Transcript Agenda/Announcements • Agenda – – – – UW Research Overview Guest – Christina Fong Chapter 8 Team Training Chapter 8 Overview American Airlines Case • Announcements/Reminders: – OK to do Team.

Agenda/Announcements
• Agenda
–
–
–
–
UW Research Overview Guest – Christina Fong
Chapter 8 Team Training
Chapter 8 Overview
American Airlines Case
• Announcements/Reminders:
– OK to do Team Papers Early!
Exhibit 8–2
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–1
Chapter 8
Human Resources
Management
PowerPoint Presentation by Charlie Cook
The University of West Alabama
Copyright © 2006 Thomson Business and Economics.
All rights reserved.
The Human Resources Management Process
Exhibit 8–1
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–3
Federal Laws Related to HRM
•
Equal Employment Opportunity
–
–
–
–
–
•
Compensation and Benefits
–
–
•
Equal Employment Opportunity Act of 1972 (Title VII of
the Civil Rights Act of 1964)
Civil Rights Act of 1991
Age Discrimination in Employment Act of 1967 (amended
1978, 1984)
Vocational Rehabilitation Act of 1973
Americans with Disabilities Act of 1990
Equal Pay Act of 1963
Family and Medical Leave Act of 1993
Health and Safety
–
Occupational Safety and Health Act of 1970
Exhibit 8–2
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–4
The Legal Environment
• Equal Opportunity Employment (1972)
– Civil Rights Act of 1964 amended
– Executive orders
– Prohibits employment discrimination on the
basis of sex, religion, race or color, or national
origin.
– Applies to private and public organizations that
employ 15 or more persons.
– Protected classes of minorities:
•
•
Hispanics, Asians, African Americans, Native
Americans, and Alaskan natives
Disabled individuals and persons over 40
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–5
Preemployment Inquires
• To avoid asking discriminatory questions:
– All questions asked applicants must be jobrelated.
– Any general question you ask should be asked
of all candidates.
• Bona Fide Occupational Qualification (BFOQ)
– A characteristic that an individual must possess
that is directly related to performing the
essential functions of the job or is a business
necessity.
•
Example: Casting only females for the leading
actress’s part in a play.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–6
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–7
The Human Resources Department
CONTINUUM OF SERVICES
Administrative/
Compliance
Strategic Partner
Proactive
•
Functions of the HR Department:
•
Recruits employees so that the line managers can select which
employees to hire. (Active = Strategic; Passive = Administrative)
•
Orients employees and trains many of them to do their jobs.
•
Usually develops the performance appraisal system and forms used
by managers throughout the organization. (All)
•
Determines compensation for employees. (Usually w/ Input)
•
Is sometimes responsible for employee health and safety programs,
•
Is usually responsible for labor relations, and works with mmanagers
regarding the termination of employees.
•
Keeping certain employment records, and it is often involved with
legal matters.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–8
Attracting Employees: Recruiting Sources
NETWORKING
TRADE ORGANIZATIONSExhibit 8–5
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–9
Types of Interviews and Questions
Exhibit 8–6
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–10
Selecting the Candidate
• Problems to Avoid
–
–
–
–
–
Rushing
Stereotyping
“Like me” syndrome
Halo and horn effect
Premature selection
• Helpful Ideas:
– Peer/Employee Interviews
– Consider Impact
• Hire from unemployed vs. Hire Away or Move
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–11
Training Methods
Skills Developed
Methods
Technical skills
Written material, lectures,
videotapes, question-andanswer sessions, discussions,
demonstrations
Programmed learning
Job rotation
Projects
Interpersonal and
communication skills
Role playing
Behavior modeling
Conceptual and
decision-making skills
Cases
In-basket exercises
Management games
Interactive videos
Experiential Learning is Best Regardless of Method
Exhibit 8–10
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–12
Performance Appraisal
• Performance Appraisal
– The ongoing process of evaluating employee
performance.
• Types of Performance Appraisal
– Developmental performance appraisal
•
Make decisions and plans for performance
improvements.
– Evaluative performance appraisal
•
Make administrative decisions about pay raises,
transfers, promotions, demotions, and terminations.
• “You get what you reward”
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–13
The Performance Appraisal Process
Well Designed
No Surprises
@ EOY
Copyright © 2006 Thomson Business and Economics. All rights reserved.
Exhibit 8–11
8–14
Retaining Employees
• Compensation
– The total cost of pay and benefits to employees
– Pay systems
•
•
•
Wages: paid on an hourly basis.
Salary: based on specific time period regardless of
hours worked.
Incentives: paid for performance as piece rates for
production, commissions on sales, merit raises,
bonuses for reaching/exceeding goals, and profit
sharing.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–15
Retaining Employees (cont’d)
•
Compensation
–
–
–
•
Pay determination
• Externally market valuing the job on a pay level decision.
• Job evaluation is used internally to establish the worth of
each job relative to other jobs in the organization.
Benefits
• Legally required benefits (e.g., workers’ compensation)
• Optional benefits (e.g., health insurance)
Health and Safety
• Occupational Safety and Health Act (OSHA) of 1970
requires employers pursue workplace safety.
Culture, Opportunities, Employee Satisfaction!!!
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–16
Labor Relations
• Labor Relations
– The interactions between management and
unionized employees.
• National Labor Relations Act (Wagner Act)
– Oversees the labor relations process through
the National Labor Relations Board.
• Collective Bargaining
– The negotiation process resulting in a contract
that covers compensation, hours, and working
conditions and other issues that employees and
management agree to.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–17
Labor Relations (cont’d)
• Mediator
– A neutral party who helps management and
labor settle their disagreements by
compromise.
• Arbitrator
– A neutral party that can make a binding
decision, one to which
management and labor
must adhere.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–18
The Union-Organizing
Process
Exhibit 8–15
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–19
Loss of Employees
•
Organizations lose employees because:
1. Through attrition, employees leave for other jobs, elect to
stop working for a period of time, or retire.
2. Employees who break rules or do not perform to
standards are fired.
3. Employees are laid off.
•
Exit interviews
–
•
Help identify problem areas that lead to turnover.
Outplacement services
–
Help laid-off employees find new jobs/learn skills.
Turnover Costs Typically = 75% of Employee Salary/Wage
Copyright © 2006 Thomson Business and Economics. All rights reserved.
8–20