chapter 10 human resource management. learning objectives after reading this chapter, you should be...
TRANSCRIPT
Chapter 10
Human Resource Management
Learning ObjectivesAfter reading this chapter, you should be able to:
Explain the role of human resource management in achieving a sustainable competitive advantage.
Identify the key factors in the environment affecting the management of human resources.
Describe the human resource planning process. Explain the key components of staffing and their
importance. Describe how training and career development
provide employees with tools to succeed once they are hired.
Identify the purposes of performance appraisal and how it might be conducted.
Describe the key objectives of the compensation system and its components.
Dealing effectively with Dealing effectively with human resource (HR) human resource (HR) issues is essential for all issues is essential for all managers.managers.
The human resource The human resource staff supports managers staff supports managers in carrying out HR in carrying out HR responsibilities.responsibilities.
Environment of Human Resources
Workforce Workforce DiversityDiversity
GlobalizationGlobalization
LegislationLegislationUnionsUnions
Key Federal Legislation and Regulations Affecting HR
Social Security Act (1935) Wagner Act (1935) Fair Labor Standards Act (1938) Taft-Hartley Act (1947) Landrum-Griffin Act (1959) Equal Pay Act (1963) Title VII of Civil Rights Act (1964) Executive Order 11246 (1965) Age Discrimination in Employment
Act (1967) Wage Garnishment Act (1968)
Occupational Safety and Health Act (1970)
Vocational Rehabilitation Act (1973)
Health Maintenance Organization Act (1973)
Employee Retirement Income Security Act (1974)
Vietnam-Era Veterans Readjustment Act (1974)
Privacy Protection Act (1974) Pregnancy Discrimination Act
(1978)
Key Federal Legislation and Regulations Affecting HR (cont)
Job Training Partnership Act (1982)
Consolidated Omnibus Budget Reconciliation Act (1985)
Immigration Reform and Control Act (1986)
Worker Adjustment and Retraining Act (1988)
Drug-Free Workplace Act (1988)
Employee Polygraph Protection Act (1988)
Americans with Disabilities Act (1990)
Civil Rights Act (1991) Family and Medical Leave Act
(1993) Health Insurance Portability
and Accountability Act (1996) Small Business Job Protection
Act (1996) Fair Credit Reporting Act
(1970, 1996)
Key HR Key HR Legislative Legislative
IssuesIssues
DiscriminationDiscrimination
Protected Protected ClassClass
Affirmative Affirmative ActionAction
Disparate Disparate TreatmentTreatment
Adverse Adverse ImpactImpactJob Job
RelatednessRelatedness
BFOQBFOQ
Sexual Sexual HarassmentHarassment
Employment Employment at Willat Will
Civil Rights Act of 1964 Designed to prevent discrimination Protected class includes persons of color
and women Affirmative action – fair employment Forms of discrimination
Disparate Adverse
Employer defenses include job relatedness, qualification, seniority
Other legislative influences Drug-free Workplace Act Family and Medical Leave act Sexual harassment (Civil Rights Act) Note Manager’s Notebook 10.1 on Don’ts
of Interviewing Could lead to interpretations that interviewer is
violating the law. These continue to be violated due to
ignorance.
UnionsMembership has been declining steadily (13%
in 2006)
Factors contributing to this decline:
Strong employer challenges to unionsPlant closures International competitionShrinking manufacturing sector
Labor Contract: Written agreement between union and management that specifies pay schedule, fringe benefits, COLA, and the like.
Unions (cont)
Union-related legislations: The Wagner Act (1935) – created the NLRB The Taft-Hartley Act (1947) – specified a set of
unfair labor practices by unions along with the remedies
The Landrum-Griffin Act (1959) – requires each union to report its financial activities and the financial interests of its leaders to the Department of Labor
In the U.S., labor relations are characterized by: Business unionism Job-based unionism Collective bargaining Voluntary contracts Adversarial relationships
Human Resource Management Process
Strategic HR Strategic HR PlanningPlanning
HR TacticsHR Tactics
StaffingStaffing OrientationOrientation TrainingTraining Career Career DevelopmentDevelopment
Performance Performance AppraisalAppraisal
Compensation Compensation and Benefitsand Benefits
Strategic Human Resource Planning (SHRP) The development of a
vision about where the company wants to be and how it can use human resources to get there.
The ultimate objective of SHRP is a sustained competitive advantage.
Human Resource PlanningHuman Resource PlanningProduct Product DemandDemand
Labor Labor ProductivityProductivity
Labor DemandLabor Demand Labor SupplyLabor Supply
Internal Labor Internal Labor MarketMarket
External Labor External Labor MarketMarket
ConditionsConditions and Select Responsesand Select Responses1.1. Labor demand exceeds labor supplyLabor demand exceeds labor supply
Training or retrainingTraining or retraining Succession planningSuccession planning Promotion from withinPromotion from within Recruitment from outsideRecruitment from outside SubcontractingSubcontracting Use of contingent workersUse of contingent workers Use of overtimeUse of overtime
2.2. Labor supply exceeds labor demandLabor supply exceeds labor demand Pay cutsPay cuts Reduced hoursReduced hours Work sharingWork sharing Voluntary early retirementsVoluntary early retirements Inducements to quitInducements to quit LayoffsLayoffs
3.3. Labor demand equals labor supplyLabor demand equals labor supply Replacement of quits from Replacement of quits from
inside or outsideinside or outside Internal transfers and Internal transfers and
redeploymentredeployment
Staffing Process Recruitment – the process of
generating a pool of qualified candidates for a particular job.
An effective recruitment effort should create a pool of qualified applicants.
Selection – the screening process used to decide which of the applicants to hire.
Validity and Reliability of Selection Tools
Validity is how well a technique used to assess candidates is related to performance on the job.
Validity can be demonstrated by: Content Validity Empirical Validity
Reliability is a measure of the consistency of results of the selection method.
SELECTION SELECTION
TOOLSTOOLS
Application Application FormsForms
Letters of Letters of RecommendatioRecommendatio
nn
Ability TestsAbility Tests
Performance Performance Simulation TestsSimulation Tests
Personality Personality TestsTests
Psychological Psychological TestsTests Honesty TestsHonesty Tests
InterviewsInterviews Physical ExamsPhysical Exams
Orientation Helps new employees to:
Learn more about the company Learn what is expected of them in
the job Reduce the initial anxiety of a
transition Become familiar with co-workers Learn about work rules and
personnel policies
Employee Training Training is a planned effort
to provide employees with specific skills to improve their performance.
Effective training can also improve morale and increase an organization’s potential.
The Training Process
Needs Needs AssessmentAssessment
Develop and Develop and Conduct TrainingConduct Training
EvaluationEvaluation
• Organization NeedsOrganization Needs• Task NeedsTask Needs• Person NeedsPerson Needs
• LocationLocation• PresentationPresentation• TypeType
Training Presentation TechniquesSlides and Slides and VideotapesVideotapes
Computer-Computer-Assisted Assisted
Instruction (CAI)Instruction (CAI)
Classroom Classroom LecturesLectures
SimulationsSimulations
Virtual RealityVirtual RealityVestibule Vestibule TrainingTraining
Cross-functional Cross-functional TrainingTraining
Career Development Long-term effort in which the
organization helps employees utilize their full potential.
Involves three major phases: Assessment
Direction
Development
The Career Development Process
AssessmentAssessment
DirectionDirection
DevelopmentDevelopment
• Promotability forecastsPromotability forecasts• Succession planningSuccession planning• Individual career counselingIndividual career counseling• Job posting systemsJob posting systems• Career resource centersCareer resource centers
• MentoringMentoring• CoachingCoaching• Job rotationJob rotation• Tuition assistance programsTuition assistance programs
Performance Appraisal Performance appraisal has
three important objectives: Two-way communication
between supervisors and employees.
Constructive feedback to employees in order to capitalize on strengths and reduce weaknesses.
Help managers decide who should be paid more based on contribution.
Approaches to Performance Appraisal
Judgment Approaches Relative judgments Absolute judgments
Measure Approaches Traits Behaviors Behavioral
anchored rating scales
Outcomes MBO
Compensation Employees are paid for
their contributions to the company.
The three key objectives of the compensation system are to:
Attract high-quality workers from the labor market.
Retain the best employees the company already has.
Motivate employee performance.
Components of Total Compensation
Total CompensationTotal Compensation
Base CompensationBase Compensation Pay IncentivesPay Incentives Indirect Compensation / Indirect Compensation / BenefitsBenefits
Compensation System Should:Fit the firm’s strategic objectives
Fit with the firm’s characteristics and environment
Achieve internal equity (perception of fairness)
Achieve external equity
Be based on employee contributions
Video Summary: Patagonia What does workforce diversity mean at
Patagonia?
Individual/Collaborative Learning case 10.1 . . . P. 425 Discuss the Question 1 & 2 on p. 426 with
two other classmates. Write your thoughts on how you would
respond to the challenge posed in the Learning Exercise.
Give each member of your trio a chance to read your work (and read theirs.)
Discuss