Presentation on theme: "HAS 3260 Human Resource Management Dr. Burton. Schermerhorn -- Chapter 122 Strategic Human Resource Management Human Resource Management –Responsibilities."— Presentation transcript:
HAS 3260 Human Resource Management Dr. Burton
Schermerhorn -- Chapter 122 Strategic Human Resource Management Human Resource Management –Responsibilities attracting a quality workforce –planning, recruitment, selection developing a quality workforce –employee orientation, training & development, career planning & development maintaining a quality workforce –management of employee retention and turnover, performance appraisal, compensation, benefits
XXXXX DRUDGE REPORT XXXXX WED JAN 24, :15:48 ET CNN TELLS STAFFERS TO GET OUT; GUARD ESCORTS, COMPUTER SHUT DOWNS, TEARS! COO CALLS LAYOFFS 'NOTHING MATERIAL TURNER VOWED 'MOST SOCIALLY CONSCIOUS COMPANY WORLD HAS EVER SEEN‘ …fired staffers are forced to sign papers agreeing to release and severance pay. Security card-keys and IDs are confiscated, but not before passwords on their work computers are changed. uniformed security guards stand and watch as the …dismissed - some crying - clean out their desks. The guards then escort them like common criminals to the exits.
Eight Scenarios 1. “Wanted: Recent college graduate to teach first grade in the local public school.” 2. A waiter in an exclusive restaurant was fired when his supervisor found out he tested positive for HIV.” 3. You want to take 12 weeks off without pay to care for your new child during the busiest part of your work year, and you r supervisor denies the request. 4. A Broadway theater hires a woman for the job of restroom attendant and assigns her to the men’s restroom.
5. A wheelchair-bound applicant is denied a job as a computer programmer. This 75-person company is on the 3rd floor and building does not have elevators. Furthermore, door openings to offices are not wide enough for a wheelchair to pass safely--thus creating a safety hazard for the individual. 6. The company policy states: “Applicants applying for jobs in the organization must have, at a minimum, a high school diploma.” 7. A pilot for Continental Airlines celebrates his 60th birthday. The following day he is no longer permitted by is supervisor to fly the commercial flights he has been doing for the past 23 years. 8. “Wanted: sales rep to sell medical supplies to regional hospitals. The successful applicant must have five years of sales experience.”
Understanding EEO Supervisors must be aware of the law and its affect on hiring practices. This is especially critical in smaller organizations where there may be no one in human resources to turn to. Hiring practices must be in compliance with the law.
Title VII Civil Rights Act of 1964 Prohibits discrimination in hiring, firing, promoting, and privileges of employment based on race, religion, color, gender, or national origin. Applies to organizations with 15 or more employees and/or organizations who receive $50,000 or more in government monies.
Age Discrimination in Employment Act (1967) Makes it illegal to discriminate against persons 40 years of age or older in any area of employment. Prohibits mandatory retirement at age 70 unless employer can show advanced age affects safety.
Equal Employment Opportunity Act (1972) Established the EEOC to enforce civil rights laws. Gave EEOC power to sue organizations who failed to comply with civil rights legislation. Expanded Title VII to include state and local government employees and employers with 15 or more employees. Required employers not only to obey laws, but to correct areas of past discrimination.
Americans with Disabilities Act (1990) Seeks to address discriminatory practices against the disabled: physically, mentally, and those with contagious diseases such as AIDS. Employers must make reasonable accommodations to provide qualified individuals access to jobs.
Civil Rights Act (1991) Enacted to restore many of the civil rights gained that had been lost due to Supreme Court rulings. Prohibits racial discrimination and racial harassment on the job. Returns the burden of proof that discrimination did not occur back to the employer rather than the employee. Reinforced the illegality of employers who violated provision of Title VII, CRA (1964). For the first time, individuals claiming they have been intentionally discriminated against will be able to sue for damages.
Family and Medical Leave Act (1993) Provides employees in organizations with 50 or more employees to take up to twelve weeks of unpaid leave each year for family matters. Guarantees their job, or an equal one, upon return. Retains health insurance benefits while on leave.
Affirmative Action The objective is to eliminate discrimination by actively pursuing minorities and women. Not to insure the hiring of individuals from certain groups. It does not require you to hire unqualified applicants just because they are women and/or minorities. For any applicant to be considered for employment he or she must meet the skills, knowledge, and ability requirements of the job.
Affirmative Action –federally mandated programs that promote the employment opportunities of women, veterans, aged, disabled and certain cultural groups
EEO goes beyond hiring. Equal access to training Special training to ensure members of a diverse work force who may be seen as “different” are not treated prejudicially.
Sexual Harassment Quid Pro Quo –Anything of a sexual nature where it is required for getting job, or has an employment consequence (like a raise or a promotion). Hostile Environment –Sexually suggestive remarks. –Unwanted touching or sexual advances. –Requests for sexual favors. –Other verbal and physical conduct of a sexual nature. –1993 Supreme Court widened interpretation to comments or behavior “would reasonably be perceived..as hostile or abusive.”
Determining Staffing needs. Current Assessment –HR inventory –Review current status –Profile employees. Future Assessment –Overall objectives and goals –Forecast HR needs –Number and skill mix Future program.
HR processes Recruitment Selection Orientation Training and Development Compensation and Benefits Retention and Turnover Termination –Voluntary –Involuntary
Job Specification Minimal acceptable qualifications for an incumbent Knowledge, Skills and Abilities Written by HR with input from supervisor. In small orgs developed by supervisor.
Front-end HR Processes Recruitment Selection Orientation, Training and Development
Recruiting Internal search Advertisement Employee referrals Public employment agencies Private employment agencies Schools, colleges and universities Professional organizations Walk-ins
Selection Devices Application form Written Tests Performance Simulation Tests Interviews Background investigation Physical Examinations
Orientation Training and Development Orientation –Reduce anxiety –Indoctrinate to organizational culture Training –Training needs –OJT Development –Prepare for future positions that require higher levels of skill, knowledge, and abilities.
Schermerhorn -- Chapter 1227 Maintaining a Quality Workforce Career Plateau –position from which someone is unlikely to move to a higher level, due to personal choice limited abilities limited opportunities –can come at a time when it suits individual needs, OR can be unwanted and frustrating
Schermerhorn -- Chapter 1228 Maintaining a Quality Workforce Work-Life Balance –how people balance career with personal and family needs concerns –single parent –dual-career couples
Schermerhorn -- Chapter 1229 Maintaining a Quality Workforce Retention and Turnover –Replacement management of –promotions –transfers –terminations –layoffs –retirement
Schermerhorn -- Chapter 1230 Maintaining a Quality Workforce Replacement –Opportunity to review human resources plans update job analyses rewrite job descriptions and specifications ensure best people are selected
Schermerhorn -- Chapter 1231 Maintaining a Quality Workforce Retirement –Support and counseling services financial planning estate planning use of leisure time
Schermerhorn -- Chapter 1232 Maintaining a Quality Workforce Early retirement –retirement before formal retirement age –special financial incentives –often occurs during downsizing outplacement services frequently provided
Schermerhorn -- Chapter 1233 Maintaining a Quality Workforce Compensation and Benefits –base compensation salary or hourly wages –fringe benefits additional nonwage/nonsalary forms of compensation –flexible benefits employees can select benefits with a certain dollar amount
Discipline Process Verbal Warning Written Warning SuspensionDismissal
Disruptive Behavior Is discipline always the solution? Equipment Environment Abilities Training Coaching
Laying the groundwork Advance notice Proper investigation Progressive discipline
Discipline Principles of the “Hot Stove Rule” Warning Immediate Consistent Impersonal
Factors to consider in discipline Seriousness of the problem Duration of the problem Frequency and nature of the problem Employee’s work history Extenuating circumstances Degree of warning History of organizational discipline practices Implications for other employees Company official support
Legal issues Employment-at-will Wrongful discharge Due Process Collective bargaining agreements
Legislation Governing Labor Management Relations National Labor Relations Act of 1935 –(Wagner Act) protects employees by recognizing their rights to join unions and engage in union activities Taft Hartley Act of 1947 –Protects employers from unfair labor practices by unions and allows workers to decertify unions Civil Service Reform Act of 1978 –Clarifies the rights of civil service employees to join and be represented by labor unions