Human resources management

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. *
*
CHALLENGES in FINDING
HIGH-LEVEL WORKERS
• A shortage of trained workers in key areas
• Worker shortage in skilled trades
• Changes in employee attitudes about work
• A declining economy with fewer full-time jobs
• Expanding global markets with low-wage workers
• Increasing benefit demands and benefit costs
• A decreased sense of employee loyalty
LG1
The Human
Resource
Challenge
11-2

3. *
*
CIVIL RIGHTS ACT of 1964
• Title VII prohibits discrimination in hiring, firing,
compensation, apprenticeships, training, terms,
conditions or privileges of employment based on:
- Race
- Religion
- Creed
- Sex
- Age
- National Origin
LG2
Laws Affecting
Human Resource
Management
11-3

4. *
*
HUMAN RESOURCE PLANNING
PROCESS
Determining a
Firm’s Human
Resource Needs
LG3
• Preparing a human resource
inventory of employees.
• Preparing a job analysis.
• Assessing future human
resource demand.
• Assessing future labor
supply.
• Establishing a strategic plan.
11-4

5. *
*
RECRUITING EMPLOYEES
Recruiting
Employees from
a Diverse
Population
LG4
• Recruitment -- The set of activities for obtaining the
right number of qualified people at the right time.
• Human resource managers use both internal and
external sources to recruit employees.
• Small businesses
often make use of
web sources like
CareerBuilder and
Monster to recruit
employees.
11-5

6. *
*
EMPLOYEE SOURCES
LG4
Recruiting
Employees from
a Diverse
Population
11-6

7. *
*
SELECTION
Selecting
Employees Who
Will be
Productive
LG5
• Selection -- The process of gathering information
and deciding who should be hired, under legal
guidelines, to fit the needs of the organization and
individuals.
11-7

8. *
*
TRAINING and DEVELOPING
EMPLOYEES
Training and
Developing
Employees for
Optimum
Performance
LG6
• Training and Development -- All attempts to
improve productivity by increasing an employee’s
ability to perform.
• Training focuses on short-term skills.
• Development focuses on long-term abilities.
11-8

9. *
*
MOST COMMONLY USED TRAINING
and DEVELOPMENT ACTIVITIES
Training and
Developing
Employees for
Optimum
Performance
LG6
• Orientation
• On-the-Job Training
• Apprenticeships
• Off-the-Job Training
• Online Training
• Vestibule Training
• Job Simulation
11-9

10. *
*
DEVELOPING EFFECTIVE
MANAGERS
Management
Development
LG6
• Management Development -- The process of
training and educating employees to become good
managers and tracking the progress of their skills
over time.
• Management training includes:
- On-the-job coaching
- Understudy positions
- Job rotation
- Off-the-job courses and training
11-10

11. *
*
COMPENSATION PROGRAMS
Compensating
Employees:
Attracting and
Keeping the Best
LG8
• A managed and competitive compensation
program helps:
- Attract the kinds of employees the business needs.
- Build employee incentive to work efficiently and
productively.
- Keep valued employees from going to competitors or
starting their own firm.
- Maintain a competitive market position by keeping costs
low due to high productivity from a satisfied workforce.
- Provide employee financial security through wages and
fringe benefits.
11-11

12. *
*
TYPES of PAY SYSTEMS Pay Systems
LG8
• Salary
• Hourly Wage/Day Work
• Piecework System
• Commission Plans
• Bonus Plans
• Profit Sharing Plans
• Gain-Sharing Plans
• Stock Options
11-12

13. *
*
FLEXIBLE SCHEDULING PLANS
Scheduling
Employees to Meet
Organizational and
Employee Needs
LG9
• Flextime Plan -- Gives employees some freedom to
choose which hours to work as long as they work the
required number.
• Compressed Work Week -- Employees work the
full number of work hours, but in fewer than the
standard number of days.
• Job Sharing -- Lets two or more part-time
employees share on a full-time job.
11-13