Bài giảng Understanding Business - Chapter 11 Human Resource Management: Finding and Keeping the Best Employees

Human Resource Management: Finding and Keeping the Best EmployeesChapter 11McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.Explain the importance of human resource management, and describe current issues in managing human resources.Illustrate the effects of legislation on human resource management.Summarize the five steps in human resource planning.Describe methods that companies use to recruit new employees, and explain some of the issues that make recruitment challenging.LEARNING GOALSChapter Eleven11-2Outline the six steps in selecting employees.Illustrate employee training and development methods.Trace the six steps in appraising employee performance.Summarize the objectives of employee compensation programs, and evaluate pay systems and fringe benefits.LEARNING GOALSChapter Eleven11-3Demonstrate how managers use scheduling plans to adapt to workers’ needs.Describe how employees can move through a company: promotion, reassignment, termination, and retirement.LEARNING GOALSChapter Eleven11-4HUMAN RESOURCE MANAGEMENTWorking with People is Just the Beginning LG111-5HUMAN RESOURCE MANAGEMENT (HRM)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. HRM’s role has grown because of:Increased recognition of employees as a resource.Changes in law that rewrote old workplace practices.LG1Working with People is Just the Beginning 11-6DEVELOPING the FIRM’S ULTIMATE RESOURCEService and high-tech manufacturing requires employees with highly technical job skills.Developing the Firm’s Ultimate ResourceSuch workers are scarce, making recruiting and retention more important and more difficult.The human resource job is now the job of all managers in an organization.LG111-7CHALLENGES in FINDING HIGH-LEVEL WORKERSA shortage of trained workers in key areasWorker shortage in skilled tradesAn increasing number of baby boomers who delay retirement A declining economy with fewer full-time jobsExpanding global markets with low-wage workersIncreasing benefit demands and benefit costsA decreased sense of employee loyaltyThe Human Resource ChallengeLG111-8CIVIL RIGHTS ACT of 1964Title VII prohibits discrimination in hiring, firing, compensation, apprenticeships, training, terms, conditions or privileges of employment based on:RaceReligionCreedSexAge National Origin Laws Affecting Human Resource ManagementLG211-91972 EQUAL EMPLOYMENT OPPORTUNITY ACT (EEOA)Strengthened the Equal Employment Opportunity Commission (EEOC).Gave EEOC the right to issue workplace guidelines for acceptable employer conduct.EEOC could mandate specific recordkeeping procedures.EEOC was vested with the power of enforcement.LG2Laws Affecting Human Resource Management11-10CONTROVERSIAL PROCEDURES of the EEOCAffirmative Action -- Policy designed to “right past wrongs” by increasing opportunities for minorities and women.Reverse Discrimination -- Discriminating against members of a dominant or majority group (e.g. whites or males) usually as a result of policies designed to correct previous discrimination against minority or disadvantaged groups.This policy has been at the center of many debates and lawsuits. LG2Laws Affecting Human Resource Management11-11CIVIL RIGHTS ACT of 1991 and OFCCPCivil Rights Act of 1991Amended Title VII and gave victims of discrimination the right to a jury trial and possible damages.Office of Federal Contract Compliance Programs (OFCCP)Ensures that employers doing business with the federal government comply with the nondiscrimination and affirmative action laws.LG2Laws Affecting Human Resource Management11-12LAWS PROTECTING EMPLOYEES with DISABILITIESAmericans with Disabilities Act of 1990 (ADA)Requires employers to give applicants with physical or mental disabilities the same consideration for employment as people without disabilities.Laws Protecting Employees with Disabilities and Older EmployeesPassage in 2008 of Americans with Disabilities Amendments Act expanded protection.2011 saw new regulations that widen the range of disabilities covered by the ADA and shift the burden of proof of disability from employees to employers.LG211-13AGE DISCRIMINATION in EMPLOYMENT ACT (ADEA)Age Discrimination in Employment Act (ADEA)Protects workers 40 and over from employment and workplace discrimination in hiring, firing, promotion, layoff, compensation, benefits, job assignments and training.LG2Laws Protecting Employees with Disabilities and Older Employees11-14MINDING the LAW in HRMEmployers must know the law and act accordingly.Legislation affects all areas of HRM.Court cases highlight that sometimes it’s proper to go beyond providing equal rights.Changes in law and legislation occur regularly.Effects of Legislation LG211-15HUMAN RESOURCE PLANNING PROCESSDetermining a Firm’s Human Resource NeedsPreparing a human resource inventory of employees.Preparing a job analysis.Assessing future human resource demand.Assessing future labor supply.Establishing a strategic plan.LG311-16WHAT’S a JOB ANALYSIS?Job Analysis – A study of what employees do who hold various job titles. Job Description – A summary of the objectives of the job, the type of work, the responsibilities and duties, working conditions and relationship to other jobs. Job Specifications -- A summary of the minimum qualifications needed to do a particular job. LG3Determining a Firm’s Human Resource Needs11-17RECRUITING EMPLOYEESRecruiting Employees from a Diverse PopulationRecruitment -- 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. LG411-18SELECTIONSelecting Employees Who Will be ProductiveSelection -- The process of gathering information and deciding who should be hired, under legal guidelines, to serve the best interest of the individual and the organization.Contains 6 steps LG511-19HIRING CONTINGENT WORKERS Hiring Contingent WorkersContingent Workers -- Include part-time and temporary workers, seasonal workers, independent contractors, interns and co-op students. There are about 5.7 million contingent workers in the U.S.Majority of contingent workers are under 25.LG511-20WHY HIRE CONTINGENT WORKERS? Companies hire contingent workers:When full-time workers are on leaveDuring periods of peak demandIn uncertain economic timesTo save on employee benefitsTo screen candidates for future employmentLG5Hiring Contingent Workers11-21TRAINING and DEVELOPING EMPLOYEESTraining and Developing Employees for Optimum PerformanceTraining 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.3 Steps: Assess needs; design training; evaluate training effectivenessLG611-22MOST COMMONLY USED TRAINING and DEVELOPMENT ACTIVITIESOrientationOn-the-Job TrainingApprenticeshipsOff-the-Job TrainingOnline TrainingVestibule TrainingJob SimulationLG6Training and Developing Employees for Optimum Performance11-23DEVELOPING EFFECTIVE MANAGERSManagement DevelopmentManagement Development -- The process of training and educating employees to become good managers and monitoring the progress of their skills over time.Management training includes:On-the-job coachingUnderstudy positionsJob rotationOff-the-job courses and trainingLG611-24USING NETWORKS and MENTORINGNetworkingNetworking -- Establishing and maintaining contacts with key managers in and out of the organization and using those contacts to develop relationships.Mentors -- Managers who supervise, coach and guide selected lower-level employees by acting as corporate sponsors.Networking and mentoring go beyond the work environment.LG611-25APPRAISING PERFORMANCE on the JOBAppraising Employee Performance to Get Optimum ResultsPerformance Appraisal -- An evaluation that measures employee performance against established standards in order to make decisions about promotions, compensation, training or termination.Establishing performance standards (measurable; realistic)Communicate standardsEvaluate standardsDiscuss with employeeTake corrective actionUse results to make decisionsLG711-26COMPENSATION PROGRAMSCompensating Employees: Attracting and Keeping the BestA 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.Salary / Bonuses / CommissionsFringe BenefitsProfit SharingStock OptionsLG811-27COMPENSATING TEAMSCompensating TeamsTeam-based pay programs are more challenging than individual pay systems.The two most common methods for teams involve:Skill-Based: Pay is increased as skill increases. (Eastman Chemical uses this system.)Gain-Sharing: Pay is increased as performance increases. (Nucor Steel uses this system.)LG811-28HEALTHCARE, a PERK NOT to be TAKEN LIGHTLYCompare all the costs, not just premiums.Take part in wellness programs. The average wellness bonus is $386!Order generic drugs when you need prescriptions filled.LG8Fringe BenefitsSource: Kiplinger’s Personal Finance, November 2010.11-29WHO PAYS for EMPLOYEE BENEFITS?74% of full-time workers have employee-provided retirement plans.39% of part-time workers have employee-provided retirement plans.71% of workers have medical care benefits.LG8Fringe BenefitsSource: Entrepreneur, May 2011.11-30CAFETERIA-STYLE and SOFT BENEFITSCafeteria-Style Fringe Benefits -- Allow employees to choose the benefits they want (up to a certain dollar amount).Soft Benefits include:Onsite haircuts and shoe repairConcierge servicesFree meals at workDoggie daycareOnsite farmer’s marketsLG8Fringe Benefits11-31FLEXIBLE SCHEDULING PLANSFlextime Plan -- Gives employees some freedom to choose which hours to work as long as they work the required number of hours or complete their tasks. 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.LG9Flextime Plans11-32HOME-BASED WORKAbout 10 million Americans telecommute at least several days a month.12% of U.S. businesses use some home-based work.LG9Home-Based WorkBank of America has My Work that saves an estimated $5,500 per enrolled employee every year.11-33MOVING EMPLOYEESMoving Employees Up, Over and OutEmployees are promoted or reassigned.Employees are terminated due to performance or economic situations.Employees retire. LG1011-34TERMINATING EMPLOYEESTerminating EmployeesAs the economic crisis grew, more and more employers have had to lay off employees.Even when the economy is booming, employers are hesitant to hire full-time workers because of the cost of termination.Firing employees is more difficult for employers because of laws preventing termination for certain acts. LG1011-35