Chapter 10 Human Resources When you look at people in the workplace what do you see 1 A cost to reduce 2 An asset to develop SHRM Society for Human Resource Management large government body for human resources Strategic HRM Human Capital HRM Human Resource Management Strategic HRM aligns human capital with organizational strategy Human Capital economic value of employees skills and knowledge HRM Three Functions attract develop keep attracting developing keeping The building and maintaining of quality work force HRM 3 Steps to Attract assess recruit select 1 Assess need and define job 2 Recruiting strategy and implementation 3 Candidate selection and offer process How we recruit external 35 companies visit PUS linked in Facebook 10 of the 35 are internal making referrals of others outside internal 65 job promotions and internal referring others people fire people they know and like referral is a big deal Job and Organization Fit Foundational to HR Attracting Candidates make sure you connect job fit is a big part of recruiting process are you a good fit organization fit culture fit major attraction Selection Methods in depth screening interviewing technical and personality testing real time or simulated actual work background checks assessment centers Develop 4 Components social train exp mentor coach defined performance 1 Orientation socialization orientation who is company where s facility how get paid socialization how to get people engaged and in culture 2 Training and experiences develop talent what are the right experiences you need how you develop people 3 Coaching mentoring mentoring process of assigning an early career employee to a senior manager for career guidance coaching working with a manager to develop personal and business competencies in a holistic manner 4 Performance management two fold purpose 1 Measures and documents work performance 2 Used a developmental tool to enhance work performance Feedback balanced and specific ASTD American Society for Training and Development ASTD 2010 State of Industry Report Top Ten Training Subjects 1 Managerial 6 Information technology 2 Industry specific 7 Customer service 3 Business practices 8 Orientation 4 Compliance 9 Interpersonal skill 5 Other product quality 10 Sales Keep 3 Components comp benefits career path work life balance keep people engaged retention 1 Compensation and benefits in line with market 2 Clear career path identified 3 Work life balance focus what motivates people to stay Health and Aging Issues BLS Bureau Labor of Statistic in 1998 2008 and 2010 ages 25 54 has the highest percentage Read only Labor Relations and Independent Contractors Chapter 11 Leadership Leader Manager List Manager administers systems structure maintains relies on control short range view 3 Definitions Leadership Know 3 R s leading communicate vision build enthusiasm motivate commitment and hard work leadership when one individual influences a group of individuals to want to reach important big goals asks how and when maintain status quo does things right Leader innovates focus on people develops inspires trust long range view asks what and why challenge status quo does the right thing 3 R s Right Experiences internationally Right Training what you need Right Attitude ambition you have to want to Big 4 trait behavior contingency transform Leadership theory and Application Progression 1 Trait 2 Behavior 3 Contingency 4 Transformational in a progression how you look at leadership Power position and personal 5 types position power personal power managerial power Position Power reward more playing time coercion run more laps legitimate given power Personal Power expert skill referent get people to want to follow Sources of Power Toffler Alvin Toffler violence wealth knowledge more today have most knowledge most power Visionary Review Pat Woertz video important vision future Pat Woertz PSU grad leadership video shows ADM CEO Pat Woertz on leading change great example of visionary leaders visioning keeps eyes firm on destination value team building trust in team and confidence trust talk individually strengths and weaknesses gold coal change Trait Approach Gardner s List Leader Traits physical vitality intelligence accept responsibility task competence understand others people skill achievement need motivate others courage trustworthy decisive self confidence assertive flexible Behavior Style Know 4 Styles Clicker Questions Human Relations HR high on people Democratic people and task equal Laissez Faire low on people and low on task Autocratic high on task Contingency or Situational Fiedler task position leader member relation Fred Fiedler style is inborn style then situation Fiedler s Contingency Model Situational Favorableness Step 1 Determine Leadership Style Least Preferred Co worker LPC task motivated low LPC score relationship motivated high LPC score Step 2 Match Style with Situation three contextual variables leader to member relationship good or poor task structure structured or unstructured position power strong or weak Hersey Blanchard Know Table 4 Elements and Axis Ken Blanchard One Minute Manager Paul Hersey x axis relationship behavior y axis task behavior guidance required copy down the chart on page 127 in packet Transformational Transformational Approach rely on charisma of leader inspirational transactional leadership traditional transformation leadership engage and motivational to do work look at person 4 Elements from Bass intellectual stimulation individualized consideration inspirational motivation idealized influence 3 Other elements in Book moral servant interactive moral leadership has integrity and appears to others as good or right by ethical standards integrity in leadership is honesty credibility and consistency in putting values into actions servant leadership means serving others and helping them use their talents to help organizations best serve society based on a commitment to serving others and to helping people use their talents to full potential while working together in organization that benefit society other centered empowerment the process of giving people job freedom and helping them gain power to achieve influence within the organization interactive leadership strong on communicating participating and dealing with problems by teamwork democratic participative and inclusive often approaching problems and decisions throughout teamwork Chapter 12 Individual Behavior Perception process where people
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