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Chapter 9

CHAPTER 9 - HR MANAGEMENT summary

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Department
Management
Course
MGM101H5
Professor
Dave Swanston
Semester
Fall

Description
Chapter 9 Human Resource Management (HRM): The process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals. Five steps are involved in the human resources planning process 1. Preparing a human resources inventory of the organization’s employees 2. Preparing a job analysis 3. Assessing future human resources demand 4. Assessing future human resources supply. 5. Establishing a strategic plan Job analysis: A study of what is done by employees who hold various job titles. Job description: A summary of the objectives of a job, the type of work to be done, the responsibilities and duties, the working conditions, and the relationship of the job to other functions. Job specifications: A written summary of the minimum qualifications required of workers to do a particular job. Recruitment: The set of activities used to obtain a sufficient number of the right people at the right time. Selection: The process of gathering information and deciding who should be hired, under legal guidelines, for the best interests of the individual and the organization. A typical selection process involves five steps 1. Obtaining complete application forms 2. Conducting initial and follow-up interviews 3. Giving employment tests 4. Confirming background information 5. Establishing trial (probationary) periods Contingent workers: Workers who do not have regular, full-time employment. Training and development: All attempts to improve productivity by increasing an employee’s ability to perform. Training focuses on short-term skills, whereas development focuses on long-term abilities Employee orientation: The activity that introduces new employees to the organization; to fellow employees; to their immediate supervisors; and to the policies, practices, values, and objectives of the firm. On-the-job training: Training in which the employee immediately begins his or her tasks and learns by doing, or watches others for a while and then imitates them, all right at the workplace. Apprentice programs: Training programs involving a period during which a learner works alongside an experienced employee to master the skills and procedures of a craft. Off-the-job training: Training that occurs away from the workplace and consists of internal or external programs to develop any of a variety of skills or to foster personal development. Online training: Training programs in which employees “attend” classes via the Internet. Vestibule training: Training done in schools where employees are taught on equipment similar to that used on the job. Job simulation: The use of equipment that duplicates job conditions and tasks so that trainees can learn skills before attempting them on the job Management development: The process of training and educating employees to become good managers and then monitoring the progress of their managerial skills over time. Most management training programs also include several of the following: · On-the-jobcoaching · Understudy positions · Job rotation · Off-the-job courses and training Enabling: Giving workers the education and tools they need to make decisions. Networking: The process of establishing and maintaining contacts with key managers in one’s own organization and other organizations and using those contacts to weave strong relationships that serve as informal development systems. Mentor: An experienced employee who supervises, coaches, and guides lower-level employees by introducing them to the right people and generally being their organizational sponsor Performance apprais
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