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Chapter 11 Managing Human Resources

Chapter 11 Managing Human Resources. Amadeus Consulting : Where Employees are the Company. Lisa Calkins and John Basso have created a company for which people are motivated to work for the long term. Managing Human Resources.

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Chapter 11 Managing Human Resources

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  1. Chapter 11 Managing Human Resources

  2. Amadeus Consulting: Where Employees are the Company Lisa Calkins and John Basso have created a company for which people are motivated to work for the long term.

  3. Managing Human Resources Human Resources Management – all the activities involved in determining the organization’s needs for human resources and acquiring, training, and compensating people to fill those needs.

  4. Managing Human Resources HRM Increasing in importance – Employee Concerns: Compensation Job satisfaction Personal performance Leisure Environment Opportunities for advancement

  5. What is the Primary Reason you Accepted Your Job? 11-7

  6. Planning – Human Resource Needs Job analysis – systematically determining pertinent information about a job (tasks, abilities, knowledge, skills) Job description -- formal & written specifications of the job (title, tasks, relationships, skills, duties, responsibilities). Job specification – description of the job qualifications (education, experience, personal/physical characteristics).

  7. Employee Recruiting & Selection Recruiting – the formation of a pool of qualified job candidates from which management selects employees. Internal Sources Current employees Promotion from within External Sources advertising Employment agencies Online - Monster.com; Hotjobs.com

  8. Employee Recruiting & Selection Selection – the process of collecting information about applicants and using information to make hiring decisions. Application Interviewing Testing Reference Checking

  9. Employee Recruiting & Selection Application -- First stage of the selection process Name, address, telephone Education, previous work experience, references Qualifications for the position

  10. Employee Recruiting & Selection Interview -- 2nd phase of selection Detailed information on candidate (applicant) Attitudes toward job

  11. Employee Recruiting & Selection Testing -- Ability and performance testing Aptitude, IQ, Personality tests Applicant assessment Goodness of “fit” Myers-Briggs Type Indicator

  12. Employee Recruiting & Selection Top 10 Interview Questions

  13. Recruiting & Selecting Employees

  14. Employee Recruiting & Selection Reference Checking -- Verifying education Previous work experience Privacy issues

  15. Recruiting & Selecting Employees Sampling of Psychological Tests

  16. Legal Issues in Recruiting & Selection Title VII of the Civil Rights Act -- Prohibits discrimination in employment Equal Employment Opportunity Commission (EEOC) Tests must be validated

  17. Legal Issues in Recruiting & Selection Laws affecting HRM -- Americans with Disabilities Act (ADA) Age Discrimination in Employment Act Equal Pay Act

  18. Training & Development Training-- teaching employees to do specific job tasks through classroom development or on-the-job experience. Development – training that augments the skills and knowledge of managers and professionals.

  19. Training & Development HiPiHi, Novo King, UOneNet – Stimulate new training concepts

  20. Assessing Performance • Performance Assessment – • Strengths • Weaknesses • Provides feedback • Objective or subjective • Quantitative or qualitative

  21. Performance Characteristics

  22. Turnover Turnover – employees voluntarily leave (quit); involuntary leave (fired). Management must replace workers. Promotion – advancement to higher-level job with increased authority, responsibility, and pay Transfer – move to another job within the company usually at same or similar level and wage rate Separations – employment changes involving resignation, retirement, termination, or layoff

  23. Compensating the Workforce Reasons Employees Stay in Their Current Jobs

  24. Compensating the Workforce Designing fair compensation plans Wage/salary survey – study indicating how much compensation comparable firms are paying for specific jobs that firms have in common

  25. Compensating the Workforce Financial Compensation: Wages– financial rewards based on hours worked and/or level of output achieved.

  26. Managing the workforce: Costco Versus Wal-Mart

  27. Compensation Piece wages – based on level of output achieved. Motivate employees to increase output. Commission – incentive system that pays a fixed dollar amount or a percentage of the employee’s sales. Motivates employees to sell as much as possible.

  28. Compensation Salary – financial reward calculated on weekly, monthly, or annual basis. (White collar employees, executives, professionals). Bonuses – monetary rewards provided by firm for exceptional performance or incentive to increase productivity

  29. Compensation Profit sharing – a percentage of company profits distributed to employees, sometimes in the form of stock. ESOP– Employee Stock Ownership Plan. Company distributes shares to employees as a form of compensation.

  30. Best Entry-Level Salaries

  31. Benefits What are benefits? Non-financial forms of compensation: Pension plans Insurance (health, disability, life) Child & elder care

  32. Benefits Bureau of Labor Statistics (2008) Total compensation = $28.11 per hour Wages/salaries = 69.8% Benefits = 30.2% Taxes, FICA, etc = 7.9%

  33. Benefits EAP – Employee Assistance Program – Counseling and assistance for employees’ personal problems that may negatively impact job performance.

  34. Fringe Benefits Traditional Fringe Benefits Sick leave Pension plans Health plans Extra compensation (bonuses) Soft Benefits Perks – work-life balance On-site child care Spas Food service Hair salons

  35. Fringe Benefits Cafeteria Benefit Plans – a set financial amount allocated to employees which allows for selection of benefits most appropriate to each employee

  36. Managing Unionized Employees Labor union – employee organization formed to deal with employers for achieving better pay, hours, and working conditions.

  37. Managing Unionized Employees Collective Bargaining – negotiation process where management and unions reach agreement on wages, hours, and working conditions for the bargaining unit (employees represented by union).

  38. Managing Unionized Employees Labor contract – the formal, written document that stipulates the relationship between union and management for a specific time period. The outcome of collective bargaining.

  39. Unionized Employees 12% of workforce Unionized workers earn more per hour Concentrated in certain industries automotive manufacturing steel production Construction Public-sector (government)

  40. Collective Bargaining Process

  41. Labor & Management Disputes Pickets – public protests against the actions of the company or management. Strike – employee walkouts; work stoppage. Most effective economic weapon for unions in private sector. Boycott – attempt to keep people form purchasing the company’s products. Lockout – management’s version of the strike. Worksite is closed to prevent employees from working.

  42. Outside Resolution of Disputes Conciliation – 3rd party intervention so that management & labor continue talks. Mediation – 3rd party helps to bring labor and management together to resolve disputes Arbitration – 3rd party settles dispute by imposing solution that is legally binding

  43. Workforce Diversity

  44. Population by Race (in thousands)

  45. Benefits of Valuing Workforce Diversity • More productive use of human resources • Reduced conflict among employees • More productive working relationships • Increased commitment to organizational goals • Increased innovation and creativity • Increased ability to serve the needs of diverse customers

  46. Affirmative Action Legally mandated plans that try to increase job opportunities for minority groups by: Analyzing the current pool of workers Identifying areas where women and minorities are underrepresented Establishing specific hiring and promotion goals to resolve the discrepancy. Prohibits organizations from setting hiring quotas that might result in reverse discrimination.

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