Bus 010 Chapter 9 Notes - Professor: Raj Singh PDF

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Professor: Raj Singh...

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Chapter(9( ( v฀! An(overview(of(human(resources(management((staffing(and(personnel(management)( Ø฀! Steps:(acquisition,(maintenance,(development(( Ø฀! Activities(involved(in(HRM( §฀! Acquisition:(( •! Human(resources(planning:(determine(future(human(resource(needs( •! Job(analysis:(determine(exact(nature(of(positions( •! Recruiting:(attracting(people(to(apply( •! Selection:(choosing(and(hiring( •! Orientation:(acquainting(new(employees(with(firm( §฀! Maintaining:(( •! Employee(relations:(increase(employee(satisfaction((surveys,(fair(treatment,(exit( interviews,(communication)( •! Compensation:(rewarding(employees(with(money( •! Benefits:(rewards(that(ensure(employees’(wellIbeing( §฀! Development:( •! Training(and(development:(teaching(new(skills,(new(jobs,(and(effective(ways(of( doing(present(jobs( •! Performance(appraisal:(assessing(employees’(current(and(potential(performance( §฀! Shared(responsibilities:(( •! Small(organizations:(owner(typically(handles( •! Large(organizations:(HRM(activities(typically(specialized((separate(groups(to(deal( with(separate(parts)( •! (Staff(and(line(managers(shares(tasks(that(overlap( v฀! Planning(Human(Resource(Needs( §฀! Development(of(strategies(to(meet(firm’s(future(human(resources(needs( §฀! Steps:( •! Organization’s(overall(strategic(plan:(forecast(future(demand(for(human( resources( ¨฀! Determine(what(they(need(based(on(available(information( ¨฀! Ex:(technology,(economic(trends,(industry(practices( •! Determine(whether(needs(are(available( •! Steps(to(match(supply(with(demand( §฀! Job(analysis( •! 2(PARTS(IN(JOB(ANALYSIS:(JOB(DESCRIPTION(AND(JOB(SPECIFICATION( ¨฀! job(description:(duties,(working(conditions,(responsibilities,(tools/equipment( used( ¨฀! job(specification:(certain(skills,(education,(and(experience(require(for(the(job( •! basis(for(recruiting(and(selecting(employees(and(evaluation,(and(compensation( levels(( •! factors(that(require(new(job(analysis(to(be(done:(( ¨฀! reorganization(of(departments(that(change(objectives(for(particular(position(

¨฀! expansion(of(business(into(new(segments(or(geographies( ¨฀! industry/(technology(changes(that(alter(qualifications(for(particular(position( v฀! Cultural(Diversity(in(Human(Resources(( §฀! Workplace(diversity:(ethnicity,(gender,(religion,(age,(physical/learning(abilities( §฀! US(workforce(has(become(more(diverse(in(recent(decades( §฀! Increase(in(cultural(diversity(is(important(consideration(because:( •! Successfully(integrate(employees(with(broader(range(of(value(systems(and( working(styles(( •! US(firms(work(globally(and(must(integrate(cultural(differences(when( staffing/marketing(in(these(markets( •! Global(competition(increased(for(talent(and(customers,(firms(need(to(compete( to(expand(scope(of(staffing/marketing( §฀! Benefits(of(Diversity( •! Marketing(edge:(employees(with(roots(in(other(countries(have(insight,(cultural( knowledge,(and(language(skills(that(can(improve(marketing(in(other(countries( (ex:(McDonald’s(adapting(to(local(tastes)( •! Creativity(and(innovation:(different(skills(and(life(experiences(to(help(firms(find( new(opportunities(and(ways(of(doing(things((mere(presence(of(social(diversity( makes(people(with(independent(POV(more(willing(to(voice(them,(and(others( more(willing(to(listen)( •! Attracts(top(talent:(developing(best(reputation(for(managing(diversity(does( better(in(the(competition(and(attracts(better(people(( v฀! Recruiting(and(Hiring(New(Employees( Ø฀! 1.(Attract(candidate(pool:(internal((already(have(knowledge,(skills,(and(abilities)(or( external((new(ideas)(attracting( Ø฀! 2.((Screen(candidates:(review(letters(and(cover(letters,(to(see(who(will(get(interviews(( Ø฀! 3.(Interview(candidates:(see(them(in(person(to(see(who(would(fit(the(most( Ø฀! 4.(Compare(candidates:(consider(who(has(best(qualifications(that(will(fit(the(team( Ø฀! 5.(Check(references:(speak(with(former(employers,(background,(drug(tests( Ø฀! 6.(Make(job(offer:(company(and(candidate(discuss(compensation(( v฀! Employee(Compensation(Strategies( Ø฀! Must(be:(competitive(to(attract(new(talent,(fair(to(keep(existing(talent(from(leaving,( reasonable(so(company(can(still(make(profit( Ø฀! Part(of(the(maintaining(phase( Ø฀! Factors(for(building(compensation(package:( §฀! Industry:(comparable(or(better(than(competitors( §฀! Level(of(job:(based(on(job(evaluations(that(determine(relative(worth(of(various(jobs( within(company(( §฀! Supply(of(candidates:(shortage(of(candidates=(higher(compensation(( Ø฀! Types(of(compensation:(( §฀! Salaries/wages:(MONETARY( •! base(amount(the(employee(will(be(paid(when(they(work( §฀! Incentives:(MONETARY(

•! Commission:(payment(that(is(percentage(of(sales(revenue( •! Bonus:(payment(in(addition(to(wages/salaries/commission((used(as(a(reward)( •! Profit(sharing:(share(of(company(profits(( §฀! Benefits:(NONMONETARY( •! Health:(insurance(and(savings( •! Retirement(and(financial(benefits:(401K,(employee(stock(ownership,(stock( options( •! Paid(time(off:(paid(vacation(and(sick(leave( •! Others:(tuition(reimbursement,(childcare,(wellness(programs,(free(food,(flexible( hours,(etc.( v฀! Orientation( Ø฀! Last(step(in(HRM( Ø฀! Can(be(short/informal(presentations(OR(elaborate(program(with(dozens(of(people( Ø฀! 3(key(objectives:( §฀! complete(hiring(paperwork:(health(insurance,(confidentiality(agreements,( information(for(payroll( §฀! learning(administrative(details:(use(of(computer,(phone(networks,(locations(of(key( departments(( §฀! employee(introductions:(meet(team(and(other(key(contacts(( Ø฀! help(employees(get(comfortable(and(shorten(time(it(takes(to(become(productive( v฀! Training(and(Development( Ø฀! Improving(new/old(skills(of(employees( Ø฀! DevelopmentIrelated(training:(teaches(employees(various(professional(and(personal( skills(( Ø฀! 4(primary(training(and(development(methods( §฀! on(the(job:(learns(by(doing(work(under(supervision(of(experienced(employee/peer( mentor((AKA(apprenticeship)(( •! good:(cheap,(easy(to(implement,(realIworld(immersion( •! bad:(distract(trainer(from(primary(duties( §฀! simulations:(can(be(physical(or(computerized,(or(roleIplaying( •! good:(practical(training(without(disrupting(daily(operations( •! bad:(expensive(to(administer( §฀! classroom(teaching( •! good:(accommodate(many(at(once(and(personal(interactions( •! bad:(lower(retention( §฀! online:(videos(of(classroom(teaching,(quizzes,(online(simulations( •! good:(inexpensive( •! bad:(lacks(personal(interaction( v฀! Employee(Performance(Appraisal( Ø฀! Typically(involves(meeting(between(employee(and(supervisor( Ø฀! Conducted(every(3,(6,(or(12(months( Ø฀! 3(main(objectives:(

§฀! evaluate(performance(against(standards:(know(how(well(they(are(doing(compared(to( the(standards(established((employees(MUST(know(what(the(standards(are)( §฀! make(personnel(decisions:(decide(potential(promotions,(pay(raises,(or(need(for( corrective(actions( §฀! asses(HRM(practices:(help(managers(evaluate(where(organization(can(improve( recruitment,(training,(and(development(activities(( Ø฀! written(document(that(tells(employee/boss(what(they(are(doing(well(and(what(they( need(to(improve( §฀! manager(informs(employee(of(basis(for(evaluation,(decisions(about(pay( raises/promotions,(and(coaching(for(better(production( Ø฀! appraisal(errors:(( §฀! common(to(overuse(one(portion(of(evaluation(instrument((overemphasize(some(and( underemphasize(others)( §฀! cannot(let(poor(performance(in(one(activity(to(undermine(all(other(work( §฀! too(much(weight(on(recent(performance(is(bad( §฀! CANNOT(discriminate( v฀! Legal(Environment(of(HRM( Ø฀! Legislation(on(HRM(generally(aimed(at:( §฀! Protecting(employee(rights( •! National(Labor(Relations(Act((1935)( •! Fair(Labor(Standards(Act((1938)( •! Family(and(Medical(Leave(Act((1993)( §฀! Promoting(job(safely( •! Occupational(Safety(and(Health(Act((1970)( §฀! Eliminating(discrimination(( •! Equal(Pay(Act((1963)( •! Title(7(of(Civil(Rights(Act((1964)( •! Civil(Rights(Act((1991)( Ø฀! Employers(responsible(for(knowing(these(laws(and(following( (...