BUS110 Chap 11 - Human Resource Management

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  • Thank you Deborah! This was great! Resume keywords are way more important than resume formats. Because recruiters conduct keyword searches during the initial sourcing process in Applicant Tracking Systems. You're not found if your resume doesn't contain the exact keywords. But it's a pain to find those keywords from the job descriptions. I found the site Jobscan http://ow.ly/RmPcR that identify keywords for your. All you do is paste in your resume plus the job description, then Jobscan analyzes your job description for you automatically and identify the most important keywords for you. It literally takes seconds and it so worth the copy and paste. Saved me so much time AND I got more interviews using Jobscan! I recommend it as well.
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  • 'This is the best HRM ppt ever. My sincere thanks to the priceless efforts by Deborah'
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  • See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. Human resource management is more than hiring employees it now involves a multitude of task and responsibilities. This slide gives some insight into the various roles the HR department has now assumed. Business leaders in many companies now understand the effect management of human capital can have in creating a competitive advantage in the marketplace.
  • See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources.
  • See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources.
  • See Learning Goal 1: Explain the importance of human resource management, and describe current issues in managing human resources. Demographic changes are creating a challenging environment for human resources management requiring these departments to come up with creative ways to attract, develop and retain employees.
  • See Learning Goal 2: Illustrate the effect of legislation on human resource management. Ask the students: Did Affirmative Action create reverse discrimination against whites and males by unfairly giving preference to females and minorities?
  • See Learning Goal 2: Illustrate the effect of legislation on human resource management.
  • See Learning Goal 2: Illustrate the effect of legislation on human resource management.
  • See Learning Goal 3: Summarize the five steps in human resource planning.
  • See Learning Goal 3: Summarize the five steps in human resource planning.
  • See Learning Goal 4: Describe methods that companies use to recruit new employees, and explain some of the issues that make recruitment challenging.
  • See Learning Goal 4: Describe methods that companies use to recruit new employees, and explain some of the issues that make recruitment challenging. Job candidates can come from internal and external sources. In order to attract qualified employees from external sources many employers offer referral bonuses to employees who refer a new employee to the company.
  • See Learning Goal 4: Describe methods that companies use to recruit new employees, and explain some of the issues that make recruitment challenging.
  • See Learning Goal 5: Outline the six steps in selecting employees.
  • See Learning Goal 5: Outline the six steps in selecting employees. Applicants’ Mistakes This slide presents the job application areas where the applicants make the most mistakes. The results are based on the survey of over 1,400 CFOs of US companies with 20 or more employees. The top two areas where applicants make the most mistakes are interviews and resumes. Ask the students: What are your experiences with interviews or resume errors? How many of you follow-up after an interview? (Source: USA Today)
  • See Learning Goal 5: Outline the six steps in selecting employees.
  • See Learning Goal 5: Outline the six steps in selecting employees.
  • See Learning Goal 6: Illustrate employee training and development methods.
  • See Learning Goal 6: Illustrate employee training and development methods.
  • See Learning Goal 6: Illustrate employee training and development methods.
  • See Learning Goal 6: Illustrate employee training and development methods.
  • See Learning Goal 6: Illustrate employee training and development methods. Why Good Employees Quit This slide presents some of the reasons why good employees quit. Ask the students: Why is it important for managers to understand why employees leave a company? (It translates directly into the bottom line of the organization. The higher the turnover, the higher the costs for recruiting, selecting, training and development, etc.) Ask the students: What are other reasons why employee retention is important? (Some other reasons may be morale of the workers, ability to recruit, reputation and image of the company, etc.) Ask the students: Would you like to work at a place that feels like it has a revolving door?
  • See Learning Goal 6: Illustrate employee training and development methods. Many students are familiar with social networking but are unfamiliar with career networking. Ask the students: How can you use sites like Facebook, YouTube, and Twitter to establish and maintain contacts with key managers in and out of the organization?
  • See Learning Goal 7: Trace the six steps in appraising employee compensation programs.
  • See Learning Goal 7: Trace the six steps in appraising employee compensation programs.
  • See Learning Goal 7: Trace the six steps in appraising employee compensation programs. Major Uses of Performance Appraisals This slide gives students insight as to the importance of regular performance appraisals. To start a discussion on performance appraisals ask students to discuss the 360-degree review. After the discussion use the next slide to walk students through some of the problems associated with performance appraisals.
  • See Learning Goal 7: Trace the six steps in appraising employee compensation programs. Performance Appraisal Mistakes This slide highlights some of the problems made while reviewing employees. Ask the students: How can managers avoid some of the issues discussed in this slide? To start a discussion about performance appraisals and teams ask students: Do you think it is fair to have your own performance appraised based on the work of others on your team?
  • See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits.
  • See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits. Students should be aware when accepting a job offer to consider not just the salary but the entire compensation package.
  • See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits. Skill-based pay is increased when teams learn and apply new skills. Gain sharing bases team bonuses on improvements over previous performance.
  • See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits. The rising cost of healthcare and the cost of employer provided health insurance is unsustainable in the long term. This requires both management and employees to create systems that keep cost down, but still provide meaningful coverage. This could include employee wellness programs and/or higher deductibles.
  • See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits.
  • See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits. Special Perks at Dreamworks Employee perks can take different shapes. Companies like Dreamworks try to offer benefits to keep the work environment loose and creative. Have students read this article from Entrepreneur.com (http://www.entrepreneur.com/humanresources/compensationandbenefits/article171630.html) with ideas for twenty low-cost employee perks.
  • See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits. The name of the game today regarding employee benefits is creativity!
  • See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits. Changing Times This slide shows how employees have moved away from monetary based employee benefits to non-monetary based employee benefits. Discuss with students the implication of this trend. Ask the students: Why has this shift occurred? ( Answers will vary but will should include competition and globalization .)
  • See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits. Vacation Days Per Year This slide presents a comparison of number of vacation days per year in different countries. Italy leads with an average of 42 vacation days per year where as the U.S. comes in last with just 13 days. Even though the U.S. comes in last with only 13 days, an interesting fact to share with the students is that most American don’t even use these 13 days. Ask the students: What impact does this benefit of number of days of vacation have on recruiting at an international level? (Most should be able to identify that domestically, it may not have much of an impact. However internationally, potential candidates would be comparing between different countries. Especially if they are from one of the ones that offer a much higher number of vacation days, such as Italy, France, or Germany. This may have an impact on the ability of an organization to recruit.)
  • See Learning Goal 9: Show how managers use scheduling plans to adapt to workers’ needs.
  • See Learning Goal 9: Show how managers use scheduling plans to adapt to workers’ needs.
  • See Learning Goal 9: Show how managers use scheduling plans to adapt to workers’ needs. Flextime gives employees some freedom and empowers them to work when it best meets their schedule. The benefits are obvious and often lead to a more motivated workforce.
  • See Learning Goal 9: Show how managers use scheduling plans to adapt to workers’ needs.
  • See Learning Goal 9: Show how managers use scheduling plans to adapt to workers’ needs.
  • See Learning Goal 9: Show how managers use scheduling plans to adapt to workers’ needs.
  • See Learning Goal 10: Describe how employees can move through a company promotion, reassignment, termination, and retirement.
  • See Learning Goal 2: Illustrate the effect of legislation on human resource management. The Civil Rights Act of 1964 was a significant piece of legislation and directly brought the federal government into human resource management.
  • See Learning Goal 2: Illustrate the effect of legislation on human resource management.
  • See Learning Goal 2: Illustrate the effect of legislation on human resource management.
  • See Learning Goal 2: Illustrate the effect of legislation on human resource management.
  • See Learning Goal 2: Illustrate the effect of legislation on human resource management.
  • See Learning Goal 4: Describe methods that companies use to recruit new employees, and explain some of the issues that make recruitment challenging.
  • See Learning Goal 5: Outline the six steps in selecting employees. Is this an ethical way to try to motivate employees? What are the dangers of using this tactic?
  • See Learning Goal 8: Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits.
  • What are the five steps in human resource planning? The five steps in human resource planning are: Preparing a human resource inventory of the organization’s employees, preparing a job analysis, assessing future human resource demand, assessing future labor supply and establishing a strategic plan. What factors make it difficult to recruit qualified employees? Some factors that make it difficult to recruit qualified employees include: organizational policies that demand promotions from within, union regulations, and low wages. What are the six steps in the selection process? (1) Obtaining complete application forms, (2) conducting initial and follow-up interviews, (3) giving employment tests, (4) conducting background investigations, (5) obtaining results from physical exams, and (6) establishing trial period . Who is considered a contingent worker and why do company’s hire such workers? Contingent workers include part-time workers, temporary workers, seasonal workers, independent contractors, interns, and co-op students. Contingent workers are sometimes hired in an uncertain economic climate, when full-time workers are on leave, when there is peak demand for labor or products and finally when quick service is necessary.
  • What’s human resource management? Human resource management is the process of determining the needs of the organization and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals. What did Title VII of the Civil Rights Act of 1964 achieve? Title VII prohibits discrimination in hiring, firing, compensation, apprenticeships, training, terms, conditions, or privileges of employment based on race, religion, creed, sex, or national origin. At a later date age discrimination was added to the act. What’s the EEOC and what was the intention of affirmative action? The Equal Employment Opportunity Commission was created by the Civil Rights Act. The EEOC was permitted to issue guidelines for acceptable employer conduct in administering equal employment opportunity. Affirmative action is the most controversial policy of the EEOC and was designed to “right past wrongs” by increasing opportunities for minorities and women. What does “accommodations” mean in the American with Disabilities Act of 1990? Employers are required to make “reasonable accommodations” for employees with disabilities, such as modifying equipment or widening doorways.
  • Name and describe five alternative compensation techniques. Commission Plans - rewarding employees with a percentage of sales. Bonus Plans - rewarding employees with payment based on achievement of a predetermined goal. Profit Sharing Plans - giving employees the ability to share in a percentage of the company’s profit. Gain-Sharing Plans - bonus is based on improvements over previous performance. Stock Options - granting employees shares of stocks based on performance. What advantages do compensation plans such as profit sharing offer an organization? The hope is that profit sharing plans will motivate employees to think like owners. What are the benefits and challenges of flextime? Telecommuting? Job sharing? Flextime benefits include allowing employees to adjust to work/life demands. Challenges of flextime include not being applicable for all businesses, making communication more difficult, and creating the possibility of resentment if employees abuse the system. Telecommuting benefits include cost saving for employers and allows employees to manage work/life demands. Challenges of telecommuting includes that it requires disciplined employees to stay focused and communication with employees may suffer. Job sharing benefits include employment opportunities for those who cannot (or prefer not to) work full-time, reduced absenteeism and tardiness, retention of experienced workers and ability to schedule workers during peak times. Challenges of job sharing include the need to hire, train, motivate, and supervise at least twice as many employees.
  • Name and describe four training techniques. Off-the-job training occurs away from the workplace and consists of internal or external programs to develop any of a variety of skills or to foster personal development. An apprenticeship program involves a student or apprentice working alongside an experienced employee to master the skills and procedures of a craft. Vestibule training or near-the-job training is done in a classroom with equipment similar to that used on the job so employees learn proper methods and safety procedures before assuming a specific job assignment. Job simulation is the use of equipment that duplicates job conditions and tasks so trainees can learn skills before attempting them on the job. What’s the primary purpose of a performance appraisal? The primary purpose of a performance appraisal is to determine whether workers are doing an effective and efficient job, with a minimum of errors and disruptions. What are the six steps in a performance appraisal? (1) Establishing performance standards, (2) communicating those standards, (3) evaluating performance, (4) discussing results with employees, (5) taking corrective action, and (6) using the results to make decisions.
  • BUS110 Chap 11 - Human Resource Management

    1. 1. * * Chapter Eleven Human Resource Management: Finding and Keeping the Best Employees Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
    2. 2. HUMAN RESOURCE MANAGEMENT * * Working with People is Just the Beginning LG1 11-
    3. 3. HUMAN RESOURCE MANAGEMENT (HRM) * * <ul><li>Human Resource Management -- The process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating and scheduling employees to achieve organizational goals. </li></ul><ul><li>HRM’s role has grown because: </li></ul><ul><ul><li>Increased recognition of employees as a valuable resource. </li></ul></ul><ul><ul><li>Changes in law that rewrote old workplace practices. </li></ul></ul>LG1 Working with People is Just the Beginning 11-
    4. 4. DEVELOPING the FIRM’S ULTIMATE RESOURCE * * <ul><li>Service and high-tech manufacturing requires employees with highly technical job skills. </li></ul>LG1 Developing the Firm’s Ultimate Resource <ul><li>Such workers are scarce, making recruiting and retention more important and more difficult. </li></ul><ul><li>The human resource job is now the job of all managers in an organization. </li></ul>11-
    5. 5. CHALLENGES in FINDING HIGH-LEVEL WORKERS * * <ul><ul><li>A shortage of trained workers in key areas </li></ul></ul><ul><ul><li>Worker shortage in skilled trades </li></ul></ul><ul><ul><li>Changes in employee attitudes about work </li></ul></ul><ul><ul><li>A declining economy with fewer full-time jobs </li></ul></ul><ul><ul><li>Expanding global markets with low-wage workers </li></ul></ul><ul><ul><li>Increasing benefit demands and benefit costs </li></ul></ul><ul><ul><li>A decreased sense of employee loyalty </li></ul></ul>LG1 The Human Resource Challenge 11-
    6. 6. U.S. Equal Employment Laws 7- Table 7.1
    7. 7. U.S. Equal Employment Laws (cont.) 7- Table 7.1
    8. 8. CONTROVERSIAL PROCEDURES of EEOC * * <ul><li>Affirmative Action -- Policy designed to “right past wrongs” by increasing opportunities for minorities and women in the workplace. </li></ul><ul><li>Reverse Discrimination -- Discrimination against whites or males in hiring or promoting. </li></ul><ul><li>This policy has been at the center of many debates and lawsuits. </li></ul>LG2 Laws Affecting Human Resource Management 11-
    9. 9. MINDING the LAW in HRM * * <ul><li>Employers must know the law and act accordingly. </li></ul><ul><li>Legislation affects all areas of HRM. </li></ul><ul><li>Court cases highlight that sometimes it’s proper to go beyond providing equal rights. </li></ul><ul><li>Changes in law and legislation occur regularly. </li></ul>LG2 Effects of Legislation 11-
    10. 10. IMPLEMENTING EEOC WHICH STATEMENTS ARE T/F? <ul><li>During interviews, it’s not appropriate to ask an applicant his/her age. </li></ul><ul><li>It’s not appropriate to ask an applicant about past work experience. </li></ul><ul><li>It’s OK to ask whether the applicant is physically able to lift heavy weights. </li></ul><ul><li>It’s appropriate to ask women questions about their children. </li></ul><ul><li>You have the right to ask an applicant for names of work-related and personal references. </li></ul><ul><li>It’s OK to ask any applicant whether he or she has an automobile. </li></ul>11-
    11. 11. HUMAN RESOURCE PLANNING PROCESS * * Determining a Firm’s Human Resource Needs LG3 <ul><li>Preparing a human resource inventory of employees. </li></ul><ul><li>Preparing a job analysis. </li></ul><ul><li>Assessing future human resource demand. </li></ul><ul><li>Assessing future labor supply. </li></ul><ul><li>Establishing a strategic plan. </li></ul>11-
    12. 12. WHAT’S a JOB ANALYSIS? * * Determining a Firm’s Human Resource Needs LG3 <ul><li>Job Analysis -- A study of what employees who holds various job titles do. </li></ul><ul><li>Job Description -- Specifies the objectives of the job, the type of work, the responsibilities and duties, working conditions and relationship to other jobs. </li></ul><ul><li>Job Specifications -- A summary of the minimal education and skills needed to do a particular job. </li></ul>11-
    13. 13. RECRUITING EMPLOYEES * * Recruiting Employees from a Diverse Population LG4 <ul><li>Recruitment -- A ctivities for obtaining the right number of qualified people at the right time. </li></ul><ul><li>Methods </li></ul><ul><ul><li>Internal </li></ul></ul><ul><ul><li>External </li></ul></ul>11-
    14. 14. EMPLOYEE SOURCES * * LG4 Recruiting Employees from a Diverse Population 11-
    15. 15. SELECTION * * Selecting Employees Who Will be Productive LG5 <ul><li>Selection -- Gathering information and deciding who should be hired , under legal guidelines, to fit the needs of the organization and individuals. </li></ul>11-
    16. 16. STEPS in the SELECTION PROCESS * * Selecting Employees Who Will be Productive LG5 <ul><li>Obtaining complete application forms </li></ul><ul><li>Conducting initial and follow-up interviews </li></ul><ul><li>Giving employment tests </li></ul><ul><li>Conducting background investigations </li></ul><ul><li>Obtaining results from physical exams </li></ul><ul><li>Establishing trial (probationary) work periods </li></ul>11-
    17. 17. OOPS! Areas Where Job Applicants Make Mistakes * * Source: USA Today, www.usatoday.com . Selecting Employees Who Will be Productive LG5 11-
    18. 18. HIRING CONTINGENT WORKERS * * Hiring Contingent Workers LG5 <ul><li>Contingent Workers -- Include part-time and temporary workers, seasonal workers, independent contractors, interns and co-op students. </li></ul><ul><li>There are about 5.7 million contingent workers in the U.S. </li></ul>11-
    19. 19. WHY HIRE CONTINGENT WORKERS? * * Hiring Contingent Workers LG5 <ul><li>Companies hire contingent workers: </li></ul><ul><ul><li>When full-time workers are on leave </li></ul></ul><ul><ul><li>During periods of peak demand </li></ul></ul><ul><ul><li>In uncertain economic times </li></ul></ul><ul><ul><li>To save on employee benefits </li></ul></ul><ul><ul><li>To screen candidates for future employment </li></ul></ul>11-
    20. 20. TRAINING and DEVELOPING EMPLOYEES * * Training and Developing Employees for Optimum Performance LG6 <ul><li>Training and Development -- All attempts to improve productivity by increasing an employee’s ability to perform. </li></ul><ul><li>Training focuses on short-term skills. </li></ul><ul><li>Development focuses on long-term abilities. </li></ul>11-
    21. 21. THREE STEPS of TRAINING and DEVELOPMENT * * Training and Developing Employees for Optimum Performance LG6 <ul><li>Assessing organization needs and employee skills to develop appropriate training needs. </li></ul><ul><li>Designing training activities to meet identified needs. </li></ul><ul><li>Evaluating the training’s effectiveness. </li></ul>11-
    22. 22. MOST COMMONLY USED TRAINING and DEVELOPMENT ACTIVITIES * * Training and Developing Employees for Optimum Performance LG6 <ul><li>Orientation </li></ul><ul><li>On-the-Job Training </li></ul><ul><li>Apprenticeships </li></ul><ul><li>Off-the-Job Training </li></ul><ul><li>Online Training </li></ul><ul><li>Vestibule Training </li></ul><ul><li>Job Simulation </li></ul>11-
    23. 23. DEVELOPING EFFECTIVE MANAGERS * * Management Development LG6 <ul><li>Management Development -- Training and educating employees to become good managers and tracking the progress of their skills over time. </li></ul><ul><li>Management training includes: </li></ul><ul><ul><li>On-the-job coaching </li></ul></ul><ul><ul><li>Understudy positions </li></ul></ul><ul><ul><li>Job rotation </li></ul></ul><ul><ul><li>Off-the-job courses and training </li></ul></ul>11-
    24. 24. WHY GOOD EMPLOYEES QUIT * * LG6 Management Development Source: Robert Half International 11-
    25. 25. USING NETWORKS and MENTORING * * Networking LG6 <ul><li>Networking -- Establishing and maintaining contacts with key managers in and out of the organization and using those contacts to develop relationships. </li></ul><ul><li>Mentors -- Managers who supervise, coach and guide selected lower-level employees by acting as corporate sponsors. </li></ul><ul><li>Networking and mentoring go beyond the work environment. </li></ul>11-
    26. 26. APPRAISING PERFORMANCE on the JOB * * Appraising Employee Performance to Get Optimum Results LG7 <ul><li>Performance Appraisal -- Measures employee performance against established standards in order to make decisions about promotions, compensation, training or termination. </li></ul><ul><li>A 360-degree review gives managers opinions from people at different levels to get a more accurate idea of the worker’s ability. </li></ul>11-
    27. 27. SIX STEPS of PERFORMANCE APPRAISALS * * Appraising Employee Performance to Get Optimum Results LG7 <ul><li>Establishing performance standards that are understandable, measurable and reasonable. </li></ul><ul><li>Clearly communicating those standards. </li></ul><ul><li>Evaluating performance against the standards. </li></ul><ul><li>Discussing the results with employees. </li></ul><ul><li>Taking corrective action . </li></ul><ul><li>Using the results to make decisions . </li></ul>11-
    28. 28. MAJOR USES of PERFORMANCE APPRAISALS * * LG7 Appraising Employee Performance to Get Optimum Results <ul><li>Identify training needs </li></ul><ul><li>Use as a promotion tool </li></ul><ul><li>Recognize worker’s achievements </li></ul><ul><li>Evaluate the firm’s hiring process </li></ul><ul><li>Judge the effectiveness of the firm’s orientation process </li></ul><ul><li>Use as a basis for possible termination of a worker </li></ul>11-
    29. 29. PERFORMANCE APPRAISAL MISTAKES Common Problems Made While Reviewing Employees * * <ul><li>Contrast Effect - Comparing one employee to another. </li></ul><ul><li>Halo/Horn Effect - Allowing performances in specific areas to unfairly influence overall performance evaluation. </li></ul><ul><li>Similar-to-Me Effect - Generosity to those you feel are more like you. </li></ul>Appraising Employee Performance to Get Optimum Results LG7 11-
    30. 30. COMPENSATION PROGRAMS * * Compensating Employees: Attracting and Keeping the Best LG8 <ul><li>A managed and competitive compensation program helps: </li></ul><ul><ul><li>Attract the kinds of employees the business needs. </li></ul></ul><ul><ul><li>Build employee incentive to work efficiently and productively. </li></ul></ul><ul><ul><li>Keep valued employees from going to competitors or starting their own firm. </li></ul></ul><ul><ul><li>Maintain a competitive market position by keeping costs low due to high productivity from a satisfied workforce. </li></ul></ul><ul><ul><li>Provide employee financial security through wages and fringe benefits. </li></ul></ul>11-
    31. 31. TYPES of PAY SYSTEMS * * Pay Systems LG8 <ul><li>Salary </li></ul><ul><li>Hourly Wage/Day Work </li></ul><ul><li>Piecework System </li></ul><ul><li>Commission Plans </li></ul><ul><li>Bonus Plans </li></ul><ul><li>Profit Sharing Plans </li></ul><ul><li>Gain-Sharing Plans </li></ul><ul><li>Stock Options </li></ul>11-
    32. 32. COMPENSATING TEAMS * * Compensating Teams LG8 <ul><li>Team-based pay programs are more challenging than individual pay systems. </li></ul><ul><li>The two most common methods for teams involve: </li></ul><ul><ul><li>Skill-Based: Pay is increased as skill increases. ( Eastman Chemical uses this system.) </li></ul></ul><ul><ul><li>Gain-Sharing: Pay is increased as performance increases. ( Nucor Steel uses this system.) </li></ul></ul>11-
    33. 33. FRINGE BENEFITS on the JOB * * Fringe Benefits LG8 <ul><li>Fringe Benefits -- Sick leave, vacation pay, pension and health plans that provide additional compensation to employees beyond base wages. </li></ul><ul><li>In 1929, Fringe benefits accounted for less than 2% of payroll cost. Today it’s about 30%. </li></ul><ul><li>Healthcare has been the most significant increase in fringe benefit cost. </li></ul>11-
    34. 34. The RANGE of FRINGE BENEFITS * * Fringe Benefits LG8 <ul><li>Fringe benefits include incentives like: </li></ul><ul><ul><li>Company cars </li></ul></ul><ul><ul><li>Country club memberships </li></ul></ul><ul><ul><li>Recreation facilities </li></ul></ul><ul><ul><li>Special home mortgage rates </li></ul></ul><ul><ul><li>Paid and unpaid sabbaticals </li></ul></ul><ul><ul><li>Day-care and elder care services </li></ul></ul><ul><ul><li>Dental and eye care </li></ul></ul><ul><ul><li>Legal counseling </li></ul></ul><ul><ul><li>Short or compressed work weeks </li></ul></ul>11-
    35. 35. SPECIAL PERKS at DREAMWORKS * * LG8 Fringe Benefits <ul><li>Free DVDs and screenings of current films. </li></ul><ul><li>Free breakfast and lunch plus dinner when working late. </li></ul><ul><li>Free snack rooms on every floor. </li></ul><ul><li>Profit sharing. </li></ul><ul><li>Ping-Pong and poker tournaments during work hours. </li></ul>11-
    36. 36. CAFETERIA-STYLE and SOFT BENEFITS * * Fringe Benefits LG8 <ul><li>Cafeteria-Style Fringe Benefits -- Allow employees to choose the benefits they want (up to a certain dollar amount). </li></ul><ul><li>Soft Benefits include: </li></ul><ul><ul><li>Onsite haircuts and shoe repair </li></ul></ul><ul><ul><li>Concierge services </li></ul></ul><ul><ul><li>Free meals at work </li></ul></ul><ul><ul><li>Doggie daycare </li></ul></ul><ul><ul><li>Onsite farmer’s markets </li></ul></ul>11-
    37. 37. CHANGING TIMES, CHANGING EMPLOYEE BENEFITS * * LG8 Fringe Benefits Source: National Study of Emplyees (2008), Family & Work Institute. 11- Employer Benefits 1998 2008 Provide Pension Plans 48% 29% Offer Wellness Programs 51% 60% Retirement Plan Contribution 91% 81% Permit Some Flexible Work Hours 68% 80%
    38. 38. LET’S GO to the BEACH! Average Vacation Days by Country * * Fringe Benefits LG8 11-
    39. 39. FLEXIBLE SCHEDULING PLANS * * Scheduling Employees to Meet Organizational and Employee Needs LG9 <ul><li>Flextime Plan -- Gives employees some freedom to choose which hours to work as long as they work the required number. </li></ul><ul><li>Compressed Work Week -- Employees work the full number of work hours, but in fewer than the standard number of days. </li></ul><ul><li>Job Sharing -- Lets two or more part-time employees share on a full-time job. </li></ul>11-
    40. 40. USING FLEXTIME PLANS * * Flextime Plans LG9 <ul><li>Most flextime plans require Core Time -- When all employees are expected to be at their job stations. </li></ul><ul><li>Flextime is hard to incorporate into shift work and managers have to work longer hours. </li></ul><ul><li>Communication among employees can also be difficult under flextime and managers have to be alert to any system abuses. </li></ul>11-
    41. 41. A FLEXTIME CHART * * Flextime Plans LG9 11-
    42. 42. COMPRESSED WORK WEEKS * * Flextime Plans LG9 <ul><li>Employees enjoy long weekends after working long days. </li></ul><ul><li>Productivity is a concern. </li></ul><ul><li>Nurses and firefighters often work compressed work weeks. </li></ul>11-
    43. 43. JOB SHARING BENEFITS * * Job Sharing Plans LG9 <ul><li>Provides employment opportunities for many people who cannot work full time. </li></ul><ul><li>Workers tend to be enthusiastic and productive. </li></ul><ul><li>Absenteeism and tardiness are reduced. </li></ul><ul><li>Employers can schedule part-time workers in peak demand periods. </li></ul>11-
    44. 44. MOVEMENT of EMPLOYEES * * Moving Employees Up, Over and Out LG9 <ul><li>Employees are promoted or reassigned. </li></ul><ul><li>Employees are terminated due to performance or economic situations. </li></ul><ul><li>Employees retire. </li></ul>11-
    45. 45. TERMINATING EMPLOYEES * * Terminating Employees LG10 <ul><li>As the economic crisis grew, more and more employers have had to layoff employees. </li></ul><ul><li>Even when the economy is booming, employers are hesitant to hire full-time workers because of the cost of termination. </li></ul><ul><li>Firing employees is more difficult for employers because of laws preventing termination for certain acts. </li></ul>11-
    46. 46. Review Only
    47. 47. SALLY MAINQUIST Certes Financial Pros * * <ul><li>Certes finds financial professionals to fit temporary, flexible work environments. </li></ul><ul><li>Besides receiving outstanding benefits, Mainquist’s workers gain a very broad range of work experience. </li></ul>Profile 11-
    48. 48. CIVIL RIGHTS ACT of 1964 * * <ul><li>Title VII prohibits discrimination in hiring, firing, compensation, apprenticeships, training, terms, conditions or privileges of employment based on: </li></ul><ul><ul><li>Race </li></ul></ul><ul><ul><li>Religion </li></ul></ul><ul><ul><li>Creed </li></ul></ul><ul><ul><li>Sex </li></ul></ul><ul><ul><li>Age </li></ul></ul><ul><ul><li>National Origin </li></ul></ul>LG2 Laws Affecting Human Resource Management 11-
    49. 49. 1972 EQUAL EMPLOYMENT OPPORTUNITY ACT (EEOA) * * <ul><li>Strengthened the Equal Employment Opportunity Commission (EEOC). </li></ul><ul><li>Gave EEOC the right to issue workplace guidelines for acceptable employer conduct. </li></ul><ul><li>EEOC could mandate specific recordkeeping procedures. </li></ul><ul><li>EEOC was vested with the power of enforcement. </li></ul>LG2 Laws Affecting Human Resource Management 11-
    50. 50. CIVIL RIGHTS ACT of 1991 and OFCCP * * <ul><li>Civil Rights Act of 1991 </li></ul><ul><li>Amended Title VII and gave victims of discrimination the right to a jury trial and possible damages. </li></ul><ul><li>Office of Federal Contract Compliance Programs (OFCCP) </li></ul><ul><li>Ensures that employers doing business with the federal government comply with the nondiscrimination and affirmative action laws. </li></ul>LG2 Laws Affecting Human Resource Management 11-
    51. 51. LAWS PROTECTING EMPLOYEES with DISABILITIES * * <ul><li>Americans with Disabilities Act of 1990 (ADA) </li></ul><ul><li>Requires employers to give applicants with physical or mental disabilities the same consideration for employment as people without disabilities. </li></ul>LG2 Laws Protecting Employees with Disabilities and Older Employees <ul><li>Also requires “reasonable accommodations” for employees with disabilities. </li></ul><ul><li>Passage in 2008 of Americans with Disabilities Amendments Act expanded protection. </li></ul>11-
    52. 52. AGE DISCRIMINATION in EMPLOYMENT ACT (ADEA) * * <ul><li>Age Discrimination in Employment Act (ADEA) </li></ul>LG2 Laws Protecting Employees with Disabilities and Older Employees <ul><li>Protects workers 40 and over from employment and workplace discrimination in hiring, firing, promotion, layoff, compensation, benefits, job assignments and training. </li></ul>11-
    53. 53. IT’S NOT EASY BEING SMALL (Spotlight on Small Business) * * <ul><li>To survive, small businesses must recruit and retain qualified workers. </li></ul><ul><li>Unfortunately, they lack the resources of larger companies to compete for employees. </li></ul><ul><li>Small businesses need innovations like: </li></ul><ul><ul><li>Letting staff help recruit and select candidates. </li></ul></ul><ul><ul><li>“ Test-Drive” an employee. </li></ul></ul><ul><ul><li>Seek out publicity through local media. </li></ul></ul>11-
    54. 54. MOTIVATING TEMPORARY EMPLOYEES (Making Ethical Decisions) * * <ul><li>Contingent workers perform well if the promise of full-time employment is a possibility. </li></ul><ul><li>Highbrow’s has no intention of hiring any temporary workers full-time. </li></ul><ul><li>But the company feels if they imply two workers will be hired full time, it may improve employee performance. What is the ethical thing for them to do? </li></ul>11-
    55. 55. WORKING WORLDWIDE (Reaching Beyond Our Borders) * * <ul><li>Managers need to understand the business needs of each country they operate in. </li></ul><ul><ul><li>Compensation: Conversion to foreign currencies and special allowances often are needed. </li></ul></ul><ul><ul><li>Health and Pension Standards: Benefits are different country-by-country. </li></ul></ul><ul><ul><li>Paid Time Off: Vacation time, sick and personal leave vary. </li></ul></ul><ul><ul><li>Taxation: Tax policies vary. </li></ul></ul><ul><ul><li>Communication: Employees can feel disconnected in other countries. </li></ul></ul>11-
    56. 56. PROGRESS ASSESSMENT * * Progress Assessment <ul><li>What are the five steps in human resource planning? </li></ul><ul><li>What factors make it difficult to recruit qualified employees? </li></ul><ul><li>What are the six steps in the selection process? </li></ul><ul><li>Who is considered a contingent worker and why do company hire such workers? </li></ul>11-
    57. 57. PROGRESS ASSESSMENT * * <ul><li>What’s human resource management? </li></ul><ul><li>What did Title VII of the Civil Rights Act of 1964 achieve? </li></ul><ul><li>What’s the EEOC and what was the intention of affirmative action? </li></ul><ul><li>What does “accommodations” mean in the Americans with Disabilities Act of 1990? </li></ul>Progress Assessment 11-
    58. 58. PROGRESS ASSESSMENT * * Progress Assessment <ul><li>Name and describe five alternative compensation techniques. </li></ul><ul><li>What advantages do compensation plans such as profit sharing offer an organization? </li></ul><ul><li>What are the benefits and challenges of flextime? Telecommuting? Job sharing? </li></ul>11-
    59. 59. PROGRESS ASSESSMENT * * Progress Assessment <ul><li>Name and describe four training techniques. </li></ul><ul><li>What’s the primary purpose of a performance appraisal? </li></ul><ul><li>What are the six steps in a performance appraisal? </li></ul>11-

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