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Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-21
employees who hold various jobs.
2. The results of the job analysis are two written
stantly changing labor market
POPULATION
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
PPT 11-22
What’s a Job Analysis?
(See complete PowerPoint slide notes on page 11.66.)
TEXT FIGURE 11.3
Job Analysis
(Text page 297)
This text figure shows a sample job analysis that yields two
statements: job descriptions and job specifications.
critical thinking
exercise 11-1
EXPANDING THE WORKFORCE
This exercise presents a human resource planning dilemma.
Does the increased profit from a business expansion justify in-
creased labor costs? (See complete exercise on page 11.96 of
this manual.)
11-23
PPT 11-23
Recruiting Employees
(See complete PowerPoint slide notes on page 11.66.)
lecture link 11-1
WHERE HAVE ALL THE WANT
ADS GONE?
Traditional newspapers are seeing their classified revenue
shrink as classified advertising moved online. (See the complete
lecture link on page 11.84 in this manual.)
lecture link 11-2
FINDING GOOGLE PEOPLE
Google is scrambling to find enough people to support its
rapid expansion. (See the complete lecture link on page 11.85 in
this manual.)
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
1. Some organizations have policies that demand
DUCTIVE
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-25
SPOTLIGHT ON
small
business
(Text page 300)
PPT 11-24
It’s Not Easy
Being Small
(See complete PowerPoint slide notes on page 11.67.)
critical thinking
exercise 11-2
MANAGEMENT SELECTION
This exercise asks the students to consider several appli-
cants for two job openings and decide whom to hire. (See
complete exercise on page 11.99 of this manual.)
critical thinking
exercise 11-3
JOB SEARCH VIA THE
INTERNET
This Internet exercise explores online job search engines
such as Monster.com. (See complete exercise on page 11.101
of this manual.)
PPT 11-25
Employee Sources
TEXT FIGURE 11.4
Employee Sources
(Text page 299)
(See complete PowerPoint slide notes on page 11.67.)
PPT 11-26
Selection
(See complete PowerPoint slide notes on page 11.67.)
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
B. STEPS OF THE SELECTION PROCESS
1. OBTAINING A COMPLETE APPLICATION
FORM
a. Legal guidelines limit the kinds of questions
often screens applicants in a first interview.
JOB SKILLS, although testing has been se-
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-27
lecture link 11-3
MAKING AN IMPRESSION WITH
VIDEO RESUMES
In the age of intense competition, job seekers are doing what
they can to stand out from the crowd and be selected. (See the
complete lecture link on page 11.86 in this manual.)
PPT 11-27
Steps in the Selection Process
(See complete PowerPoint slide notes on page 11.68.)
lecture link 11-4
INTERVIEW BLUNDERS
There are a few questions that interviewers should never ask
prospective employees. Here’s an explanation of what to do
should the interviewer ask such questions. (See the complete
lecture link on page 11.87 of this manual.)
lecture link 11-5
MEMORABLE JOB INTERVIEWS
In a survey, executives revealed some of the more unusual in-
terviews they had conducted. (See complete lecture link on page
11.88 of this manual.)
PPT 11-28
Oops!
(See complete PowerPoint slide notes on page 11.68.)
lecture link 11-6
PERSONALITY TESTING FOR
JOB APPLICANTS
About 30% of employers use a version of personality tests in
hiring. (See the complete lecture link on page 11.89 of this man-
ual.)
lecture link 11-7
BACKGROUND CHECKS:
SECURITY AND PRIVACY
ISSUES
Today’s heightened concerns for security coupled with im-
proved technology means background checking has become
more widely used. Do these checks violate applicants’ rights?
(See the complete lecture link on page 11.90 in this manual.)
lecture link 11-8
THE INVASIVE DANGERS OF
FACEBOOK
The personalization of Facebook is great for personal use.
However, it can be detrimental to job seekers. (See the complete
lecture link on page 11.91 in this manual.)
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-28
verely criticized.
b. It is important that the test be DIRECTLY RE-
a. Most organizations investigate an applicant’s
dividuals.
11-29
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-30
d. Quick service to customers is a priority.
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-31
bonus case 11-2
SHOULD YOU HIRE BACK A
FORMER EMPLOYEE?
Former employees sometimes ask employers to hire them
back. Is this a good idea? (See the complete case, discussion
questions, and suggested answers beginning on page 11.105 of
this manual.)
PPT 11-29
Hiring Contingent Workers
(See complete PowerPoint slide notes on page 11.68.)
PPT 11-30
Why Hire Contingent Workers?
(See complete PowerPoint slide notes on page 11.69.)
PPT 11-31
Students and the Contingent
Workforce
(See complete PowerPoint slide notes on page 11.69.)
MAKING
ethical
decisions
(Text page 304)
PPT 11-32
Are Unpaid Interns
Too Interred?
(See complete PowerPoint slide notes on page 11.69.)
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
learning goal 6
VI. TRAINING AND DEVELOPING EMPLOYEES
FOR OPTIMUM PERFORMANCE
PROGRAMS
1. TRAINING AND DEVELOPMENT involves all at-
tempts to improve performance by increasing an
VELOPMENT PROGRAMS includes:
a. ASSESSING THE NEEDS of the organization
and the skills of the employees to determine
training needs
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-33
progress
assessment
(Text page 303)
PPT 11-33
Progress Assessment.
(See complete PowerPoint slide notes on page 11.70.)
PPT 11-34
Training and Developing
Employees
(See complete PowerPoint slide notes on page 11.70.)
PPT 11-35
Three Steps of Training and
Development
(See complete PowerPoint slide notes on page 11.71.)
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
B. TRAINING AND DEVELOPMENT ACTIVITIES
1. ORIENTATION is the activity that introduces new
policies, practices, and objectives of the firm.
2. ON-THE-JOB TRAINING
ing, or by watching others for a while, and
alongside an experienced employee to mas-
ter the skills and procedures of a craft.
b. In many skilled crafts, a new worker is re-
11-35
PPT 11-36
Most Commonly Used Training and
Development Activities
(See complete PowerPoint slide notes on page 11.71.)
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
PRENTICE.
c. Workers who successfully complete an ap-
personal development.
5. ONLINE TRAINING consists of training programs
7. JOB SIMULATION is the use of equipment that
on the job.
C. MANAGEMENT DEVELOPMENT
relations skills.
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
PPT 11-37
Developing Effective Managers
(See complete PowerPoint slide notes on page 11.71.)
PPT 11-38
Why Good Employees Quit
(See complete PowerPoint slide notes on page 11.72.)
11-38
2. MANAGEMENT DEVELOPMENT is the process
of training and educating employees to become
gress of their managerial skills over time.
3. MANAGEMENT DEVELOPMENT PROGRAMS
ager
one’s own organization and in other organiza-
systems.
3. Most mentoring is INFORMAL, but many organi-
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
PPT 11-39
Using Networks and Mentoring
(See complete PowerPoint slide notes on page 11.72.)
Chapter 11 - Human Resource Management: Finding and Keeping the Best Employees
11-40
E. DIVERSITY IN MANAGEMENT DEVELOPMENT
1. Since most older managers are male, women of-
ten have more difficulty finding mentors and enter-
2. “Men only” clubs were declared illegal by the U.S.
Supreme Court, allowing women ACCESS TO
3. African American and Hispanic managers are also
5. PRINCIPLES TO DEVELOP FEMALE AND MI-
NORITY MANAGERS:
ment positions is more than a legal or moral
GET OPTIMUM RESULTS
A. A PERFORMANCE APPRAISAL is an evaluation that
measures employee performance against established
