Recruiting, Motivating,Recruiting, Motivating,And Keeping Quality EmployeesAnd Keeping Quality Employees

Chapter Chapter ObjectivesObjectives

1) Define human resource management and explain development/implementation of plan

2) Explain training/developing employees and need for diverse workforce

3) Define/describe theories of motivation4) Identify factors of a good workplace5) Explain performance evaluation and retention6) Explain unionization, its structure and collective

bargaining

Human Resource Human Resource ManagementManagement

•“…all actions that an organization takes to attract, develop, and retain quality

employees.”

Strategic Human Resource Strategic Human Resource PlanningPlanning

•“…developing a plan for satisfying an organization’s

HR needs.”

HR ProcessHR Process

Strategic PlanStrategic Plan

Job AnalysisJob Analysis

ForecastForecast RecruitRecruit

SelectSelect

DevelopDevelop

Job AnalysisJob Analysis

Documents of Job AnalysisJob DescriptionJob Specification

“…“…identify the tasks and identify the tasks and responsibilities and skills that it responsibilities and skills that it entails, as well as the knowledge entails, as well as the knowledge and abilities needed to perform it.and abilities needed to perform it.

How to ForecastHow to Forecast Hiring/Firing NeedsHiring/Firing Needs

HR Supply &HR Supply &Demand ForecastingDemand Forecasting

Demand > SupplyHire more workersExtra hoursSubcontract/ outsourceLabor-saving initiatives

Supply > DemandNot replace

Encourage early retirement

Layoffs

Fire

RecruitingRecruiting

•“…identifying suitable candidates and

encouraging them to apply for openings...”

DiscriminationDiscrimination

•“…a person is treated unfairly on the basis of a characteristic unrelated

to ability.”

Equal Employment Equal Employment Opportunity CommissionOpportunity Commission

Title VII of the Civil Rights Act of 1964Equal Pay Act of 1963Age Discrimination in Employment Act of

1964Title I & Title V of the Americans with

Disabilities Act of 1990

Enforces:Enforces:

Sources Of QualifiedSources Of QualifiedCandidates- InternalCandidates- Internal

Bulletin Board

Online

Newsletter

Direct Recommendation

Sources Of QualifiedSources Of QualifiedCandidates- ExternalCandidates- External

Classified Ads Local Job Fairs Corporate Web Site 3rd Party Web Sites In-Store Recruiting Posters “Business Cards” College-Campus Recruiting Internships

SelectionSelection

•“…gathering information on candidates, evaluating their qualifications, and choosing the right one.”

Selection ProcessSelection Process

ApplicationApplication TestingTesting

InterviewInterviewExam/ChecksExam/Checks

DecisionDecision

Contingent WorkersContingent Workers

•“…hired to supplement a company’s permanent

workforce.”

Types OfTypes OfContingent WorkersContingent Workers

Independent Contractors

Consultants

Freelancers

On-Call

Temps

Employer’s Benefits OfEmployer’s Benefits OfUsing Contingent WorkersUsing Contingent Workers

Hired/Fired EasilyControl of Labor CostsOften Cheaper/No BenefitsSpecialized Skills/Talents“Try Out”

Developing Developing EmployeesEmployees

New-EmployeeNew-EmployeeOrientationOrientation

Training & Training & DevelopmentDevelopment

OrientationOrientation

• “…the way (the employer) introduces new employees to

the organization and their jobs.”

Employee SensationsEmployee Sensationsin Orientationin Orientation

Nervous/Enthusiatic Anxious but not wanting too much

attention Interested but fearful of being

overwhelmed Fit in but worried about being

new/inexperienced

Employer Pitfalls of Employer Pitfalls of OrientationOrientation

No workspaceIgnore/fail to superviseNeglecting to introduce or too muchNo work assigned or “busy” workSwamp with company facts

Training And DevelopmentTraining And Development

Off-The-Job

On-The-Job

MotivationMotivation•“…internally generated drive to achieve a goal or follow a particular course

of action.”

Maslow’sMaslow’sHierarchy-Of-Needs Hierarchy-Of-Needs

TheoryTheory

Key Aspects of Maslow’s Key Aspects of Maslow’s ModelModel

1) Satisfy lower-level before seeking to satisfy higher-level

2) Once need satisfied no longer motivates; next higher need takes its place

Points to Maslow’s Points to Maslow’s ModelModel

1) Not all employees driven by same needs

2) Needs that motivate individuals can change over time

Herzberg’s Herzberg’s CategoriesCategories

Motivation- strong contributors to job satisfaction

Hygiene- not strong contributors to satisfaction but must be present to meet expectations/prevent job dissatisfaction

Two-Factor TheoryTwo-Factor Theory

Expectancy TheoryExpectancy Theory

•“…proposes...employees will work hard to earn rewards...they value

and...consider obtainable.”

Expectancy TheoryExpectancy Theory

Equity TheoryEquity Theory

•“…motivation…which focuses on our

perceptions of how fairly we’re treated relative to others.”

Equity Theory ComparisonsEquity Theory Comparisons

Similar Position

Different Position-Same Organization

Similar Occupation

Shared Characteristics

Self At Different Time

Job RedesignJob RedesignJob Rotation- Systematic

Job Enlargement- Enhancement

Job Enrichment- Increased responsibility/opportunity for growth

Job Enlargement V. Job Enlargement V. EnrichmentEnrichment

Alternative Work Alternative Work ArrangementsArrangements

o Flextime

oCompressed Workweeks

oPart-Time Work

o Job Sharing

oTelecommuting

Family-Friendly Family-Friendly ProgramsPrograms

Dependent Care

Paid Parental Leave

Caring For Yourself

Unmarried…Without Children?

Compensation and Compensation and BenefitsBenefits

$Wages & Salaries• Piecework• Commissions

$Incentive Programs• Bonus• Profit-Sharing• Stock-Option

$Benefits• Legally Required• Paid Time Off• Insurance• Retirement

How to do aHow to do aPerformance AppraisalPerformance Appraisal

Benefits Of Benefits Of AppraisalAppraisal

Opportunity to discuss performance and set goals

Identify/discuss appropriate training

Documentation for salary, promotion, demotion, or dismissal (also disadvantage)

FeedbackFeedback 360-Degree – Employees (mostly

managers) get feedback from all directions

Upward – Manager’s subordinates participate

Retaining EmployeesRetaining Employees

Negative impact = turnover

Create Positive Work Environment = Employee-friendly workplace

Recognize Contributions

Involve In Decision Making

Why People QuitWhy People QuitUnreasonable DemandsOpinion Not ValuedNo Clear ExpectationsWork RejectionFavoritism

Involuntary TerminationInvoluntary Termination

Downsize Employment-at-Will – Both

employee and employer can terminate at anytime, just cause

Labor UnionLabor Union•“…an organized group of workers that bargains with employers to improve its

members’ pay, job security, and working conditions.”

Labor Union Labor Union DensityDensity

Union StructureUnion StructureLaborLabor

FederationFederation

National UnionNational Union

Local UnionLocal Union

Shop StewardShop Steward Shop StewardShop Steward

Collective Collective BargainingBargaining

• “The process of settling differences and establishing

mutually agreeable conditions under which employees will work…

Negotiation Negotiation ProcessProcessNegotiationsNegotiations

MediationMediation ArbitrationArbitration

GrievanceGrievance

Negotiation BreakdownNegotiation Breakdown

UnionUnionTacticsTactics

StrikeStrike PicketPicket BoycottBoycottMngm’tMngm’tTacticsTactics

LockoutLockout StrikeStrikeBreakersBreakers