Case Study: Dunkin' Brands

How Do You Get Performance from Employees Who Do Not Actually Work for You?

Dunkin' Brands Overview:

Dunkin' Brands is a franchisor, including Dunkin' Donuts and Baskin-Robbins.
The success of the brand relies on employees managing stores and serving customers.
The goal is to improve the quality of store operations.
A senior vice president of human resources was hired to help franchise owners and employees
excel.

Corporate and Franchise Collaboration:

Corporate managers and franchise owners collaborate to identify areas for improvement.
Key focus areas include training (recruitment, motivation, retaining excellent workers),
rotation assignments, consulting with experts, and establishing performance measures,
including customer satisfaction.
Human Resource Management (HRM)

Definitions and Importance:

HRM involves policies, practices, and systems that influence employees' behavior, attitudes,
and performance.
Human capital refers to employees' training, experience, judgment, intelligence, relationships,
and insight.
The goal of HRM is to manage human capital to achieve organizational goals.
HRM is increasingly important due to globalization, technological changes, the need for
flexibility, increased litigation, and workforce diversity.

Strategic and Operational Definitions:

Strategic HRM aims to attract high potential employees and develop competitive advantages.
Operational HRM focuses on aligning the right profiles for the right jobs at the right time,
using HR planning (GPEC).

Impact of HRM:
HRM affects organizational performance, including quality, profitability, and customer
satisfaction.
Human resources are valuable, rare, inimitable, and have no good substitutes.
Effective HRM can create a high-performance work system where technology, structure,
people, and processes work together seamlessly.
HRM Practices

Key Activities:
Organizational design involves arranging work tasks considering people, technology, and
tasks.
Staffing includes recruitment, orientation, selection, promotion, and termination.
Performance management involves assessing and improving individual and unit performance.
Training and development focus on maintaining and improving employee skills.
Reward systems and benefits ensure employees receive appropriate compensation and
incentives.
HR Department Responsibilities:
Functions include job design, recruitment, selection, training, performance management, and
compliance with labor laws.
Managing employee data and HR information systems accurately and sensitively is crucial.

Recruiting, Hiring, and Development:

Recruitment seeks applicants for potential employment.
Selection identifies candidates with the necessary skills and characteristics.
Training enables employees to learn job-related skills, while development prepares them for
future job changes and customer demands.

Performance Management and Compensation:

Performance management ensures alignment with organizational goals.
Compensation decisions involve salary, bonuses, and benefits to motivate employees.

Employee Relations and Policies:

Establishing and administering policies related to hiring, discipline, promotions, and benefits.
Ensuring compliance with labor laws and managing the change process to support
organizational strategy.
HR Management Roles and Ethics

Roles:
HR managers serve as business contributors, operational managers, employee advocates, and
administrative clerks.
Supervisors help define jobs, motivate employees, communicate policies, and handle
performance appraisals.

Ethics in HR:
Ethical behavior in HRM involves ensuring actions are legal, meet organizational standards,
and pass professional ethical tests.
Ethical HR practices promote the greatest good, respect basic human rights, and are fair and
equitable.
Careers in HRM
Potential careers include:
Director of Human Resources
Health and Safety Manager
HR Manager
Senior Compensation Analyst
HRIS Specialist
Campus Recruiter
Training Specialist
Benefits Administrator
These roles support strategic, operational, and ethical aspects of human resource management
to enhance organizational performance.

There are various career opportunities in Human Resource Management (HRM) including
positions such as Director of Human Resources, Health and Safety Manager, HR Manager,
Senior Compensation Analyst, HRIS Specialist, Campus Recruiter, Intermediate-Level
Training Specialist, and Entry-Level Benefits Administrator.
Analyzing and Designing Jobs
Job Analysis: This is the process of obtaining detailed information about jobs.
Job Design: This involves defining how work will be performed and the tasks that a particular
job requires.

Managing Performance
Performance Management: Ensures that employees' activities and outputs align with the
organization's goals. Job descriptions and performance management are key pillars in HRM.

Establishing and Administering Personnel Policies

HRM involves setting policies related to hiring, discipline, promotions, and benefits. Effective
policies must be fair and promote workplace safety and customer service.

Ethics and HR
HR practices must meet three basic ethical standards: providing the greatest good, respecting
basic human rights, and ensuring fairness and justice.

Job Issues and HR Approaches

Issues such as dividing organizational work into jobs, improving existing jobs, and using
group efforts can be addressed through work flow analysis, job redesign, alternative
scheduling, and job analysis.

Business-Process Re-engineering
Business-Process Re-engineering (BPR): Aimed at improving business processes through
work teams, training, and reorganizing workflow to simplify and speed up work. It involves a
complete review of critical work processes to make them more efficient.

Workflow in Organizations
Definitions:
Work: Effort directed towards achieving a goal.
Job: A set of tasks, duties, and responsibilities assigned to a person.
Position: A specific role within the organizational structure.
Workflow Design: Analyzing tasks necessary for producing a product or service.

Workflow Analysis: Studying how work moves through an organization, including inputs,
activities, and outputs.

Work Flow Analysis Development:

Raw Inputs: Materials, data, and information needed.
Equipment: Special equipment, facilities, and systems required.
Human Resources: Necessary knowledge, skills, and abilities.
Output: The product, information, or service provided.
Job Specifications
Job Specifications: Lists the knowledge, skills, and abilities (KSAs) required for a job. It
includes defining levels of competence (beginner, intermediate, advanced).

Job Description
Job Description: A list of tasks, duties, and responsibilities (TDRs) associated with a job. It
includes job title, supervision given and received, assignments, horizontal relationships, and
performance standards.
Job Analysis Process
Stages include planning, preparing, conducting, developing job descriptions and
specifications, and maintaining/updating them. Job analysis is conducted using methods like
questionnaires, interviews, observations, and diaries.

Job and Competency Framework

Outcomes of job analysis include developing a job and competency framework which
identifies areas of expertise, professional families, and specific job positions and codes.

Approaches to Job Design

Designing jobs involves:
Ensuring efficiency through industrial engineering.
Motivating employees by enlarging jobs, rotating tasks, and enriching roles.
Ensuring safety and health through ergonomics.
Meeting mental capacities by reducing mental strain and simplifying tasks.

Designing for Efficiency

Industrial Engineering: This approach studies jobs to find the simplest way to structure work
to maximize efficiency. It aims to reduce the complexity of work, making tasks so simple that
anyone can be quickly and easily trained. It seeks the "one best way" to perform a job,
resulting in tasks that are often simple and repetitive.

Designing for Motivation

Job Characteristics: This approach focuses on enhancing the motivational aspects of jobs by
considering the following characteristics:

Skill Variety: The range of skills required to complete tasks.

Task Identity: The degree to which a job involves completing a whole piece of work.
Task Significance: The impact a job has on others.
Autonomy: The level of independence in performing the job.
Feedback: Information on performance effectiveness.
The Job Characteristics Model (Hackman & Oldham) suggests that these characteristics
influence psychological states such as experienced meaningfulness, responsibility, and
knowledge of results, which in turn affect motivation, performance, and satisfaction.

Applications of the job characteristics approach include:

Job Enlargement: Broadening the types of tasks performed to make jobs less repetitive and
more interesting.
Job Extension: Combining several simple jobs to create a role with a wider range of tasks.
Job Rotation: Shifting a person from one job to another.
Job Enrichment: Empowering workers by adding more decision-making authority.

Designing for Safety and Health

Ergonomics: This is the study of the interface between individuals' physiology and the
physical work environment. The goal is to minimize physical strain on workers by structuring
the work environment to fit the human body's way of working. This can involve modifying
equipment, redesigning jobs to reduce physical demands, and targeting work practices
associated with injuries.
Designing for Mental Capacity
To reduce mental strain, jobs can be designed to include adequate lighting, easy-to-read
gauges and displays, simple-to-operate equipment, clear instructions, and effective computer
software. Additionally, limiting the amount of information and memorization required helps
in meeting mental capabilities and limitations.

Summary
Work Flow Analysis: Summarize elements of work flow analysis and how it relates to an
organization's structure.
Job Analysis: Define elements of job analysis and their significance for HRM, along with
methods to obtain job information.
Job Design: Describe methods for designing a job efficiently and approaches to make it
motivating.
Personnel Policies
Personnel Policies: Decisions about how the organization will carry out human resource
management, including filling job vacancies. Relevant policies include:
Internal vs. External Recruiting: Choosing between hiring from within or outside the
organization.
Lead-the-Market Pay Strategies: Offering higher-than-market wages.
Employment-at-Will Policies: Allowing termination of employment by either party at any
time.
Image Advertising: Promoting the organization as a good place to work.
Recruitment Sources
Job Posting: Communicating vacancy information via company employee publications and
databases.
HR Pool (Le Vivier): A file of applications referred to when job openings arise.
Internal Sources: Recruiting current employees.
External Sources: Recruiting from outside the organization.
Recruiting Human Resources
Recruiting involves identifying and attracting potential employees, creating a buffer between
planning and actual selection. The goals of recruiting and selection are different, requiring
separate processes for effectiveness.
Labor Markets: The ability of the organization to attract a large applicant pool.
Labor Force Population: All individuals available for selection.
Applicant Population: Subset available for selection using a specific recruiting approach.
Applicant Pool: Individuals who applied for a specific job opening.
Evaluating Recruitment Sources
Employers monitor recruitment sources using:
Yield Ratio: Percentage of applicants moving from one stage to the next.
Cost per Hire: Cost of using a particular recruitment source for a vacancy.
Recruiter Traits & Behaviors
Recruiters' characteristics and behaviors influence recruitment outcomes.
Characteristics: HR specialists or job experts, warm (caring), and informative.
Behavior: Providing realistic job information and timely feedback, avoiding offensive
behavior, and using recruitment teams.
Enhancing Recruiter’s Impact: Recruiters should be trained on conducting interviews, asking
appropriate questions, and preventing discrimination.
HR Planning: Discuss planning for HR needed to carry out the organization's strategy.
Labor Demand: Determine labor demand for various job categories.
Recruitment Policies: Describe policies to make job vacancies attractive.
Job Applicants: List and compare sources of job applicants.
Recruiter's Role: Describe the recruiter’s role in the recruitment process, including limits and
opportunities.
Chapter 4: Selecting Employees and Placing Them in Jobs
Selection Process: The process through which organizations decide who will or will not join
the organization, varying by organization and job.
Steps in the Selection Process:
Screening Applications and Résumés
Testing and Work Samples
Checking Candidates
Making a Selection
After studying this chapter, you should be able to:
Identify elements of the selection process.
Define ways to measure the success of a selection method.
Summarize government requirements for employee selection.
Compare common methods used for selecting human resources.
Describe major types of employment tests.
Conduct effective interviews.
Explain the selection decision-making process.
Selection Process
The selection process involves a series of steps that organizations use to decide who will join
the organization. This process varies between organizations and job types but generally
includes the following steps:
Screening Applications and Résumés: Reviewing applicants' documents to identify those who
meet the basic qualifications.
Testing and Work Samples: Administering tests or requesting work samples to assess
candidates' skills and abilities relevant to the job.
Checking Candidates: Conducting background checks, reference checks, and verifying the
accuracy of candidates' information.
Making a Selection: Choosing the candidate who best fits the job requirements and
organizational needs.
After studying this chapter, you should be able to:
Identify the elements of the selection process.
Define ways to measure the success of a selection method.
Summarize the government’s requirements for employee selection.
Compare common methods used for selecting human resources.
Describe major types of employment tests.
Discuss how to conduct effective interviews.
Explain how employers carry out the process of making a selection decision.
Fundamentals of Human Resource Management, 5th Edition
Authors: Noe, Hollenbeck, Gerhart, Wright
This textbook provides a comprehensive overview of human resource management principles
and practices, focusing on key areas such as job design, recruitment, and selection processes.
It covers the following topics:

Approaches to Job Design: Methods for designing jobs to enhance efficiency, motivation,
safety, and mental capacity.
Personnel Policies: Strategies for recruitment, including internal versus external recruiting,
pay strategies, employment-at-will policies, and image advertising.
Recruitment Sources: Techniques for job posting and leveraging internal and external sources
for recruitment.
Recruiting Human Resources: The role of recruiting in attracting potential employees and
creating a buffer between planning and selection.
Evaluating Recruitment Quality: Methods for assessing recruitment sources, including yield
ratios and cost per hire.
Recruiter Traits and Behaviors: The impact of recruiters' characteristics and behaviors on
recruitment outcomes, and strategies to enhance recruiters' effectiveness.
Selection Process: Detailed steps involved in selecting employees, measuring selection
method success, government requirements, employment tests, and conducting interviews.