1. Human Resources Management
Chapter 7
Human Resources Management

2. What Is HR?
Human resources management (also known as staffing) consists of:
Planning: HR plans for the entire organization. HR practices guide employees as they carry out the mission, strategy, and objectives of the firm.
Attracting: After hiring needs have been met and jobs analyzed.
Line managers must select people to fill position. Recruiting strategy is a important.
Developing: After hiring personnel, the organization must orientate, train, appraise.
Retaining Employees: Organization must have HR system in place to retain good people. High turnover rates can reduce productivity and profitability.

3. HR recruits employees for line managers to select from as they hire new people.
HR conducts orientation sessions for new hires and trains many of them to do their jobs.
HR keeps employment records.
HR is often involved with legal matters.
HR develops the performance appraisal system and forms.
HR determines compensation guidelines.
HR develops employee health and safety programs, works on labor relations, and assists in the termination of employees.
HUMAN RESOURCE
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4. Legal Environment: Concept 7.1
Irene Tanji believes the main challenge that HR departments face is keeping up with legal issues.
She includes updating benefits, monitoring new medical insurance regulations, and administering the Dodgers’ 401(k) retirement plan as complex issues with serious legal implications.

5. EMPLOYMENT LAW Test Activity:
Students will take an employment law test to test current knowledge.
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6. Figure 7.1

7. HUMAN RESOURCE PLANNING
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8. Strategic Human Resources Planning
Strategic human resources planning is the process of staffing the organization to meet its objectives.
The director of player development for the Dallas Cowboys typically spends his time finding replacements for injured players, working on problems with the coaching staff, and preparing for contract negotiations.

9. STRATEGIC HUMAN RESOURCE
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10. Job Analysis Job analysis:
JOB SPECIFICATION:
Identify the qualifications needed to staff a position.
It identify the type of people needed.
It answers the question, what competencies are important for performing the job.
It is an essential in developing a (realistic job preview (RJP).
Look at an example: p. 200
Job Analysis
Job analysis:
is the process of determining what the position entails and the qualifications for staffing the position.
Job description: identifies the tasks and responsibilities of a position. In other words, it identifies what employees do to earn their pay.

11. Hiring Process: Every question you ask should be job-related.
When developing questions, make sure you have a purpose for using the information.
Ask only legal questions you plan to use in your selection process.
General questions should be asked of all candidates.

12. HR for the Dodgers
Irene Tanji was with the HR department of the Los Angeles Dodgers from 1958 to She started as a secretary and worked her way up through the ranks to become director of human resources.
Tanji believes that HR people in pro sports face a variety of challenges in the present business environment.
Issues include educating young players regarding their benefits and providing services for ethnically diverse players.

13. Bona Fide Occupational Qualification (BFOQ)
A bona fide occupational qualification allows organizations to base their hiring decisions on otherwise discriminatory attributes when it is reasonably necessary to the normal operation of a particular organization.
Is age a BFOQ in pro sports? Do you believe salary cap management practices discriminate against older players?

14. HR at the Olympics and World Cup
HR consultant Priscilla Florence has served as the HR person for two international sports events: the Los Angeles Olympics and the FIFA Soccer World Cup in
Her responsibilities involve recruiting, hiring, training, and organizing paid employees and volunteers.

15. ATTRACTING EMPLOYEES
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16. CAREER DEVELOPMENT Activity: Student will complete self-assessment 7.1
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17. Recruiting
Recruiting is the process of attracting qualified candidates to apply for job openings.
Types:
Internal Recruiting: consists of promotions form within and employee referrals.
External Recruiting: consists of walk-ins, educational institutions, agencies, and advertising.

18. Figure 7.2

19. NCAA College Football Recruitment
NCAA football teams also need to recruit high school players to play at their universities.
An ESPN study found that Florida, Texas, USC, Alabama, Florida State, Notre Dame, Georgia, LSU, Miami, Ohio State, and Oklahoma had had the best recruiting programs since
Recruiting great high school players to play in college is effective only if they learn to win games together. The top 10 recruiting universities have won their share of NCAA National Championships.

20. Recruitment of LeBron James
When LeBron James of the Cleveland Cavaliers became a free agent in 2010, he became part of one of the most public recruitment processes in sport.
James ultimately decided to play with the Miami Heat. James left his hometown, Cleveland, to be part of Miami's plan to start him, Dwayne Wade, and Chris Bosh, who was another free-agent acquisition. They won an NBA Championship in

21. ATTRACTING EMPLOYEE A. Application Form: B. Screening Interview:
SELECTION PROCESS:
A. Application Form:
B. Screening Interview:
C. Testing:
D. Background and Reference Checks:
E. Interviewing:
F. Hiring:
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22. Figure 7.3
TYPES OF INTERVIEW/QUESTIONS:

23. Figure 7.4
Preparing for the Interview:

24. Interview Steps Open the interview. Give your realistic job preview.
Ask your questions.
Introduce top candidates to co- workers.
Close the interview.

25. DEVELOPING EMPLOYEES 1. Orientation 2. Training and Development
a. Off the Job and on the Job
b. Job Instructional Training
3. Training Cycle
4. Training Methods
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26. Table 7.1

27. Table 7.1 (continued)

28. PERFORMANCE APPRAISALS
1. Performance Appraisal Process
2. Performance Standards
3. Measurement Methods
4. Performance Appraisal Interview
IS THE ONGOING PROCESS OF EVALUATING EMPLOYEE PERFORMANCE:
There are two types:
Developmental Pas: are used to improve performance.
Evaluative Pas: are used to decide pay raises, transfer, promotion, and demotions, and terminations.
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29. Performance Appraisal Process Performance Standards
Organizational Mission and Objectives:
1. Job analysis
2. Develop standards and measurement methods
3. Informal PA- coaching/discipline
4. Prepare for conduct the formal PA
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30. Performance Appraisal Measurement Methods
CRITICAL INCIDENTS FILE: Managers note an employee’s positive/negative behavior.
Ranking: Managers rank employee performance from best to worst.
Ranks are placed in either excellent, above average, and etc.
Rating Scale: Managers simply check off the employee’s level of performance.
MBO: Management by Objectives
Behaviorally anchored rating scale: This method combines rating and critical incidents. Several statements are used to best describe performance.
Narrative: Managers write a statement about the employee’s performance.
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31. RETAINING EMPLOYEES 1. Compensation 2. Pay System:
a. Wages by the hour
b. Salary is by month/Year
c. Incentives
3. Determining Pay
4. Benefits
5. OSHA: Workplace environment
6. Labor Relations
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32. Figure 7.10
THE UNION-ORGANIZING PROCESS:

33. How Baseball Players Joined the Union
Conflicts between baseball players and owners date to the 1880s. Fans have endured five strikes since 1966 and the owners have locked players out three times (1973, 1976, and 1990).
Salary caps are the maximum amount of money a team can spend on players.
In the 1880s MLB owners established the first salary cap in pro sports. Their $2,000 salary cap was not peanuts at the time, although it seems paltry today.

34. Free Agency: Curt Flood
In 1969, St. Louis Cardinals star player Curt Flood asked for a substantial salary increase but instead found himself promptly traded to the Philadelphia Phillies. He sued to stay in St. Louis. This case went all the way to the Supreme Court, which ruled against Flood, citing the Federal Base Ball decision of 1915.

35. Federal Baseball Decision of 1915
In January 1915, the Baltimore Terrapins of the Federal League sued the American and National Leagues, alleging that they were in violation of the Sherman Antitrust Act of 1890, which was enacted to limit monopolies in interstate commerce.
The U.S. Supreme Court finally ruled on the Federal League case in In his opinion, Chief Justice Oliver Wendell Holmes wrote that baseball did not constitute interstate commerce, in spite of the fact that its clubs and players crossed state lines in order to play. Justice Holmes reasoned that personal effort, not related to production, is not a subject of commerce. As baseball was the subject of interstate personal effort and not interstate commerce, the antitrust law did not apply.
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36. Free Agency: Catfish Hunter
A successful challenge to the reserve clause didn’t occur until the 1970s. The first case came when Charles Finley, owner of the Oakland Athletics, withheld part of Catfish Hunter’s $100,000 salary. Hunter’s contract stipulated that half of his salary go toward purchasing an annuity in an insurance fund. Finley didn’t pay because of a tax question, so he had not fulfilled the contract, and this allowed Hunter to become a free agent.

37. Free Agency: Andy Messersmith
Rather than sit out the season, Andy Messersmith of the Los Angeles Dodgers played under the standard contract that was renewed by the Dodgers, but he never signed it. Courts later ruled that when Messersmith chose to play at the Dodgers’ option, but without signing the new contract, he became a free agent.

38. Collusion
The 1976 baseball season started without a contract, so owners locked players out of spring training that year. Owners were subsequently found guilty in court of collusion three times (1987, 1988, and 1990). Collusion meant the owners were guilty of working together to organize how they would bid or not bid for free- agent ballplayers.

39. Baseball Strike of
The baseball season ended in a strike, and the World Series was cancelled.
Even the 2002 season was played under the shadow of labor tensions and threats of a strike. Fortunately, both sides were able to negotiate a last-minute settlement, and the 2002 season was completed as scheduled.
Collective bargaining is the process whereby unions and management negotiate a contract that covers employment conditions at the organization.

40. Mediation and Arbitration
Mediators are neutral parties who help management and labor settle disagreements. In cases where the two parties are unwilling to compromise but still want to avoid a strike or lockout, they may choose to call in an arbitrator.
Arbitrators differ from mediators in that arbitrators’ decisions are binding (must be followed). Arbitrators more typically work to settle grievances; mediators deal with impasses in collective bargaining.

41. Read Case Study Case Questions
Social Media Exercise