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1、CHAPTER7MANAGINGHUMANRESOURCES1.EARNINGOUTCOMESAfterreadingthischapter,studentsshouldbeableto:7-1.DescribethekeyCOnIPOnenofthehumanresourcemanagementprocessandtheimpor(aninfluencesonthatprocess.7-2.Discussthetasksassociatedwithidentifyingandselectingcompetentemployees.7-3.Explainhowemployeesareprovi
2、dedwithneededskillsandknowledge.7-4.Dewribestrategiesforretainingcom)etent.high-performingemployees.7-5.Discussconte11prarj,issuesinmanaginghumanresources.ManagemCnlMythMyth:ManagersdontneedtoknowabouthumanresourcesbecausethasthejoboftheHRdepartment.Truth:AlthoughtheHRdepartmenlProVidCSmuchneedeeole
3、itemploys.2. StaffingandhumanresourcemanagementdecisionsandmethodsarecriticaltoensuringthatIheorganizationhiresandkeestherightpersonnel.3. Exhibit7-1in(11xlucesthekeycomponentsofthehumanresourcemanagementprocess.a)Itrepresentseightactivities,orsteps,thatifproperlyexecuted,willstaffanorganizationwith
4、competent,high-performingemployees.4. Thefirstthreestepsrepresentemploymentplanning,(headditionofstaffthroughrecruitment,andthereductioninstaffthroughdownsizing,andselection.a)Executedproperly,thesestepsleadtotheidenIificalionandSdCCliOnofcompetentemployees.5. Orienlation,trainingarldevelopmenthelpp
5、eople(oadaptiotheOrganizaiionandensurelhaIheirjobskillsandknowledgearekepicurrent.6. Finally,theHRMProCeSShelpstoidentifyperlb11nancegoals,correctperk)11nanceproblemsifnecessar),.amihelpemployeessustainahighlevelofpertbrnance(e.g.,performanceappraisal.ComPenSationandlenefi(s,andsafetyandhealth).7. T
6、heexternalenvironmentinfluencesIhCenlircenploynenlprocess.8. Whatisthe1.egalEnvironmentofHRM?1. Sincelhemid-1960s,thefederalgovcmnentintheUnitedStaleshasgreatlyexpandedi(sinuenceoverHRMbyenactinganumberoflawsandregulations.2. SeeExhibit7-2forthemajorlawsaffectingHRM.3. Nolmanymajorfederalemploymen!d
7、iscriminationlawshavebeenpassedrecently,butmanystatelawshavebeenpassedwhichaddtotheprovisionsoffederallaws.4. TodaysemployersmustensurethatequalemploymentopportunitiesexistIbrjobapplicantsandcurrentemployees.a) Forexample,decisionsregardingwhowillbehiredorwhichemployeeswillbechosenforamanagementtrai
8、ningProgranlmustbemadevi(houlregardtorace,sex,religion,age,color,nationalorigin,ordisability.b) ExceptionscanoccuronlywhenspecialCircumslancesexist.C)Forexample,acommunityfiredepartmentcandenyemploymenttoafirefighterapplicantwhoisconfinedtoawheelchair.1)Butifthatsameindividualisapplyingforadeskjob.s
9、uchasfiredepartmentdispatcher,thedisabilitycannotbeusedasareasontodenyemployment.d)Forexample,employmentlawsprotectmostemployeeswhosereligiousbeliefsrequireaspecificstyleofdress(robes,longshirts,longhair.etc.).I)Butifthespecificstyleofdressmaybehazardousorunsafeintheworksetting(e.g.whenoperatingmach
10、inery),acompanycouldrefusecohireapersonwhowouldnotadoptasaferdresscode.5. Balancingtheshouldsandshould-notsDiscussThis:Whyisitimportant(Oscientificallystudytheworkplace?DoyouthinkitiseasiertodaytoscientificallystudytheworkplacethanitwasbackinMunstcrbcrg,sdays?Whyorwhynot?C.AreHRMUwstheSameGlobally?I
11、.YouIWalloknowJhelawsandFegUlaIiOnSthatapplyinyourlocale.a)CanadianlawsPCruIiningloHRMpraclicescloselyparallelthoseintheUnitedStales.1)TheCanadianHutnunRightsActprovidesfederallegislationthatprohibitsdiscriminationonthebasisofrace,religion,age,maritalstatus,sex,physicalormentaldisability,ornationalo
12、rigin.2)ThereisInOrUdecentralizationOflawmakingtotheprovinciallevelinCanada.HeresachallengingHRissueformanagers:Abusinessmodelthatreliesheavilyontheappearanceofemployeesandbalancing(herightsofthoseemployee，therestaurarilchainthathiresau11ciivewaitresseswhoareexpectedtowear(amilkgood)inlighttopsandsh
13、ortshorts,uses(hatbusinessInOdC1.However,whenoneofitswaitresseshadb11insurgerj,Ioremoveatumor,hermanagerinitiallysaidthewomancouldwearafckchenocapI。coverherscarandlackofhair.However,aregionalmanagerIalcrsaidthatwasnotsufficientandawigwasnecessary.Thewaitresslaterfiledafederaldiscriminationlawsuitaga
14、insttherestaurantsayingthatshewasforcedoutofherjobibrrefusingtowearawig.DiscussThis:Howmight(hisissueaffectbalancingtherightsOfemployeesagainstabusinessnxlelIhal飞basedonemployeeappearancesHRprocessessuchasrecruitment,selection,andperformancemanagenent?WhatpossibleHRethicalissue(三)doyouseeinthisstory
15、?ofcomplyingwiththeselawsoftenfallsundertherealmofaffirmativeaction.a)Affirmativeactionprogramsensurethatdecisionsandpracticesenhancetheemployment,upgrading,andretentionofmembersofprotectedgroups.6. Americanmanagersarenotcompletelyfreetochoosewhomtheyhire,promote,orfire.FromthePaSttothePreSentHugoMutisterbergwasapioneerinthefieldofindustrialpsychologyandis*,generallycreditedwithcreati
