© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 15 Staffing and Human Resources

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives Discuss the nature of staffing, including the staffing process and legal constraints. Describe human resource planning and indicate how to use job analysis and forecasts to match supply and demand. Discuss the selection of human resources, including recruitment, selection, and orientation.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives Describe the assessment of training and development needs, various training and development techniques, and the importance of evaluating those techniques. Define performance appraisal and discuss objective and judgmental methods, management by objectives, and feedback.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives Discuss compensation decisions regarding wages and salaries, as well as various kinds of benefits. Discuss labor relations, including how unions are formed and the nature of collective bargaining.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Nature of Staffing The Staffing Process – Staffing: procuring and managing human resources organization needs to accomplish goals. Legal Constraints – Affect selection, compensation and benefits, labor relations, and working conditions. See Table 15.1: Legal Constraints that Affect Staffing.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Nature of Staffing

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Human Resource Planning Job Analysis – Systematic collection and recording of information about jobs in organization. – Developing job descriptions and job specifications. Forecasting Supply and Demand – Forecasting demand: determining numbers and kinds of employees organization will need in future. – Forecasting supply: determining human resources available inside and outside of organization.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Human Resource Planning Matching Supply and Demand – If supply of labor projected to exceed demand for labor, management must plan for attrition, layoffs, terminations, early retirement. – If demand for labor exceeds projected supply, management must plan to recruit, select, train, develop new employees. – If supply and demand are roughly the same, no immediate action is necessary.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Selecting Human Resources Recruiting – Attracting pool of qualified applicants who are interested in working for organization. – Internal recruiting (job posting): identify existing employees to be transferred and/or promoted. See Table 15.2: Advantages and Disadvantages of Internal Recruiting. – External recruiting: advertising for and soliciting applicants from outside organization.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Selecting Human Resources Recruiting – External placement firms and private employment agencies (“headhunters”). – Computerized databases. – Recommendations of current employees. – Internships.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Selecting Human Resources Selection – Systematic attempt to determine how well skills, abilities, aspirations of job applicant match needs, requirements, opportunities within organization. Application form Tests Interviews Assessment centers – Orientation: new employee accepts job offer and goes through orientation procedure.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Training and Development Training: specific job skills; applies more to operating employees. Development: training for managers. Assessing Training and Development Needs – Manager ascertains training and development needs of both employees and organization.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Training and Development Popular Training and Development Techniques – Match technique with goals of training and development effort. See Table 15.3: Common Training and Development Techniques. Evaluating the Effectiveness of Training – If program effective, performance should improve. – Lack of improvement, training should be revised.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Performance Appraisal Objective Measures – Quantifiable indicators of how well employee is doing. Judgmental Methods – Supervisor subjectively evaluates person’s performance via ranking or rating procedure. Ranking: ranks in continuum from high to low performance. Rating: comparing employees with absolute standards.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Performance Appraisal Management by Objectives (MBO) – Vehicle for managing goal-setting process. – Method for evaluating performance of managers who set goals to begin with. Feedback – Providing feedback to employee by telling results of appraisal.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Compensation and Benefits Wages and Salaries – Wage level decisions: whether to pay higher wages, same wages, lower wages. – Wage structure decisions: how much people performing one job should be paid relative to people performing another job. See Table 15.4: Sample Point System for Wage Determination. See Table 15.5: An Application of the Point System.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Compensation and Benefits Wages and Salaries – Individual wage decisions: deciding how much to pay each person within a job classification. – Organizations set wage ranges for jobs within certain point ranges.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Compensation and Benefits Benefits – Payments other than wages or salaries. Health/Dental Disability/Life insurance coverage Vacations, sick days, holidays Retirement programs Counseling and physical fitness programs Credit unions Tuition reimbursement On-site daycare facilities

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Labor Relations Labor relations: dealing with employees when they are organized in labor unions. National Labor Relations Board (NLRB): created to oversee union processes. Management prefers employees not belong to unions. Unions can help management and employees resolve differences through formal collective bargaining process.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Labor Relations

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Labor Relations Collective Bargaining – Discussion between union and management. – Focuses on agreeing to contract that covers all aspects of relationship between organization and union. Wages Work hours Promotion and layoff policies Benefits Decision rules for allocating overtime Vacation time Rest breaks

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Labor Relations Collective Bargaining – Labor contracts: attention to discipline. – Contract specifies procedures everyone will follow to resolve disputes. Written grievance. Arbitrator: labor law specialist.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Human Resource Records Two sets of records maintained: – Human resources or personnel. – Payroll and medical. – Records in human resources referred to as personnel or employee files.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter Summary Staffing: process of procuring and managing human resources an organization needs to accomplish its goals. – Human resource planning: job analysis, forecasting human resource supply and demand, matching supply with demand. – Selection phase: recruiting, selecting, orienting employees.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter Summary Training usually job specific. Development more general. Performance appraisal: evaluation of each employee’s performance – Justify selection techniques used. – Provide basis for reward distribution. – Give feedback to employee.

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter Summary Determination of employee compensation (wages and salaries) central to management; three types of decisions: – Wage level – Wage structure – Individual wage decisions Labor relation: dealing with employees when they are organized into labor unions.