1. Chapter 11 Managing Human Resource Systems © 2015 Cengage Learning MGMT7

2. The Human Resource Management Process © 2015 Cengage Learning

3. Federal Employment Laws © 2015 Cengage Learning Employers may not discriminate in employment decisions based on sex, age, religion, color, national origin, race, disability. Bona fide occupational qualification (BFOQ) “reasonably necessary to the normal operation of that particular business.” 11-1

4. Major Federal Employment Laws Equal Pay Act of 1963 Title VII of the Civil Rights Act of 1964 Age Discrimination in Employment Act of 1967 Pregnancy Discrimination Act of 1978 Americans with Disabilities Act of 1990 Civil Rights Act of 1991 Family and Medical Leave Act of 1993 Uniformed Services Employment and Reemployment Rights Act of 1994 © 2015 Cengage Learning 11-1

5. Sexual Harassment © 2015 Cengage Learning A form of discrimination in which unwelcome sexual advances, request for sexual favors, or other verbal or physical conducts of a sexual nature occurs. Quid pro quo sexual harassment Hostile work environment 11-1

6. What Should Managers Do? Respond immediately Write a clear sexual harassment policy Establish clear reporting procedures Be aware of local and state laws and enforcement agencies © 2015 Cengage Learning 11-1

7. Results of Job Analysis Job description – a written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job Job specification – a summary of the qualifications needed to successfully perform a job © 2015 Cengage Learning 11-2

8. Using Job Analysis, Descriptions, Specifications Used throughout the staffing process to ensure that selection devices and decisions are job-related. Job analyses, descriptions, and specifications help companies meet legal requirements that HR decisions be job- related. Summit Academy Job Postings: Summit AcademySummit Academy © 2015 Cengage Learning 11-2

9. Internal Recruiting The process of developing a pool of qualified job applicants from people who already work within the company. Job posting Career path © 2015 Cengage Learning 11-2

10. External Recruiting Process of developing a pool of qualified job applicants from outside the company. Advertising Employee referrals Walk-ins Outside organizations Employment services Special events Internet job sites © 2015 Cengage Learning 11-2

11. Selection – the process of gathering information about job applicants to decide who should be offered a job Validation – the process of determining how well a selection test or procedures predict future job performance © 2015 Cengage Learning 11-3

12. Application Forms and Résumés Application forms may only ask for valid, job-related information Résumés pose a problem because of false data. © 2015 Cengage Learning 11-3

13. References and Background Checks Employment references – contacting previous employers or coworkers to learn more about the candidate Background checks – used to verify accuracy of information that applicants provide about themselves © 2015 Cengage Learning 11-3

14. Getting Background Information Conduct criminal record checks Ask applicants to sign a waiver to check references, run a background check, or contact people with knowledge of work history Ask applicants if there is anything they want the company to know Consider hiring a private investigator © 2015 Cengage Learning 11-3

15. Selection Tests Specific ability tests Cognitive ability tests Biographical data (biodata) Work sample tests (performance tests) Assessment centers © 2015 Cengage Learning 11-3

16. 10 Questions Interviewers Should Never Ask* 11-3 © 2015 Cengage Learning 1. What is your religious affiliation? 2.Are you pregnant? 3.What is your political affiliation? 4.What is your race, color, or ethnicity? 5.How old are you? 6.Are you disabled? 7.Are you married? 8.Do you have children or plan to? 9.Are you in debt? 10.Do you do social drink or smoke? * Huffinton Post April 9, 2015

17. Interviews Unstructured interviews - Ask anything Structured interviews – Standardized questions Semistructured interviews – hybrid © 2015 Cengage Learning 11-3

18. Structured Interview Questions Situational questions Behavioral questions Background questions Job-knowledge questions © 2015 Cengage Learning 11-3

19. Guidelines for Conducting Effective Structured Interviews 11-3 © 2015 Cengage Learning

20. Training and Training Needs Training – providing opportunities for employees to develop the job-specific skills, experience, and knowledge they need to do their jobs or improve their performance Needs assessment – the process of identifying and prioritizing the learning needs of employees © 2015 Cengage Learning 11-4

21. E-Learning Advantages – reduce travel costs – increase productivity – decrease employee stress Disadvantages – not always the appropriate method – not effective for changing behavior or developing problem- solving skills – require significant investment in technology – many employees find it boring and unengaging © 2015 Cengage Learning 11-4

22. Performance Appraisal The process of appraising how well employee are doing their jobs. © 2015 Cengage Learning 11-5

23. Accurately Measuring Job Performance Objective performance measures – measures of performance that are easily and directly counted or quantified (output, scrap, sales, etc) Subjective performance measures – require that someone judge or assess a worker’s performance © 2015 Cengage Learning 11-5

24. Compensation The financial and nonfinancial rewards that organizations give employees in exchange for their work. © 2015 Cengage Learning 11-6

25. Compensation Decisions Pay-level decisions Decisions about whether to pay workers at a level above, below, or at current market wages. Job evaluation – determines the worth of each job by determining market value of skills required to perform it © 2015 Cengage Learning 11-6

26. Compensation Decisions Pay-variability decisions The extent to which employees’ pay varies with individual and company performance Piecework Commission Profit sharing Employee stock ownership plans (ESOP) Stock options © 2015 Cengage Learning 11-6

27. Employment Separation A broad term covering the loss of an employee for any reason. Involuntary separation Voluntary separation © 2015 Cengage Learning 11-6

28. Terminating Employees In most situations, firing should not be the first option. Employees should be fired only for a good reason (wrongful discharge). Employees should always be fired in private. © 2015 Cengage Learning 11-6

29. Downsizing The planned elimination of jobs in a company. May actually decrease productivity and lead to loss of skilled workers. © 2015 Cengage Learning 11-6

30. Guidelines for Conducting Layoffs Provide clear reasons and explanations for the layoffs. To avoid laying off employees with critical or irreplaceable skills, knowledge, and expertise, get input from human resources, the legal department, and several levels of management. Train managers in how to tell employees that they are being laid off (i.e., stay calm; make the meeting short; explain why, but don’t be personal; and provide information about immediate concerns such as benefits, finding a new job, and collecting personal goods). © 2015 Cengage Learning 11-6

31. Guidelines for Conducting Layoffs Give employees the bad news early in the day, and try to avoid laying off employees before holidays. Provide outplacement services and counseling to help laid-off employees find new jobs. Communicate with employees who have not been laid off to explain how the company and their jobs will change. © 2015 Cengage Learning 11-6

32. Retirement Early retirement incentive program (ERIP) – offer financial benefits to employees to encourage them to retire early. – reduces number of employees, lowers costs, creates new openings Phased retirement – employees transition to retirement by working reduced hours before completely retiring © 2015 Cengage Learning 11-6

33. Employee Turnover The loss of employees who choose to leave the company. Functional turnover – Poor-performing employees Dysfunctional turnover – High-performing employees © 2015 Cengage Learning 11-6

34. Barcelona Restaurant Group 1.List the three main activities of human resource management (HRM) and identify which activity is examined at length in the video. 2.Of the various steps in Barcelona’s employee selection process, the job interview is the most brief. Do you agree with the company’s approach to interviewing? Why or why not? 3.Describe Barcelona’s three-stage process for matching job applicants with its organizational objectives, and explain how each stage reveals the fit between job applicants and the needs of the restaurant. © 2015 Cengage Learning