2. Explain the role and responsibilities of
human resource management.
Describe how recruitment and selection
contribute to placing the right person in a
job.
Discuss how orientation, training
programs, and performance appraisals
help companies develop their employees.
Describe how firms compensate
employees through pay systems and
benefit programs.
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LearningGoals
Discuss employee separation and
the impact of downsizing and
outsourcing.
Explain the different methods and
theories of motivation.
Discuss the role of labor unions, the
collective bargaining process, and
methods for settling labor-
management disputes.
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3. ■ Human resource management - function of attracting,
developing, and retaining employees who can perform
the activities necessary to accomplish organizational
objectives. Three main objectives:
1) Providing qualified, well-trained employees for the
organization.
2) Maximizing employee effectiveness in the
organization.
3) Satisfying individual employee needs through
monetary compensation, benefits, opportunities to
advance, and job satisfaction.
HRM: Vital toALLOrganizations
5. Recruitment andSelection
■ Recruiting techniques continue to evolve as
technology advances.
■ Internet recruiting is quick, efficient, and
inexpensive.
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■ Reach a large pool of job seekers – monster.com
Use social networking sites
■ HR must be creative in searching for qualified
employees.
■ Businesses look both internally and externally.
6. SelectingandHiring Employees
■ Must follow legal requirements.
Civil Rights Act of 1964
American with Disabilities Act
Equal Employment Opportunity Co
programs
Civil Rights Act of 1991
Failure to follow these exposes
company to risk of litigation.
Hiring is a costly process for
employers.
Some employers require
employment tests.
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7. OrientationandTraining
■ Newly-hired employee often completes an orientation
program
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■ Inform employees about company policies
Employee manuals
Describe benefits/programs
Training
■ Training Programs
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■ On-the-job training
Classroom and computer-based training
Management development
8. Performance Appraisals
■ Performance appraisal - evaluation of and feedback
on an employee’s job performance.
■ Some firms conduct peer reviews while other firms
allow employees to review their supervisors and
managers.
■ May conduct a 360-degree performance review, a
process that gathers feedback from a review panel
that includes co-workers, supervisors, team members,
subordinates, and sometimes customers.
9. Compensation
■ Wages - compensation based on an hourly pay rate
or the amount of output produced.
Salary - compensation calculated on a periodic basis,
such as weekly or monthly.
Most firms base compensation decisions on five
factors:
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■ What competing companies are paying
Government regulation
The cost of living
Company profits
Employee’s productivity
11. Employee Benefits
■ Employee Benefits - additional compensation, such as
vacation, retirement plans, profit-sharing, health insurance,
gym memberships, child and elder care, and tuition
reimbursement, paid entirely or in part by the company.
30% of total employee compensation.
Some benefits required by law:
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■ Social Security and Medicare contributions
■ State unemployment insurance and workers’ compensation
programs
■ Costs of health care are increasingly being shifted to
workers.
Retirement plans have become a big area of concern for
businesses.
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13. Flexible Benefits
■ Employees are provided a range of options from
which they can choose.
■ Medical, dental, vision, life, and disability insurance
Many companies also offer flexible time off
policies instead of establishing a set number of
holidays, vacation days, and sick days.
56% of companies surveyed use paid time off
(PTO) programs.
■ More than ½ claim they have reduced unscheduled
absences
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14. Flexible Work
■ Allow employees to adjust their working hours and places of
work to accommodate their personal needs.
Flextime allows employees to set their own work hours within
constraints specified by the firm.
A compressed workweek allows employees to work the
regular number of weekly hours in fewer than the typical five
days.
A job sharing program allows two or more employees to
divide the tasks of one job.
A home-based work program allows employees, or
telecommuters, to perform their jobs from home instead of at
the workplace.
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■ More than 70 percent of Generation Y professionals are concerned
with balancing career with personal life
15. Employee Separation
■ Voluntary turnover: employees leave firms to start their own
businesses, take jobs with other firms, move to another city,
or retire.
■ Some firms ask employees who leave voluntarily to participate in
exit interviews to find out why they decided to leave.
Successful companies are clearly focused on retaining their best
workers.
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■ Involuntary turnover: employers terminate employees
because of poor job performance, negative attitudes toward
work and co-workers, or misconduct such as dishonesty or
sexual harassment.
■ Necessary because poor performers lower productivity and
employee morale.
Employers must carefully document reasons when terminating
employees.
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16. Downsizing/Outsourcing
■ Downsizing - process of
reducing the number of
employees within a firm by
eliminating jobs
Downsizing has negative
effects:
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■ Anxiety, health problems,
and lost productivity
among remaining
workers
Expensive severance
packages paid to laid-off
workers
A domino effect on the
local economy
■ Outsourcing – transferring
jobs from inside a firm to
outside the firm
To save expenses and
remain flexible, companies
will try to outsource functions
that are not part of their core
business.
Although outsourcing might
work on paper, the reality
might be different.
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17. Motivating Employees
■ Motivation starts with good employee morale, the mental
attitude of employees toward their employer and job.
High employee morale occurs in organizations where workers feel
valued, heard, and empowered to contribute what they do best.
Poor morale shows up through absenteeism, voluntary turnover,
and lack of motivation.
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18. Maslow’s HierarchyofNeeds
■ Maslow’s Hierarchy of Needs: people have five levels of needs
that they seek to satisfy.
A satisfied need is not a motivator; only needs that remain
unsatisfied can influence behavior.
People’s needs are arranged in a hierarchy of importance; once
they satisfy one need, at least partially, another emerges and
demands satisfaction.
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■ Physiological needs
Safety needs
Social (belongingness) needs
Esteem needs
Self-actualization needs
19. Herzberg’s Two-FactorTheory
■ Hygiene Factors –
result in satisfaction
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■ Job Environment
Salary
Job Security
Personal Life
Working Conditions
Status
Interpersonal Relations
Supervision
Company Policies
■ Motivator Factors –
can produce high levels
of motivation if present
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■ Achievement
Recognition
Advancement
The Job Itself
Growth Opportunities
Responsibility
20. ExpectancyTheory&EquityTheory
■ Expectancy Theory –
describes the process
people use to evaluate the
likelihood that their efforts
will yield the results they
want, along with the
degree to which they want
those results
■ Equity Theory –
individual’s perception of
fair and equitable
treatment
21. Goal-SettingTheory
■ Goal: target, objective,
or result that someone
tries to accomplish
Goal-setting theory --
people will be motivated
to the extent to which
they accept specific,
challenging goals and
receive feedback that
indicates their progress
toward goal
achievement
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22. Management byObjective
■ Systematic and organized approach that allows managers
to focus on attainable goals and to achieve the best
results based on the organization’s resources.
MBO helps motivate individuals by aligning their
objectives with the goals of the organization, increasing
overall organization performance.
MBO principals:
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■ A series of related organizations, goals, and objectives
Specific objectives for each individual
Participative decision making
Set time period to accomplish goals
Performance evaluation and feedback
23. JobDesign&Motivation
■ Job enlargement: job design that expands an
employee’s responsibilities by increasing the number
and variety of tasks assigned to the worker
■ Job enrichment: involves an expansion of job duties
that empowers an employee to make decisions and
learn new skills leading toward career growth
■ Job rotation involves systematically moving
employees from one job to another.
24. Managers’ Attitudes &Motivation
■ Two assumptions managers make about employees,
according to psychologist Douglas McGregor:
Theory X: assumes that employees dislike work and try to avoid
it whenever possible, so management must coerce them to do
their jobs.
Theory Y: assumes that the typical person actually likes work
and will seek and accept greater responsibility.
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■ Most people can think of creative ways to solve work-related problems.
Most people should be given the opportunity to participate in decision
making.
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■ A third theory from management professor William Ouchi:
Theory Z: worker involvement is key to increased productivity
for the company and improved quality of work life for employees.
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25. Labor-Management Relations
■ Labor union: group of workers who have banded
together to achieve common goals in the areas of
wages, hours, and working conditions.
Found at local, national, and international levels.
The organized efforts of Philadelphia printers in
1786 resulted in the first U.S. minimum wage - $1 a
day.
12% of the nation’s full-time workforce belongs to
labor unions.
■ 1/3 of government workers, 8% of private sector
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26. LaborLegislation
■ National Labor Relations Act of 1935 (Wagner Act) legalized
collective bargaining and required employers to negotiate with
elected representatives of their employees.
Fair Labor Standards Act of 1938 set the initial federal
minimum wage and maximum basic workweek for workers
employed in industries engaged in interstate commerce;
outlawed child labor.
Taft-Hartley Act of 1947 (Labor-Management Relations Act)
limited unions’ power by prohibiting a variety of unfair practices,
including coercing employees to join unions and coercing
employers to discriminate against employees who are not union
members.
Landrum-Griffin Act of 1959 (Labor-Management Reporting
and Disclosure Act) amended the Taft-Hartley Act to promote
honesty and democracy in running unions’ internal affairs.
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27. ColectiveBargainingProcess
■ Collective bargaining: process of negotiation
between management and union representatives
Issues involved can include:
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■ Wages
Work hours
Benefits
Union activities and responsibilities
Grievance handling and arbitration
Layoffs
Employee rights and seniority
28. SettlingLabor-Management Disputes
■ Most labor-management
negotiations result in a signed
agreement without a work
stoppage.
On average, 20 or fewer
negotiations involve a work
stoppage.
Mediation is the process of
settling labor-management
disputes through
recommendations of a third party.
Arbitration adds a third party who
renders a legally binding
decision.
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29. Competitive Tactics ofUnions and
Management
■ Union Tactics
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■ Strikes - temporary work stoppage by employees
until a dispute has been settled or a contract signed.
Picketing - workers marching in public protest against
their employer.
Boycott - organized attempt to keep the public from
purchasing the goods and services of the firm.
■ Management Tactics
■ Lockout - a management strike to put pressure on
union members by closing the firm.
30. FutureofLaborUnions
■ Membership and influence are declining, caused by
a shift from manufacturing industries to information
and service businesses.
8% of private-sector workers are union members,
but that is down from 17% in 1983.
52% of union members are government employees.
Unions need to be more flexible and adapt to a
global economy and diverse workforce.
Unions can recognize the potential for prosperity for
all—management and union workers included.
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