to predict their success in a new Mostly the only choice
How to find Candidates? “Publicize the opening”
Internally: inform employee informally, in larger organizations managers post opening on
bulletin boards/online + seek recommendations from supervisors
Externally: this process is more complicated, you have to market the virtues of working
for your company
The selection Process
After recruiting and people have applied for positions you have to select the best
Selection process ▯ Gather information on candidates, evaluate their qualifications and
choose the right one
Work temporary/part time jobs
“hired to supplement a company’s permanent workforce”
Most of them are independent contractors, consultants, or freelancers who are paid by the
firms that hire them. Others are oncall workers who work only when needed, such as
Positive and Negative of Temporary Working
Hired and fired easily, better control over Increased training costs
Temps are cheaper than permanent worker Decreased company loyalty
Can bring in people with specialized Temps are less committed to company
skills and talents to work on special goals
projects without entering into longterm
Try out temps if they do well you can offer Productivity suffers
them permanent employment
7.2 Developing Employees “Makes economic sense to train and develop employees”
orientation—the way it introduces new employees to the organization and their jobs.
A good employer will take things slowly, providing you with information about the
company and your job on a needtoknow basis while making you feel as comfortable as
possible. You’ll get to know the company’s history, traditions, policies, and culture over
time. You’ll learn more about salary and benefits and how your performance will be
evaluated. Most importantly, you’ll find out how your job fits into overall operations and
what’s expected of you.
Training and Development
New employees not only have to be trained but they must grow in their jobs as need
additional training as their jobs change.
Costly and time consuming
Average cost: for every $1 in payroll, large companies spend close to $0.03 in employee
training and development
Offthejob training. This approach allows them to focus on learning without the
distractions that would occur in the office.
Onthejob training, which may be supplemented with formal training programs
Diversity in the Workplace
Companies today strive for diverse workforce, HR managers work hard to recruit, hire,
develop and retain a workforce that’s representative of the general population. Such
efforts are motivated by legal concerns such as discrimination in hiring, advancement and
firing. If companies don’t follow such laws they can be subjected to financial penalties
and also ruin their reputation.
Besides following legal and ethical standards having diversity brings fresh points of view
that can create new ideas and solve problems. They can also be the key to connecting
with an ethnically diverse customer base. To sum it up employers should see diversity as
assets instead of liabilities.
7.4 What makes a great place to work? Job Redesign: policy making jobs more interesting and challenging
Average employee spends more than 2000 hours a year at work
Tedious/unpleasant/unfulfilling job leads to demotivation to perform at high
Strategies: job rotating, job enlargement, job enrichment
Job Rotation: doing the same task everyday can get tedious to eliminate this job rotation
can be done as it allows employees to rotate from one job to another on a systematic basis
eventually cycling them back to their original task.
Benefits: new skills, more experience therefore more value to company, crosstrained
employees can fill in for absentees, more flexibility in scheduling.
Job Enlargement: enhancing a job by adding tasks at similar skill levels, “ a job that
gives you many tasks”
Job Enrichment: practice of adding tasks that increase both responsibility and
opportunity for growth, gives you a sense of personal achievement, self esteem, chance to
reach your potential
Work/Life Quality: Building a career need commitment in time and energy, after doing
this finding time for nonwork activities becomes very challenging. Some organizations
help employees find a balance between work and home. By helping employees combine
satisfying careers and fulfilling personal lives, companies tend to end up with a happier,
lessstressed, and more productive workforce. The financial benefits include lower
absenteeism, turnover, and health care costs.
Flextime: guidelines that allow employees to designate starting and quitting times
Compressed Workweeks: e.g. work 10 hours a day for four days a week instead of 8
hours a day 5 times a week
Part time work: If you’re willing to have your pay and benefits adjusted accordingly
you can work fewer than forty hours a week.
Job Sharing: two people share one fulltime position and split salary and benefits
Telecommuting: work from home, connected to the office computer, fax and phone, by
this you save on commuting time and have more flexible hours and more family time. To
do this good sense of discipline is needed.
Familyfriendly programs: programs designed to help employee meet family and home obligations while maintaining busy jobs such as :
Dependent care: caring for young children and elderly parents
Paid Parental Leave: Employee who becomes a parent can take 2 weeks of paid leave
Compensations and Benefits: Competitive pay and benefits help to attract and also
retain the qualified employees. E.g. medical insurance, vacation time
Wages: being paid according to the number of hours you