Bài giảng Economics - Chapter 11 Managing Human Resources

Chapter ElevenManagingHuman Resources11-1Source: Katherine Mieszkowski, “Don’t Wanna Be You (Temp) Slave!,”Fast Company, September 1998, p. 40.Temporary Staffing...Is a $50 billion a year business Sends more than 2.5 million people to work each day as tempsIs used by one in five corporations for at least 10% of its workforceProcesses of Job AnalysisJob analysis The determination through observation and study, of pertinent information about a job, including specific tasks and necessary abilities, knowledge, and skills.Job description The formal, written description of a specific job, such as the job title, tasks to be performed, physical and mental skills required, duties, and responsibilities.Job specification The written description of the qualifications necessary for a specific job, such as education, experience, personal characteristics, and physical characteristics.11-2Recruiting New Employees11-3Recruiting PoolExternal SourcesInternal SourcesCurrent Employees“Head Hunters”Universities & CollegesClassifiedsThe Selection Process11-4ApplicationInterviewTestingReferenceCheckingJob?Skills Lacked by Job ApplicantsForeign language 43%Technology 15%11-5Source: “Footnotes,” Business Week, May 25, 1998, p. 8.Education Pays11-6Source: Statistics CanadaAverage salary by education level in 1995University DegreeLess than Grade 9High School$42,054$19,377$22,846Legislation Regulating Hiring and Compensation PracticesEmployment Equity Act (1987). The Federal enacted a law governing the hiring practices of federally regulated organizations.Human Rights Acts (various). Each province has its own variation of the law to govern the rights and freedoms of all people, regardless of their race, religion, sexual orientation, age, gender, etc.11-7Paycheck Gender GapWomen make just 71 centsfor every $1 men make.11-8Source: The Daily, Statistics Canada, May 12, 1998, page 5, 1995 CensusTurnoverPromotionTransferSeparationresignretireterminate (layoff, downsize)11-9Different Compensation PlansTime Wages Financial award based on number of hours workedPiece Wages Financial award based on the output achievedCommission Payment to an employee of a fixed amount or a percentage of the employee’s sales11-10aDifferent Compensation PlansSalary Financial award calculated on a weekly, monthly, or annual basisBonus An addition to regular compensation for exceptional performance or in appreciation for good workProfit sharing Distribution of percentage of company profit to employees; sometimes distribution is in the form of company stock11-10bValued Benefits for Families11-11Source: USA Today, September 16, 1998, B-1.92%86%81%78%72%64%64%Flexible hoursFamily/medical leaveResource/referralEmployee assistance programPart-time/job sharingDependent care accountTelecommutingWhat executives most say are valuable benefits to offeremployees with dependent-care needs:Contract IssuesWagesForm of payMagnitude of payDeterminants of payCost-of-living adjustmentsShift differential adjustmentsBenefitsInsurance (health and life)RetirementProfit sharing (ESOPs)SecurityDetermination of methods of promotion, transfersJob protectionProtection of the union as bargaining agent11-12aContract IssuesHours of WorkOvertimeVacationSick timeHolidaysMaternity/paternity leaveBreaks (lunch and coffee)Rest periodsOther IssuesGrievance proceduresUnion activities and responsibilitiesManagement activities and responsibilitiesStrikesWorking conditions11-12bThe Collective Bargaining Process11-13Union prepares list ofdemands and concessions:Pay raisesOvertime ratesBenefitsSecuritySeniorityManagement prepares list ofdemands and concessions:SchedulingHiring and firingPay cutsProduction standardsDisciplineNegotiation teams establishrules and schedule meetingsNegotiation and compromiseRejection of contractRatification of contractRenegotiation of contractUnion represents workers atthat work facilityUnion tactics:Strikes, Boycotts, PicketingManagement tactics:Lockouts, StrikebreakersPressure Tactics of Labourand ManagementLabour11-14StrikesPicketingBoycottLockoutStrikebreakers/hiringreplacementsManagementThe Number of Major Labour Disputes are Declining1989 620 480,0001999 413 159,00011-15Source: Statistics Canada, Perspectives on Labour and Income, Catalogue No. 75-001, Autumn 2001# of Strikesor Lockouts# of Workers InvolvedCharacteristics of Diversity11-16SexualOrientationAgeGenderRaceEthnicityAbilitiesPrimary Characteristics Secondary CharacteristicsEducationWork BackgroundIncomeMarital StatusParental StatusMilitary ExperienceReligious BeliefsGeographic LocationBoss Gender Preference11-17Source: USA Today, November 11, 1998, p. B-1.Dependsor doesn’tmatter 63% Male23% Female12% Not sure 2% Preference amongcurrently employedadults for a maleor female boss:Solve the Dilemmaa. What did Medallion’s HRM department do right in dealing with the employees who were laid off?b. What are some of the potential problems that must be dealt with after an organization experiences a major trauma such as massive layoffs?c. What can Medallion do to make the team approach work more smoothly? What role do you think diversity training should play?11-18Explore Your Career OptionsWhat are some of the factors you consider most important in deciding which job to accept after graduation? Is your decision about your university or college major most influenced by salary, hiring potential in particular areas, or quality of life issues?11-19Additional Discussion Questions and Exercises1. Where do most firms recruit qualified applicants?2. Why has the use of physical examinations in the selection process become controversial for business?3. Employee Assistance Programs (EAPs) add to company costs. Why should a firm bother with Employee Assistance Programs ?4. Bring a copy of a local newspaper “Help Wanted” section to class. What qualifications (job specifications) do the ads request of applicants?11-20aAdditional Discussion Questions and Exercises5. Bring a copy of a performance appraisal form to class. Copies may be secured from companies, or examples may be presented in textbooks. Is the performance appraisal based on objective or subjective information? Is the performance appraisal based on preset objectives for the individual employee?11-20bChapter 11 Quiz11-21a1. Which of the following positions is most likely to be compensated through commissions? a. counter worker at a fast-food restaurant b. bricklayer c. automobile salesperson d. secretary2. Which of the following is not an example of a benefit? a. bonuses b. retirement plans c. health insurance d. credit union membershipChapter 11 Quiz11-21b3. Which of the following brings in a neutral third party to settle the dispute in which the decision made by the third party is legally binding and enforceable? a. boycott b. conciliation c. mediation d. arbitration4. Which of the following is NOT a benefit of work-force diversity? a. more productive use of company's human resources b. reduced conflict among employees of different ethnicities c. increased conflict among employees of different ethnicities  d. increased innovation and creativity