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Copyright ©2008 Cengage Learning. All rights reserved 1 Chapter 11 Managing Human Resource Systems Designed & Prepared by B-books, Ltd. MGMT Chuck Williams.

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Presentation on theme: "Copyright ©2008 Cengage Learning. All rights reserved 1 Chapter 11 Managing Human Resource Systems Designed & Prepared by B-books, Ltd. MGMT Chuck Williams."— Presentation transcript:

1 Copyright ©2008 Cengage Learning. All rights reserved 1 Chapter 11 Managing Human Resource Systems Designed & Prepared by B-books, Ltd. MGMT Chuck Williams

2 Copyright ©2008 Cengage Learning. All rights reserved 2 The Human Resource Management Process Recruiting Selection Attracting Qualified Employees Compensation Employee Separation Keeping Qualified Employees Developing Qualified Employees Training Performance Appraisal

3 Copyright ©2008 Cengage Learning. All rights reserved 3 Employment Laws After reading this section, you should be able to: 1.explain how different employment laws affect human resource practice.

4 Copyright ©2008 Cengage Learning. All rights reserved 4 Employment Legislation Federal Employment Laws Adverse Impact and Employment Discrimination Sexual Harassment Laws 1 1

5 Copyright ©2008 Cengage Learning. All rights reserved 5 Federal Employment Laws Equal Pay Act of 1963 Civil Rights Act of 1964 Age Discrimination in Employment Act of 1967 Pregnancy Discrimination Act of 1978 prohibits unequal pay for males and females doing similar work prohibits discrimination on basis of race, color, religion, gender, origin prohibits discrimination on basis of race, color, religion, gender, origin prohibits discrimination against persons age 40 and over prohibits discrimination in employment against pregnant women prohibits discrimination in employment against pregnant women 1.1

6 Copyright ©2008 Cengage Learning. All rights reserved 6 Federal Employment Laws (cont.) Americans with Disabilities Act of 1990 Civil Rights Act of 1991 Family & Medical Leave Act of 1993 Family & Medical Leave Act of 1993 prohibits discrimination on the basis of physical or mental disabilities prohibits discrimination on the basis of physical or mental disabilities strengthened the Civil Rights Act of 1964 permits workers to take up to 12 weeks of unpaid leave for pregnancy, etc. Adapted from Exhibit 11.2 Uniformed Services Employment & Reemployment Rights Act prohibits discrimination against those serving in the Armed Forces 1.1

7 Copyright ©2008 Cengage Learning. All rights reserved 7 Adverse Impact and Employment Discrimination Four-FifthsRuleFour-FifthsRule Adverse Impact Disparate Treatment Intentional discrimination that results in equally qualified people being treated differently Unintentional discrimination that works to the disadvantage of members of protected groups Comparison of selection rates of a protected to a nonprotected group to determine if adverse impact has occurred 1.2

8 Copyright ©2008 Cengage Learning. All rights reserved 8 Equal Employment Opportunity Laws (Cont.) Equal Employment Opportunity Laws – Title VII Civil Rights Act Four-Fifths Rule

9 Copyright ©2008 Cengage Learning. All rights reserved 9 Sexual Harassment Hostile Work Environment Hostile Work Environment Quid Pro Quo Unwelcome and demeaning sexually related behavior creates an intimidating and offensive work environment Unwelcome and demeaning sexually related behavior creates an intimidating and offensive work environment Employee outcomes depend on whether an individual submits to sexual harassment Employee outcomes depend on whether an individual submits to sexual harassment 1.3

10 Copyright ©2008 Cengage Learning. All rights reserved 10 Common Managerial Mistakes in Sexual Harassment Laws …that the victim and harasser must be of the opposite sex …that harassment can only occur between coworkers or supervisors and subordinates …that only victims can file complaints Assuming: 1.3

11 Copyright ©2008 Cengage Learning. All rights reserved 11 Company Responsibilities Respond immediately to make sure sexual harassment laws are followed Write a clear, understandable sexual harassment policy Establish clear reporting procedures Be in compliance with federal, state, and local sexual harassment laws 1.3

12 Copyright ©2008 Cengage Learning. All rights reserved 12 Finding Qualified Workers After reading these sections, you should be able to: 2.explain how companies use recruiting to find qualified job applicants. 3.describe the selection techniques and procedures that companies use when deciding which applicants should receive job offers.

13 Copyright ©2008 Cengage Learning. All rights reserved 13 Human Resource Planning Supply and Demand of Human Resources Human Resource Information Systems Human Resource Information Systems Beyond the Book

14 Copyright ©2008 Cengage Learning. All rights reserved 14 Forecasting Demand and Supply Internal Factors WorkForceForecastWorkForceForecast External Factors

15 Copyright ©2008 Cengage Learning. All rights reserved 15 Internal Forecast Factors New positions New equipment and technology Eliminated positions Terminations Retirements Resignations Turnover  Transfers  Deaths  Promotions  Organization’s mission  Productivity of current employees  Skills/education of current employees Beyond the Book

16 Copyright ©2008 Cengage Learning. All rights reserved 16 External Forecast Factors Demographics of labor supply Geographic population shifts Manufacturing-to service-to information- based economy shift Economic conditions  Unemployment rate  Labor unions  Availability of applicants  Technological advances  Competitors  Growth of businesses Beyond the Book

17 Copyright ©2008 Cengage Learning. All rights reserved 17 Forecast Methods Direct Managerial Input Best Guess Statistical/ Historical Ratios Based on projections of cash flows, expenses, or financial measures Based on managers’ assessment of current head count plus a guess on relevant internal/external factors Based on statistical methods, such as multiple regression, in combination with historical data Beyond the Book

18 Copyright ©2008 Cengage Learning. All rights reserved 18 Recruiting Job Analysis and Recruiting Job Analysis and Recruiting Internal Recruiting External Recruiting 2 2

19 Copyright ©2008 Cengage Learning. All rights reserved 19 Job Analysis and Recruiting  work activities  tools and equipment used to do the job  context in which the job is performed  personnel requirements for performing the job  work activities  tools and equipment used to do the job  context in which the job is performed  personnel requirements for performing the job Information Collected by a Job Analysis 2.1

20 Copyright ©2008 Cengage Learning. All rights reserved 20 Job Analysis and Recruiting Job Description Job Specification HR Subsystems RecruitingRecruitingSelectionSelectionTrainingTrainingPerformanceAppraisalPerformanceAppraisalSeparationSeparation Job Analysis 2.1

21 Copyright ©2008 Cengage Learning. All rights reserved 21 Job Analysis and Recruiting Job Description Job Description written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job Job Specification Job Specification a written summary of the qualifications needed to successfully perform a job 2.1

22 Copyright ©2008 Cengage Learning. All rights reserved 22 Internal Recruiting A pool of applicants who already work for the company “Promotion from within” Improves employee morale and motivation Reduces employer time and cost Job posting is the procedure for internal advertising Career path is a planned sequence of jobs 2.2

23 Copyright ©2008 Cengage Learning. All rights reserved 23 Methods for External Recruiting Advertising Employee referrals Walk-ins Outside organizations Employment services Special events Internet job sites 2.3

24 Copyright ©2008 Cengage Learning. All rights reserved 24 Ari Weinzweig’s Tips on Hiring for Cultural Fit Ari Weinzweig is the co-founder of Zingerman’s, one of the most successful delis in the United States. Cultural fit is important at Zingerman’s. To succeed, employees must love food, serve other employees (not just customers), be flexible about job roles, and want to be great. Ari’s tips: (1) Share the company vision in the interview. (2) Interview in the conditions in which an employee will be working—at Zingerman’s, on a busy, noisy deli floor. (3) Involve the candidate’s future co-workers in the interview; they have to work with the candidate if hired. (4) If a candidate doesn’t smile, he or she is out. Source: “Ask Inc.,” Inc., December 2007, 84. Beyond the Book

25 Copyright ©2008 Cengage Learning. All rights reserved 25 Selection Selection Tests Interviews Application Forms and Résumés References and Background Checks 3 3

26 Copyright ©2008 Cengage Learning. All rights reserved 26 Topics Employers Should Avoid 1. Children 2. Age 3. Disabilities 4. Physical Characteristics 5. Name 6. Citizenship 7. Lawsuits 8. Arrest records 9. Smoking 10. AIDS/HIV 3.1

27 Copyright ©2008 Cengage Learning. All rights reserved 27 References and Background Checks References or background checks are not always provided by previous employers Making background checks more effective –dig deeper for more information –get permission in writing –document all checks –consider hiring private investigators 3.2

28 Copyright ©2008 Cengage Learning. All rights reserved 28 Selection Tests WorkSample BiographicalData Personality AssessmentCenters CognitiveAbility SpecificAbility SelectionTests 3.3

29 Copyright ©2008 Cengage Learning. All rights reserved 29 Interviews Unstructured Interviews –free-flow of questions Structured Interviews –interviewer uses standard set of prepared questions Semi-structured Interviews –some structure combined with interviewer judgement 3.4

30 Copyright ©2008 Cengage Learning. All rights reserved 30 Questions in Structured Interviews Situational Questions Behavioral Questions Background Questions Job-Knowledge Questions 3.4

31 Copyright ©2008 Cengage Learning. All rights reserved 31 Developing Qualified Workers After reading these sections, you should be able to: 4.describe how to determine training needs and select the appropriate training methods. 5.discuss how to use performance appraisal to give meaningful performance feedback.

32 Copyright ©2008 Cengage Learning. All rights reserved 32 Training Training Needs Training Methods Training Evaluation 4 4

33 Copyright ©2008 Cengage Learning. All rights reserved 33 Determining Training Needs Conducting Needs Assessments Identify Performance Deficiencies Test Employee Skills and Knowledge Survey Employees and Managers Listen to Customer Complaints 4.1

34 Copyright ©2008 Cengage Learning. All rights reserved 34 Training Methods Impart Information and Knowledge Develop Analytical and Problem-Solving Skills Practice, Learn, or Change Job Behaviors All of the above films and videos lecture planned readings films and videos lecture planned readings case studies coaching and mentoring group discussions case studies coaching and mentoring group discussions on-the-job training role-playing simulations and games vestibule training on-the-job training role-playing simulations and games vestibule training Computer-based learning 4.2

35 Copyright ©2008 Cengage Learning. All rights reserved 35 Evaluating Training Reactions Learning Behavior Results how satisfied trainees were with the program how much employees improved their knowledge or skills how much employees actually changed their on-the-job behavior how much training improved job performance 4.3

36 Copyright ©2008 Cengage Learning. All rights reserved 36 Performance Appraisal Measuring Job Performance Sharing Performance Feedback 5 5

37 Copyright ©2008 Cengage Learning. All rights reserved 37 Measuring Job Performance: Common Rating Errors Central tendency –all workers are rated as being average Halo error –all workers are rated as performing at the same level in all parts of their jobs Leniency error –all workers are rated as performing at a high level 5.1

38 Copyright ©2008 Cengage Learning. All rights reserved 38 Measuring Job Performance Improving Job Performance Measurements Improve Performance Appraisal Measures Train Performance Raters 5.1

39 Copyright ©2008 Cengage Learning. All rights reserved 39 Improving Performance Appraisal Measures Objective performance measures –quantifiable outcomes (output, scrap, waste, sales, customer complaints, or rejection rates) Subjective performance measures –trait rating scales –behavioral observation scales (BOS) 5.1

40 Copyright ©2008 Cengage Learning. All rights reserved 40 Subjective Performance Appraisal Scales 5.1

41 Copyright ©2008 Cengage Learning. All rights reserved 41 Rater Training Teach raters how to avoid errors Improve rating accuracy Video training and role playing often used 5.1

42 Copyright ©2008 Cengage Learning. All rights reserved 42 Sharing Performance Feedback Managers often fail to effectively give employees performance feedback 360-degree feedback –boss, subordinates, peers, and the employee –best for employee development 5.2

43 Copyright ©2008 Cengage Learning. All rights reserved 43 Performance Feedback Overall progress Problems encountered in meeting job requirements Opportunities to improve performance Long-range plans and opportunities General discussion of possible plans and goals for the coming year Overall progress Problems encountered in meeting job requirements Opportunities to improve performance Long-range plans and opportunities General discussion of possible plans and goals for the coming year What to Discuss in Performance Appraisal Feedback Sessions 5.2

44 Copyright ©2008 Cengage Learning. All rights reserved 44 Keeping Qualified Workers After reading this section, you should be able to: 6.describe basic compensation strategies and discuss the four kinds of employee separations.

45 Copyright ©2008 Cengage Learning. All rights reserved 45 Compensation Decisions Compensation Decisions Employment Benefits 6 6

46 Copyright ©2008 Cengage Learning. All rights reserved 46 Compensation Decisions Job evaluation Piecework Commission Profit sharing Employee stock ownership plans Stock options Hierarchical CompressedPayLevelPayVariabilityPayStructure Cafeteria plans Flexible plans Payroll deductionsEmploymentBenefits 6.1 Beyond the Book

47 Copyright ©2008 Cengage Learning. All rights reserved 47 Pay-Level Decisions Job evaluation is used to determine the worth of jobs –pay the “going rate” Should workers be paid at, below, or above current market wage? –attracts a larger, more qualified pool of applicants –increases the rate of job acceptance –decreases the time it takes to fill positions –increases the time that employees stay 6.1

48 Copyright ©2008 Cengage Learning. All rights reserved 48 Pay-Variability Decisions Piecework Commission Profit sharing Employee stock ownership plans (ESOPs) Stock options 6.1

49 Copyright ©2008 Cengage Learning. All rights reserved 49 Pay-Structure Decisions  Hierarchical pay structures  big differences from one pay level to another  work best for independent work  Compressed pay structures  fewer pay levels with smaller differences in pay between pay levels  work best for interdependent work 6.1

50 Copyright ©2008 Cengage Learning. All rights reserved 50 Employment Benefits Compensation other than direct wages Employee benefits are legally mandated: –Social Security –worker’s compensation –unemployment insurance Cafeteria benefit plans –employees can select from optional benefits Payroll deductions Beyond the Book

51 Copyright ©2008 Cengage Learning. All rights reserved 51 Employee Separations Terminations Downsizing Turnover Retirements 6.2

52 Copyright ©2008 Cengage Learning. All rights reserved 52 Terminating Employees Often mismanaged Minimize problems in firing employees firing should not be the first option firing should be for a good reason “employment at will” wrongful discharge firing should be done in private 6.2

53 Copyright ©2008 Cengage Learning. All rights reserved 53 Downsizing 1.Provide clear reasons for the layoffs. 2.Get information to avoid laying off employees with critical skills. 3.Train managers how to tell employees. 4.Give employees the bad news early in the day. 5.Provide outplacement services and counseling. 6.Communicate with survivors. 6.3

54 Copyright ©2008 Cengage Learning. All rights reserved 54 Retirement offer financial benefits to encourage employees to retire. are attractive to many employees. are difficult to predict which or how many employees will use the program. may cause the company to lose valuable employees. Early Retirement Incentive Programs… 6.4

55 Copyright ©2008 Cengage Learning. All rights reserved 55 Voluntary Employee Turnover Loss of employees who voluntarily choose to leave the company Functional turnover (encouraged) the loss of poor-performing employees Dysfunctional turnover (discouraged) the loss of high performing employees 6.5

56 Copyright ©2008 Cengage Learning. All rights reserved 56 Human Resource Information Systems Computerized employee information systems use: transaction processing employee self-service decision support Beyond the Book

57 Copyright ©2008 Cengage Learning. All rights reserved 57 Human Resource Information Systems HRIS Work History Performance Appraisal Personal Data Educational Data Company Employment History Promotion Data Beyond the Book


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