Presentation on theme: "HUMAN RESOURCE CHAPTER 4 For every job in the world there is someone somewhere who can do it."— Presentation transcript:
HUMAN RESOURCE CHAPTER 4 For every job in the world there is someone somewhere who can do it.
CASE STUDY Hasty Decisions Lead to Litigation p During the hiring process list the first (3) things the Athletic Director should have done. 2. What was the major mistake the AD made and why? 3. What will be the outcome of the litigation?
Laws in Human Resource Chapter Terms Equal Employment Opportunity (EEO) Affirmative Action Pregnancy Discrimination Act 1978 Equal Pay Act of 1973 American Disability Act of 1990 Family Medical Leave Act of 1993 Age Discrimination in Employment Act (ADEA) 1964 Civil Rights Acts Job Descriptions Staff Development Employee Benefits Harassment Sexual Harassment Grievance Due Process Stress Burnout Disparate Treatment Disparate Effect Present effect of past discrimination
HR and the Law Equal employment opportunity means that everyone has an equal chance for employment based on qualification. Civil Rights Act of 1964 The Civil Rights Act of 1964 is a landmark piece of civil rights legislation in the United States that outlawed major forms of discrimination against racial, ethnic, national and religious minorities, and women.... EEO & Affirmative Action Origins: They were created through the 1964 Civil rights Act. Age Discrimination in Employment Act (ADEA) Prohibits discriminate discrimination against employees over 40 an prohibits mandatory retirement ages. Affirmative action requires that employers make an extra effort to attract, employ, and promote members of minority groups.
Three types of actions that are discriminatory. Disparate treatment- Treating a group differently. Disparate effect – applying policies equally to all group, which penalizes some groups. Example: not hiring one who has been arrested versus convicted. Present effect of past discrimination
AFFIRMATIVE ACTION GUIDELINES 1. The vacancy must be advertisement locally and nationally. 2. All screening procedures must be as objective as possible. 3. Job offers must reflect equitable compensation considerations.
THE FIGHT FOR EQUALITY
Employment Laws Pregnancy Discrimination Act of 1978: Family & Medical Leave Act of 1993: Employers to treat pregnancy like any other temporary inability to work and allow pregnant women to take leave time. Guarantees up to 12 weeks of unpaid leave per year that can be used childbirth or adoption or to care for sick primary family members. Employee’s must have the equivalent job upon return.
Title VII of the Civil Rights Act of 1964 Protected classes: Race Color Religion Sex National origin Applies to employers with 15 or more full-time employees. Does not apply to independent contractors or to private membership clubs. Does not apply to American Indian Tribes or religious organization hiring for religious functions.
STEPS FOR HMR AND ADMINISTRATION TO HIRE QUALIFIED PERSONNEL 1. Job Description – should provide details of the qualifications and a list of duties and responsibilities. 2. Applicant screening/Interview. 3. Selection of candidates. 4. The interview process. Provide in-service training and staff development. Monitor the progress of new personnel. Conduct the organization’s evaluation and assessment procedures. STEPS FOR HMR AND ADMINISTRATION TO HIRE QUALIFIED PERSONNEL 1. Job Description – should provide details of the qualifications and a list of duties and responsibilities. 2. Applicant screening/Interview. 3. Selection of candidates. 4. The interview process. Provide in-service training and staff development. Monitor the progress of new personnel. Conduct the organization’s evaluation and assessment procedures.
JOB DESCRIPTIONS The first step is to conduct a needs analysis. Describe the task that need to be accomplished. Write the job description and use exact words. Remember the interview questions and judgment of the candidate must be based on the job description. Advertisement must be done for 30 days. Advertisement should be done is professional magazine.
Selection of the Candidate. An effective screening process can help avoid negligent hiring. Verify all information such as: a. Past employment b. Credentials c. Certification criminal record d. Personal characteristics
Interview Process While you are assessing the candidate remember the candidate is also assessing your organization. The interview committee should be consistent is questions they ask. The interview should begin with questions that allow the candidates to relax. Questions should focus on specific noted in the job questionnaire. The committee should recommend the top three candidates.
MOCK INTERVIEW ACTIVITY Each committee will develop three questions related to the job description they will develop. One of the group member will be the candidate. Class will evaluate the process. Top 10 Interview Questions What is your greatest strength? - Best Answers My time management skills are excellent and I'm organized, efficient, and take pride in excelling at my work. I pride myself on my customer service skills and my ability to resolve what could be difficult situations. What is your greatest weakness? - Best Answers Discuss skills that you have improved upon during your previous job, so you are showing the interviewer that you can make improvements, when necessary. How do you handle stress and pressure? Describe a difficult work situation / project and how you overcame it. How do you evaluate success? Why are you leaving or have left your job? Why do you want this job? Discuss skills that you have improved upon during your previous job, so you are showing the interviewer that you can make improvements, when necessary. Why should we hire you? What are your goals for the future? Tell me about yourself.
Human Relations Management by Participation Staff Development (In-service) Employee Benefits Conflict Resolution
Human Relations Management by Participation Administrators must sharpen their abilities in human relations (people skills). Humanization means caring, acceptance, self-esteem, and being sensitive to needs. This means emphasizing democratic administration (chapter 1) Employees are fully informed. More involved in the decision-making process.
Staff Development Employee Benefits Improving personnel performances. In-service training. Utilization of formal and informal written and verbal critiques Health care coverage. Retirement plans. CONFLICT RESOLUTION Guidelines: Always keep your door open. Hold regular meetings Be a good listener. Empower your personnel. Create a policy guide.
STRESS & BURNOUT
STRES & BURNOUT Stress is the strain or discomfort resulting from forces acting on you. Burnout are feelings of emotional exhaustion and depersonalization and reduced sense of personal accomplishment about one’s work. Factors: Type A Personality Fight or Flight
TYPE A PERSONALITY Type A Personality: A. anxious B. aggressive C. impatient D. overt behaviors E. p. 68 Emotional Responses: anger, hostility, irritation
WHY STRESS & BURNOUT? Fight or Flight/ Flee: Mankind responses to dangers in pre-historic times is different than today. These biochemical changes occurred through out the body. (read p. 68). Today, we do not have the same outlet, but we still have the same biochemical changes.
STRESS & BURNOUT MANAGEMENT Teachers & StressCoaches & Stress “ For teachers to cope with stress, they must eliminate the myth of the super-teacher. They must understand that they cannot continue to give without replenishing.” (Horine,2010, p. 69) Coaches must be educated about stress management techniques. Athletic Director must be concern with a potential burned out coach.
GRIEVANCE AND DUE PROCESS GRIEVANCEDue Process Grievance implies that a person believes he or she have been treated unfairly or have been wrong Or that a hardship, harm, or harassment has occurred. File a grievance, or formal complaint Due process refer to an established procedure that required certain steps. It is designed to safeguard individuals rights under the 14 th amendment.
Grievance or Due Process SELECT: 1. A PERSON IS BEING TREATED DIFFERENTLY BECAUSE OF HOW THEY LOOK. 2. A belief that he or she is being harassed. 3. When a person is fired because of an accusation. 4. A person must be informed of all charges. 5. The right to a hearing.
JOURNAL ASSIGNMENTS DUE: MARCH 28th(Fri.) Find one job descriptions that is an example of a job you want in the future. Write a job description for a personnel needed for your organization. Prepare a proposal to have an in-service program either for professional development or to provide education for a particular problem in the organization. Or instead of a proposal have a flyer describing the in-service to be held. Example in the powerpoint.
One-day in-service workshops Building a Positive Climate and Culture Package deals on training, materials and more! The best way to get started — or update your CC! program. In-service program It’s your job to protect your students from bullying. Are you doing enough? Learn to create a culture of kindness in which bullying becomes unacceptable to students. Our workshops walk your team through strategies for identifying problems and implementing solutions that get students and parents involved. Agenda: Correctly defining and identifying bullying incidents and behavior Components of a comprehensive anti-bullying program Establishing classroom conduct guidelines and consequences Clarifying roles and responsibilities of students, staff, parents and the community Explaining existing practices and policies (state laws, district policies, etc.) Creating a culture of kindness in which bullying is not tolerated Duration: 3-8 hours
REVIEW Know the laws presented in this chapter (7). Know the chapter terms.