List of leaders in your papersS

Inspector Harry Callahan’s views on HR

http://www.youtube.com/watch?v=UBpyWhvfqaA

Human Resourcesold Ch. 7

new Ch. 8

Using HR for competitive advantageInternal and external hiringSelecting new employeesTraining and developmentPerformance appraisalReward systemsUnions and labor laws

Strategic Human Resources Management

People create value

Talent is rare

Hard to imitate a group of well-chosen, motivated people

People can be organized for success

HR Issues

Strategic

Ethical

Legal

Financial

HR Planning

Plan—match to business planlabor demand forecast, supply analysis, and trends—applicant skills, especially

Program—carry out specific HR activities

Evaluate—does HR accomplish what is needed

Reconciling Supply and Demand

Labor deficit: demand > supplyHire, promote, outsource

Labor surplus: demand<supplyAttrition, lay-offs, transfers

Job Analysis

Job description–what the job isJob specification—what kind of person is neededHelps—recruit, select, train, appraise, reward

defend in HR lawsuitsincrease value added by employees

Recruiting

InternalPros: know each other, may motivate, going outside

can demoralize employeesCons: small pool, lack of newnessExternalPros: new skills, ideas, culture, etc.Cons: fit

What are some ways to recruit externally?

Selection

Applications and resumesInterviewsReference checksBackground checksPersonality testsDrug testsCognitive ability testsPerformance testsIntegrity tests

Interviews

Structured – applicants get same questionsSituational: hypothetical questionsBehavioral: what you did in the past

Unstructured – interviewees get different questions

Reference/Background Checks

Decrease liability for negligent hiringSocial security verification, past employment and

education verification, and criminal records check and credit check.

Internet searches (e.g., Google, MySpace, Facebook)

Tests: Skills, personality, integrity, etc.

Reliability: does it give consistent results?Validity: does it measure what you want?

criterion validity—test predicts/correlates to job perf.content validity—test measures what’s needed

Getting rid of employees…

Downsize—lay off large groupsTerminate (fire)—performance or other reasonsEmployment-at-will—some places an employee may be

terminated for any reasonTermination interview—discuss the reasons, etc.

What do you think of book’s recommendations?

Do’s-Give as much warning as

possible for mass layoffs-Sit down one on one with the

individual, in a private office

-Complete a termination session within 15 minutes

-Be sure the employee hears about his or her termination from a manager, not a colleague

Don’ts-Leave room for confusion

when firing-Allow time for debate during

a termination session-Make personal comments

when firing someone-Rush a fired employee offsite

unless security is an issue

Legal Issues in HR

Here’s a question

Hammond University requires all applicants to their Masters of Business Administration Program to take the G.M.A.T. exam. This exam measures things like verbal comprehension, mathematical calculations, and other necessary management skills. This type of test is a:

A) personality test. B) performance test. C) integrity test. D) cognitive ability test. E) none of the above.

Training and Development

Training—focus on skills for current jobOrientation—new employeesTeams—skills to work togetherDiversity—identify/reduce hidden biases, develop skills to

manage a diversified workforceManagement—improve managers’ people skills

Development—focus on broad skills for future jobs.

Here’s a question

Companies invest in training to enhance individual performance and organizational productivity. Which of the following is NOT a typical training exercise?

A) Orientation training B) Team training C) Personality training D) Diversity training E) All of the above are typical

Performance Appraisal

Two reasons:Administrative—info for pay, promotion, and dismissal decisions; help employees understand whyDevelopmental—info to identify and plan training, experience, or other improvement

Types of Performance Appraisals

Trait—judgments about initiative, leadership, attitudeBehavioral—observable aspects of performanceResults—production data like sales, output, profits

Guidelines for Performance Appraisals

Base performance standards on job analysisCommunicate the standardsUse specific performance-related behaviorsDocument the appraisal process carefullyUse more than one raterTake legal considerations into account

Who should do the appraisal?

Managers and supervisorsPeers and team membersSubordinatesInternal and external customersSelf appraisals

How to give feedback

Provide:– Understanding– Support– Specific, constructive feedback related to goals/behaviors– A chance to respond to the appraisal

Here’s a question

Who should appraise an employee’s performance?

Reward Systems

Effective reward systems consider the:– Organization– Position– Individual

Reward systems

Internal factors – the organization’s compensation policy, the worth of each job, the employee’s relative worth, and the employer’s ability to pay

External factors – conditions of the labor market, area wage rates, the cost of living, the use of collective bargaining (union negotiations) and legal requirements

Decisions include

Pay plan—whether to be a high, average, or low-paying company.

Pay structure—how to price different jobs within the organization.

Individual pay decisions—different pay for jobs of similar worth

Incentives

Individual incentive pay plan—compare a worker’s performance to a standard

Group incentive pay plan—based on group performance

Group Incentive Plans

Gain-sharing—for increasing productivity or saving money in areas they control

Profit-sharing—usually for the division or organization as a whole

Merit pay—based on merit rating from boss

What do you think about CEO pay?

Some CEOs earn 500 times the average worker’s pay

Median salary of $2.5 million for CEOs of companies in the Standard and Poor’s stock index

Stock options are the fastest-growing part of executive compensation

Employee benefits

Benefits required by law

Worker’s CompensationSocial SecurityUnemployment insurance

Optional benefits

Pension plans Medical insurance Hospital insurance

Some legal requirements

Equal Pay Act of 1963 – equal pay for men and women doing equal work

Pregnancy Discrimination Act of 1978 – pregnancy qualifies for disability benefits

Employment Income Security Act of 1974 – protects private pension programs from mismanagement

Occupational Safety and Health Act of 1970—pursue workplace safety, maintain records, submit to inspection.

Some short-run reasons: accidents, injuries, deathsSome long-run reasons: carpal tunnel, blindness, deafness, black

lung, brown lung, rocks-in-the-box (silicosis), popcorn lung, asbestosis

December 1910. "Shorpy Higginbotham, a 'greaser' on the tipple at Bessie Mine, of the Sloss-Sheffield Steel and Iron Co. in Alabama. Said he was 14 years old, but it is doubtful. Carries two heavy pails of grease, and is often in danger of being run over by the coal cars.”

Photo by Lewis Hine.

Labor Relations and Unions

Relations between workers and managementLabor unions—fair treatment regarding wages, working

condition, and other issues

Some labor laws

Protect employees from management:National Labor Relations Act (Wagner Act)—labor organizations legal,

reduce unfair employer labor practices, create National Labor Relations Board (NLRB)

Protect management from employeesLabor-Management Relations Act—define employer rights

Protect employees from unionsLabor-Management Reporting and Disclosure Act—curb union

abuse/corruption

Some consequences of unions

Prohibit child laborMinimum wageHealth benefitsMaternity leave40-hour workweekProtection from arbitrary firing/harassment

How do unions form?

Organizer or representative describes benefits of joining

Authorization cards—workers indicate whether they want an election to certify the union

Election—at least thirty percent of the employees sign authorization cards

Management may recognize the union without election, consent to an election, or contest the number of cards signed and resist an election

Factors in union elections

Economic factorsJob dissatisfactionBelief that union can obtain desired benefitsImage of the union

Collective Bargaining Agreements

Security clauseWage componentIndividual rightsGrievance procedure

A “right to work” state. Difficult to unionize employees.

South Carolina

Lilly O'Sullivan, a frail 13 year old girl working in the Drayton Mills, Spartenberg, S.C. Been working four years, weaving, spinning, etc. Ran from 4 to 6 looms. Gets $3 a week.

Photo by Lewis Hine, 1912.

(North of Hillcrest Shopping Center, 2 miles from JCBE)

Some of the smallest spinners at the Beaumont Mill.

Photo by Lewis Hine, 1912.

(North Pine St, a mile from JCBE)

Some of the younger workers in the Beaumont Mills, Spartenberg, S.C. The youngest boy on the right hand end is Bob Cook, works in spinning room #2. Said he had been working about a year. Began at 35 cents a day now makes 50 cents. Their family bible gave his birth day June 25th, 1901, making him 10 years old. Small boy on left end Emmett Capps been doffing one year. Doesn't seem to be 12 years old. The other boys are questionable.

Photo by Lewis Hine, 1912.

Nerva Wright, 119 William St., runs 4 sides in Saxon Mill, Spartenberg, S.C. Been spinning one year. 3 children are in the mill. "My eyes hurt me when I'm out doors. It's so dark in the spinnin room.”

Photo by Lewis Hine, 1912.

(2 miles from JCBE)

The Norton boys and father on the way home to dinner. Smallest boy Edgar been sweeping 3 months in Saxon Mill, Spartanberg. Makes about 40 cents a day. His brother makes 60 cents. Father works in the spool room . …the boys were 12 and 13 years old.

Photo by Lewis Hine, 1912.

Eddie Norton sweeping in Saxon Mill

Photo by Lewis Hine, 1912.

Myrtle Bagwell, one of the youngest of the spinners in Spartan Mills, Spartenberg, S.C. Lives 104 Duncan Street. Been working nearly 2 years. Older sister said she could not find the family bible.

Photo by Lewis Hine, 1912.

(Spartan Mills headquarters next to JCBE)

Lloyd McAbee been doffing several months in the Spartan Mill, Spartenberg, S. C. His step brother, Walter Brown been working for one year. The parents said they couldn't find the family record, that the boys were 12 and 13 years old. The father works the farm 3 miles away. Sister in the mill. Mother wouldn't be photographed.

Photo by Lewis Hine, 1912.

Human Junk. A product of the mill. "Ben workin fer 10 years. Began when I was six years old for 5 cents a day. Lately I was workin $1.25 a day but got to spittin blood and had to quit." He was truly "scrapped" and of little use to himself or the world. Roy Hammett, Spartanberg, S.C.

Photo by Lewis Hine, 1912.