HUMAN RESOURCE MANAGEMENT IS VITAL TO ALL ORGANIZATIONS

2. HUMAN RESOURCE MANAGEMENT IS VITAL TO ALL ORGANIZATIONS • • Human resource management Function of attracting, developing, and retaining enough qualified employees to perform the activities necessary to accomplish organizational objectives. • • Provides qualified, well-trained employees for the organization. • • Maximizes employee effectiveness in the organization. • • Satisfies individual employee needs through monetary compensation, benefits, opportunities to advance, and job satisfaction. • • Develops human resource plan.

3. HUMAN RESOURCE MANAGEMENT RESPONSIBILITIES • employee recruitment and selection • employee training and performance evaluation • employee compensation and benefits • employee separation • planning ahead for staffing needs.

4. RECRUITMENT AND SELECTION • Finding Qualified Candidates • • Eight in 10 manufacturers report moderate or severe shortage of highly qualified workers. • Selecting and Hiring Employees • • Must follow legal requirements. • • Hiring is a costly process for employers.

5. ORIENTATION, TRAINING, AND EVALUATION • • During orientation, employer representatives inform employees about company policies regarding their rights and benefits. • Training Programs • • On-the-job training • • Classroom and computer-based training • • Management development • Performance Appraisals • • Evaluation of an employee’s job performance that compares actual results with desired outcomes.

6. Compensation • • Must offer enough to attract and retain good workers but not drive up a company’s costs so much that it hurts competitiveness. • Employee Benefits • • Rewards such as retirement plans, health insurance, vacation, and tuition reimbursement. • Flexible Benefits • • Employees provided a range of benefits options among which they can choose. • Flexible Work • • Allow employees to adjust their working hours and places of work to accommodate their personal needs.

7. EMPLOYEE SEPARATION • Voluntary and Involuntary Turnover • • Voluntary • • Involuntary • Downsizing • • Process of reducing the number of employees within a firm by eliminating jobs. • Outsourcing • • Contracting with another business to perform tasks or functions previously handled by internal staff members.

8. MOTIVATING EMPLOYEES • • Motivation starts with good employee morale, the mental attitude of employees toward their employer and jobs. • Maslow’s Hierarchy-of-Needs Theory • • Five levels of needs: physiological, safety, social, esteem, and self-actualization.

9. Goal-Setting Theory • • GoalTarget, objective, or result that someone tries to accomplish. • • Goal-setting theoryTheory that people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement.

10. Job Design and Motivation • • Job enlargementExpanding an employee’s responsibilities by increasing the number and variety of tasks assigned to the worker. • • Job enrichmentIncreasing employees’ authority in planning their work, deciding how it should be done, and learning new skills. • Managers’ Attitudes and Motivation • • Employees feel needs beyond those satisfied by monetary rewards. • • Theories X, Y, and Z

11. LABOR-MANAGEMENT RELATIONS • Development of Labor Unions • • Labor unionGroup of workers who have banded together to achieve common goals in the areas of wages, hours, and working conditions. • Labor Legislation • • National Labor Relations Act of 1935 and Landrum-Griffin Act of 1959. • The Collective Bargaining Process • • Collective bargainingNegotiation between management and union representatives. • • Issues involved can include wages, hours, benefits and employee rights.

12. Settling Labor-Management Disputes • • Grievance • • Mediation • • Arbitration • Competitive Tactics of Unions and Management • • Union tactics: strikes, picketing, boycott • • Management tactics: lockout • The Future of Labor Unions • • Membership and influence grew through the 20th century, but both are now declining. • • Unions reaching out to new sectors of workers.