Managing Human

Resources and
Diversity

Group 2 :

1. Amrina Rosyada [59081003022]

2. Ida Naca [59081003024]
3. Idzar Fidra Junanta [59081003018]
4. Komang AR [59081003028] Information System
5. Lilis Nurjanah [59081003006] Billingual ‘08
6. M. Iqbal Parabi [59081003043] Sriwijaya University
7. Nurimansyah Rifwan [59081003041]

10/14/09 Management in General 1

The dominant role of
human resources
 Human resource management (HRM) is planning
personnel needs; recruiting, selecting, training,
and developing capable employees; placing them
in productive work environments; and rewarding
their performance.

10/14/09 Management in General 2

 Legal External Environment Physical
Financial Internal Environment Behavioral

Maintaining health and safety

Personnel and human resource planning

Recruiting needed personnelSelecting qualified employees
Training and developing employees

Career planning and development

Disciplining or terminating Compensating
employees and rewarding employees
Evaluating perfomance

Structural Authoritative
Social cultural Economic Technological

10/14/09 Management in General 3

Notice that HRM is the performance
in two different types of
environments :

 The external environment, consisting of all the factors

outside the organization that directly or indirectly affect
it.

 The internal environment, made up of all the elements

within the organization.

10/14/09 Management in General 4

Growing diversity of human
resources

 The have been two significant changes in U.S.

employees during recent decades.

1. The proportion of workers producing goods has

decreased relative to those performing
services.

2. The workforce has become much more diverse.

 Shift from Goods-Producing to service-Producing

Jobs


10/14/09 Management in General 5



 There has been a definite shift away from good-producing

and toward service-producing jobs during the past two
decades.

 Need for a more Diverse Workforce

 There will be more minorities

 There will be more women

 Need for improved management of diversity

10/14/09 Management in General 6

 Human Resource and
Legal Environment
 HRM from personnel planning to retirement-is now
affected by equal employment opportunity (EEO)
laws.

 Equal employment opportunity (EEO) laws Rulings

that prohibit employment decisions based on
race, color, religion, sex, national origin, age, or
disability.

10/14/09 Management in General 7

 Laws Providing Equal Employment Opportunity.
 Affirmative action program (AAP) Program set up by a
business to take direct and positive actions to increase
employment opportunities for women, minorities, and
other underutilized groups.

 Disable person, Anyone with a physical or mental disability

that substantially restricts major normal activities such
as physical movement learning, walking, seeing,
speaking, or hearing.

 Equal Employment Opportunity Commission (EEOC) and

Office of Federal Contract Compliance Programs (OFCCP)
Agencies with primary responsibility for enforcing EEO
laws.

10/14/09 Management in General 8

Planning Human
Resource Needs
 Human resource planning the activities needed to
provide for the proper types and numbers of
employees to reach organizational objectives.

 Determining Job Needs

 Job analysis

 Job descriptions

 Job specifications

10/14/09 Management in General 9

 Developing Sources of
Supply of Employees
 Internal Sources, there are three methods of obtaining
employees.
 Upgrading

 Transferring

 Promoting

 External Sources of employees are

 Former employees who left with a good record.

 Personnel applications.

 Friends and relatives of present employees

 Competing firms


10/14/09 Management in General 10


  Labor organization

 Private and public employment agencies

 School and colleges

 Migrants and immigrants

 Part- time employees or temporaries.

10/14/09 Management in General 11

Recruiting and
selecting employees
 Recruiting personnel
 Recruitment

 Employee referral

 Advertising

 College recruiting

 Computerized databases

 Selecting the right person for the job

 Selection the process of choosing from a group of potential
employees the specific person to perform a given job.

10/14/09 Management in General 12

 Selection procedure :
 Preliminary interview

 Biographical inventory

 Testing

 In –depth interview

 Performance references

 Physical examination

 Personal judgment.

10/14/09 Management in General 13

 Training and
Developing Employees
>> Training is the process of attaining specific, detailed,
and routine job skills and techniques.

>> Development is the broad scope of improvement

and growth of abilities, attitudes, and personality traits.

Reasons for Training and Development

As you can see, learning is lifelong process, and training
development should be also. An organization that wants
to grow and develop must have people to grow and
develop in order to hold down more technically oriented
jobs.
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Orie n t a t io n o f N e w Em p lo y e e s
Aft e r b e in g s e le c t e d , t h a t e m p lo ye e is p la c e d o n jo b a n d
in t ro d u c e t o t h e o rg a n iza t io n t ro u g h s o m e fo rm o f
o rie n t a t io n . Th e o rie n t a t io n in c lu d in g t h e in t ro d u c t io n t o
t h e e m p lo ye r’s o rg a n iza t io n a n d it s p o lic ie s , p ro c e d u re s ,
a n d e m p lo ye e b e n e fit s .
An e ffe c t ive o rie n t a t io n p ro g ra m c a n c a u s e :
1 .Re d u c e la b o r t u rn o ve r
2 .Re d u c e e m p lo ye e a n xie t y a n d u n c e rt a in t y
3 .Sa ve t im e o f fe llo w e m p lo ye e s a n d s u p e rvis o rs
4 .In s t ill m o re p o s it ive wo rk va lu e s a n d im p ro ve t h e
m o t iva t io n a n d jo b s a t is fa c t io n o f t h e n e w wo rke r

10/14/09 Management in General 15

Training and Development Method

1.On-the-job Training Method

Learning the job by actually performing it under the guidance of an experienced person, such as
coaching, planned progression, job rotation. temporary and anticipatory.

2.Apprenticeship Training
Combining OJT and classroom instruction to learn jobs requiring long periods of study to acquire
specific skills.

3.Vestibule Training
Learning to do the job in an adjacent area using actual machines and methods used on the job.

4.Programmed Learning
Learning in which material is presented in sequential order on film, through printed matter, or on
computer, so that learners can progress at their own rate.

10/14/09 Management in General 16

5.Off-the-job development
It usually takes place in :
a. Executive Development Program
Generalized programs in which managers participate using case analysis, simulation, and other
learning methods.

b.Laboratory Training
A program in which a person learns through interacting with others in a workshop environment
to be more sensitive to other people and more aware of his or her own feelings.

c. Organization Development(OD)
A program that emphasizes change, growth, and development of the entire organization.

d. Performance Appraisal(merit rating,efficiency rating, employee

appraisal)
The process used by an employer to determine how effectively an employee is doing a job.

10/14/09 Management in General 17

 PERFORMANCE
APPRAISAL
 Performance appraisal (also could merit
rating, efficiency rating, and employee
appraisal) is the process an employer uses to
determine how effectively an employee is
doing the job.

10/14/09 Management in General 18

 PER FO R M A N CE
A P P R A IS A L
How performance appraisals operate

Pa y in c re a s e
In t e re s t
Ac t io n Ac h ie ve Tra n s fe r
Kn o wle d g e
Co n d u c t Me n d s Eva lu a t e s Pro m o t io n
Mo t ive s
Fu n c t io n s Ou t p u t Me a s u re s Tra in in g
Skills
Re s p o n s e s Pro d u c t ivit y Ra t e s Ca re e r
Va lu e s
p ro g re s s

1. Employee’s 2. Job 3. Work 4. Manager’s 5. Personnel

personal behaviors performance appraisal actions
qualities

Source : Adapted by permission from Leon C Megginson, Geralyn M. Franklin, and M. Jane Byrd, Human Resource Management (Houston, Texas
Dame Publications, 1995).
10/14/09 Management in General 19
 How Income is Determined

q What Management is Willing to Pay?

It’s no exaggeration to say that most managers want to
pay “fair” salaries. Yet managers also feel that employees
should do “a fair day’s work for a fair day’s pay.” They
therefore try to improve employee performance and
output, so that higher wages and salaries can be paid.
q What Management is Required to Pay?
In the short run, wages and salaries are based on external
pressures from government, unions, and community and
industry wage patterns
q What Management is Able to Pay?
Real wages of employees are based on employee
productivity. In the last few years, salaries and wages
have risen at about the same rate as the cost of living,
primarily because of competition from foreign producers,
who tend to pay lower wages.

10/14/09 Management in General 20

 COMPENSATING EMPLOYEES
Compensation is providing employees with
a financial payment as a reward for work
performed and as a motivator for future
performance.
Compensation takes two forms-wages and benefits :

v Wages

v Salaries

v Employee benefits

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THANK YOU FOR
YOUR ATTENTION
……

10/14/09 Management in General 22