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10

  1. 1. HUMAN RESOURCE MANAGEMENTChapter 10
  2. 2. WHAT ARE THE PURPOSE AND LEGALCONTEXT OF HUMAN RESOURCEMANAGEMENT? Human resource management attracts, develops and maintains a talented workforce
  3. 3.  Strategic human resource management aligns human capital with organizational strategies Human capital – the economic value of people with job- relevant abilities, knowledge, ideas, energies and commitments. Government legislation protects against employment discrimination Job discrimination – someone is denied a job or job assignment for non-job relevant reasons
  4. 4.  Equal Employment Opportunity (EEO) – the right to employment advancement without regard to race, sex, religion, color or national origin. Affirmative action – an effort to give preference in employment to women and minority group members Bona fide occupational qualifications – employment criteria justified by capacity to perform a job
  5. 5.  Laws can’t guarantee that employee discrimination won’t happen Employee privacy – right to privacy on and off the job Pay discrimination – occurs when women and men are paid differently for doing equal work Pregnancy discrimination – penalizes a woman on the job or as a job applicant for being pregnant Age discrimination – penalizes an employee in a job or as a job applicant for being over the age of 40
  6. 6. WHAT ARE THE ESSENTIAL HUMAN RESOURCEMANAGEMENT PRACTICES? Person-job fit – match of individual skills, interests an personal characteristics with the job Person-organization fit – is the match of individual values, interests and behavior with the organizational culture
  7. 7.  Recruitment attracts qualified job applicants Recruitment – a set of activities designed to attracts a qualified pool of applicants Realistic job previews – provide job candidates with all pertinent information about a job and organization
  8. 8.  Selection makes decisions to hire qualified job applicants Selection – choosing whom to hire from a pool of qualified job applicants Reliability – a selection device gives consistent results over repeated measures Validity – the scores on a selection device have demonstrated links on job performance Assessment center – examines how job candidates handle simulated work situations Work sampling – evaluates applicants as they perform actual work talents
  9. 9.  Socialization and organization integrate new employees into the organization Socialization – systematically influences the expectations, behavior and attitudes of new employees Orientation – familiarizes new employees with jobs, co-workers and organizational policies and services
  10. 10.  Training continually develops employee skills and capabilities Coaching – occurs as an experienced person offers performance advice to a less experienced person Mentoring – assigns early-career employees as protégés to more senior ones Reverse Mentoring – younger and newly-hired employees mentor senior executives often on latest developments with digital technologies
  11. 11.  Performance management appraises and rewards accomplishments Performance appraisal – process of formally evaluating performance and providing feedback to a job holder Graphic rating scale – uses a checklist of traits or characteristics to evaluate performance Behavior-anchored rating scale (BARS) – uses specific descriptions of actual behaviors to rate various levels of performance
  12. 12.  Critical-incident technique – keeps a log of someone’s effective and ineffective job behaviors 360⁰ feedback – includes superiors, subordinates, peers and even customers in the appraisal process Multiperson comparison – compares one person’s performance with that of others
  13. 13.  Retention and career development provide career paths Career development – process of managing how a person grows and progresses in a career Career planning – process of matching career goals and individual capabilities with opportunities for their fulfillment
  14. 14. WHAT ARE THE CURRENT ISSUES IN HUMANRESOURCE MANAGEMENT? Today’s lifestyle increases demands for flexibly and work-life balance Work-life balance - involves balancing career demands with personal and family needs Organizations are using more independent contractors and party-time workers Independent contractors – hired on temporary contracts and are not part of the organization’s permanent workforce
  15. 15.  Contingency workers – work as needed and part-time, often on a longer-time basis Compensation plans influence employee recruitment and retention Merit pay – awards pay increases in proportion to performance contributions Bonus pay – plans provide one-time payments based on performance accomplishments
  16. 16.  Profit-sharing – distributes to employees a proportion of net profits earned by the organization Gain sharing – allows employees to share in cost savings or productivity gains realized by their efforts Stock options – give the right to purchase shares at a fixed price in the future
  17. 17.  Fringe Benefits are an important part of employee compensation packages Fringe benefits – non-monetary forms of compensation such as health insurance and retirement plans Family-friendly benefits – help employees achieve better work- life balance Flexible benefits – programs allow choice to personalize benefits within a set dollar allowance Employee assistance programs – helps employees cope with personal stresses and problems
  18. 18.  Labor relations and collective bargaining are closely governed by law Labor union – an organization that deals with employers on the workers’ collective behalf Labor contract – formal agreement between a union and an employer about the terms of work for union members Collective bargaining – the process of negotiating, administering and interpreting a labor contract Two-tie wager systems – pay new hires less than the workers already doing the same jobs with more seniority

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