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McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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CHAPTER 10 Managing Human Resources
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CHAPTER 9 Motivating the Workforce
Creating the HumanCreating the HumanResource AdvantageResource Advantage
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Human Resource Management Human Resource Management (HRM)(HRM)
All the activities involved in determining the organization's needs for human
resources and acquiring, training and compensating people to fill those needs
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Human Resource ManagementHuman Resource ManagementHuman Resource ManagementHuman Resource Management
Increasing in importanceEmployee Concerns:
• Compensation
• Job satisfaction
• Personal performance
• Leisure
• Environment
• Opportunities for advancement
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Managing the Workforce Managing the Workforce During Slow Economic TimesDuring Slow Economic Times
Managing the Workforce Managing the Workforce During Slow Economic TimesDuring Slow Economic Times
Managers must be aware of employee concerns/needs
• Do not ignore/neglect top performers
• Even during a recession, high-performers will quit
The most important things a top manager can do:
• Transparent and honest communication
• Non-monetary rewards; flexibility programs
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Planning for HR NeedsPlanning for HR NeedsPlanning for HR NeedsPlanning for HR Needs
Job Analysis Systematically determining pertinent information about a job (tasks, abilities, knowledge, skills)
Job DescriptionFormal & written specifications of the job (title, tasks, relationships, skills, duties, responsibilities)
Job SpecificationDescription of the job qualifications (education, experience, personal/physical characteristics)
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Employee RecruitingEmployee RecruitingEmployee RecruitingEmployee Recruiting
Recruiting The formation of a pool of qualified job candidates from which management selects employeesInternal Sources
• Current employees
• Promotion from within
External Sources
• Advertising
• Employment agencies
• Online
• Interns
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Employee SelectionEmployee SelectionEmployee SelectionEmployee Selection
SelectionThe process of collecting information about applicants and using information to make hiring decisions
• Application
• Interviewing
• Testing
• Reference Checking
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Employee Selection:Employee Selection:The Selection ProcessThe Selection ProcessEmployee Selection:Employee Selection:
The Selection ProcessThe Selection Process
ApplicationFirst stage of the selection process
• Name, address, telephone
• Education, previous work experience, references
• Qualifications for the position
• Level of interest in the position
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Employee Selection:Employee Selection:The InterviewThe Interview
Employee Selection:Employee Selection:The InterviewThe Interview
The interview is the second phase of selection
Detailed information on candidate
• Is candidate a good fit for the job?
• Attitudes toward job
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Top 10 Mistakes Made in Top 10 Mistakes Made in InterviewingInterviewing
Top 10 Mistakes Made in Top 10 Mistakes Made in InterviewingInterviewing
1. Not taking the interview seriously
2. Not dressing appropriately (dressing down)
3. Not appropriately discussing experience and education
4. Being too modest about one’s accomplishments
5. Talking too much
6. Too much concern about compensation
7. Speaking negatively of a former employer
8. Not asking enough or appropriate questions
9. Not showing the proper enthusiasm level
10.Not engaging in appropriate follow-up to interview
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TestingTestingTestingTesting
Ability and performance testing
Aptitude, IQ, Personality tests
Psychological exams
Illegal drug screening
Applicant assessment
Goodness of “fit”
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Reference CheckingReference CheckingReference CheckingReference Checking
Verify education
Previous work experience
Privacy issues
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Legal Issues in Recruiting Legal Issues in Recruiting and Selectingand Selecting
Legal Issues in Recruiting Legal Issues in Recruiting and Selectingand Selecting
Legal restraints are present at every stage of the recruitment and selection process
Title VII of the Civil Rights Act Pervades all areas of HRM
Prohibits discrimination in employment
Equal Employment Opportunity Commission (EEOC)
Tests must be validated
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Laws Affecting HRMLaws Affecting HRMLaws Affecting HRMLaws Affecting HRM
Americans with Disabilities Act (ADA)
Age Discrimination in Employment Act
Equal Pay Act
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Developing the WorkforceDeveloping the WorkforceDeveloping the WorkforceDeveloping the Workforce
OrientationFamiliarizing new hires with fellow workers, company procedures and the physical properties of the company
TrainingTeaching employees to do specific job tasks through classroom development or on-the-job experience
DevelopmentTraining that augments the skills and knowledge of managers and professionals
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Assessing PerformanceAssessing PerformanceAssessing PerformanceAssessing Performance
Can be a difficult job for managers• Strengths
• Weaknesses
Is crucial because it provides employees with feedback• Appraisals may be
Objective or subjective
Quantitative or qualitative
• Managers must discuss results with the employee
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Developing the WorkforceDeveloping the WorkforceDeveloping the WorkforceDeveloping the Workforce
Turnover Employees voluntarily leave (quit); involuntary
leave (fired); management must replace workers
Promotion Advancement to higher-level job with increased authority,
responsibility, and pay
Transfer Move to another job within the company usually at same or
similar level and wage rate
Separations Employment changes involving resignation, retirement,
termination, or layoff
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Compensating the WorkforceCompensating the WorkforceCompensating the WorkforceCompensating the Workforce
Developing compensation plans is complexEmployee wages comprise a large portion of organizational expenses
Wage/Salary SurveyStudy indicating how much compensation comparable firms are paying for specific jobs that firms have in common
Helps in designing fair compensation packages
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Financial CompensationFinancial CompensationFinancial CompensationFinancial Compensation
Wages
Financial rewards based on hours worked and/or level of output achievedTime Wages
• Used when quality is more important than quantity– no incentive to increase production
Piece Wages
• Based on level of output achieved. Motivate employees to increase output– little incentive to improve quality
Commission
• Incentive system that pays a fixed dollar amount or a percentage of the employee’s sales. Motivates employees to sell as much as possible
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CompensationCompensationCompensationCompensation
Salary Financial reward calculated on weekly, monthly, or annual basis
Associated with white collar employees, executives, professionals
Bonuses Monetary rewards provided by firm for exceptional performance or incentive to increase productivity
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CompensationCompensationCompensationCompensation
Profit Sharing A percentage of company profits distributed to employees, sometimes in the form of stock
Employee Stock Ownership Plan (ESOP)Company distributes shares to employees as a form of compensation
Gaining in popularity
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BenefitsBenefitsBenefitsBenefits
Non-financial forms of compensation
• Pension plans
• Insurance (health, disability, life)
• Child & elder care
• Employee Assistance Programs
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BenefitsBenefitsBenefitsBenefits
Traditional Fringe BenefitsSick leave
Pension plans
Health plans
Extra compensation (Bonuses)
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BenefitsBenefitsBenefitsBenefits
Soft Benefits/PerksEmphasize work-life balance
On-site child care
Spas
Food service
Hair salons
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Unionized EmployeesUnionized EmployeesUnionized EmployeesUnionized Employees
Labor Union Employee organization formed to deal with employers for
achieving better pay, hours and working conditions
Collective Bargaining Negotiation process where management and unions reach
agreement on wages, hours and working conditions for the bargaining unit (employees represented by union)
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Unionized EmployeesUnionized EmployeesUnionized EmployeesUnionized Employees
12% of workforce
Unionized workers often earn higher wages
Concentrated in certain industries Automotive manufacturing
Steel production
Construction
Public-sector (government)
Sports and acting unions
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Collective Bargaining ProcessCollective Bargaining ProcessCollective Bargaining ProcessCollective Bargaining Process
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The formal written document that stipulates the relationship between union and
management for a specific time period. The outcome of collective bargaining
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Labor ContractLabor Contract
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Resolving DisputesResolving DisputesResolving DisputesResolving Disputes
Pickets Public protests against the actions of the company or
management
Strike Employee walkouts; work stoppage. Most effective economic weapon
for unions in private sector
Boycott Attempt to keep people from purchasing the company’s products
Lockout Management’s version of the strike. Worksite is closed to prevent
employees from working
Strikebreakers Hired by management to continue operations and reduce losses during
a strike
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Third-Party Dispute ResolutionThird-Party Dispute ResolutionThird-Party Dispute ResolutionThird-Party Dispute Resolution
Conciliation 3rd party intervention so that management & labor continue talks
Mediation 3rd party helps to bring labor and management together to resolve
disputes
Arbitration 3rd party settles dispute by imposing solution that is legally binding
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The participation of different ages, genders, races, ethnicities,
nationalities and abilities in the workplace
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Workforce Diversity InvolvesWorkforce Diversity Involves
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Why is Diversity Important?Why is Diversity Important?Why is Diversity Important?Why is Diversity Important?
Increasingly diverse workforce reflects increasingly diverse customer base
Diversity brings multiple perspectives to issues and improves problem solving and decision making
Organizations should work to improve their workforce diversity
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Valuing Workforce DiversityValuing Workforce DiversityValuing Workforce DiversityValuing Workforce Diversity
More productive use of human resources
Reduced conflict among employees
More productive working relationships
Increased commitment to organizational goals
Increased innovation and creativity
Increased ability to serve the needs of diverse customers
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Affirmative ActionAffirmative ActionAffirmative ActionAffirmative Action
Legally mandated plans that try to increase job opportunities for minority groups by:Analyzing the current pool of workers
Identifying areas where women and minorities are underrepresented
Establishing specific hiring and promotion goals to resolve the discrepancy
Prohibits organizations from setting hiring quotas that might result in reverse discrimination
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