Chapter 10 HRM: Finding and Keeping The Best Employees

I carefully managed and competitive compensation and benefit program can accomplish several objectives

-attracting the kind of people that organization needs in sufficient numbers -Keeping valued employees from going to competitors or competing firms -providing employees with the incentive to work efficiently and productively -maintaining a competitive position in the marketplace by keeping cost low through her productivity from a satisfied workforce -Providing employees with some sense of financial security through fringe benefits such as insurance

Both training and development steps include

1. Assessing organizational needs and employee skills to determine training needed 2. Designing training activities to meet identify needs 3. Evaluating the training's effectiveness

performance appraisal six steps

1. Establishing performance standards 2. Communicating those standards 3. Evaluating performance-evaluating the employees behavior to see whether it matches standards 4. Discussing results with employees 5. Taking corrective action 6. Using the results to make decisions

Six steps of selection

1. Obtaining complete application forms- Applications help reveal the applicant's educational background, work experience, career objectives, And other qualifications directly related to the job 2. Conducting initial and follow-up interviews 3. Giving employment test-organizations often use test to measure basic competency in specific job skills or to help evaluate applications' personality and interest 4. Conducting a background investigations- most organizations now investigate a candidate work record, school record, credit history, and references more carefully then in the past to help identify those most likely to succeed 5. Obtaining results from physical exams 6. Establishing trail (probationary) period

The roles of HR have evolved bc two factors

1. Organizations' recognition of employees as their ultimate resource 2. Change in law that rewrote many traditional practices

Five steps in human resource planning process

1. Preparing a human resource inventory of the organization's employees 2. Preparing a job analysis 3. Assessing future human resource demand 4. Assessing future labor supply 5. Establishing a strategic plan

Affirmative Action

A policy designed to redress past discrimination against women and minority groups through measures to improve their economic and educational opportunities

Arbitration

An agreement to bring in a third party to render a binding agreement.

Unions

An association of workers, formed to bargain for better working conditions and higher wages.

Lockout

An attempt by management to put pressure on unions by temporarily closing the business

compressed workweek

An employee works the full number of hours, but in fewer than the standard number of days.

performance appraisal

An evaluation that measures employee performance against established standards in order to make decisions about promotions, compensation, training or termination.

Market based pay structure

Compensate people relative to the market value of their jobs; regardless of their level in the organization

360-degree review

Confidential feedback obtained from the performance appraisal about an individual provided by peers, subordinates, and supervisors that is intended to assess training and development needs.

flextime 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.

grievance

Is a charge by employees that management is not abiding by or fulfilling the terms of the labor contract as they perceive it

Mentor

Is a corporate manager who supervises, coaches, and guides selected lower level employees by introducing them to the right people and generally acting as their organizational sponsor

injunction

Is a court order directing someone to do something or refrain from doing something

orientation

Is the activity that initiates new employees into the organization

Selection

Is 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

Mediation

Is the use of a third party, called a mediator, who encourages both sides in a dispute to continue negotiating and often make suggestions for resolving the matter

On-the-job training

Let the employee learn by doing or by watching others for a while and then imitating them, right at the workplace

job sharing

Lets two or more part-time employees share on a full-time job.

collective bargaining

Process by which a union representing a group of workers negotiates with management for a contract

right-to-work laws

Refers to state laws that prohibit union security agreements between employees and labor labor unions

sexual harassment

Refers to unwelcome sexual advances, request for sexual favors, and other verbal or physical conduct of a sexual nature that creates a hostile work environment

Types of Pay Systems

Salary Hourly Wage/Day Work Piecework System Commission Plans Bonus Plans Profit Sharing Plans Gain-Sharing Plans Stock Options

external sources

Source of recruiting that uses advertisements, Public and private employment agencies, college placement bureaus, management consultants, online sites, professional organizations, referrals, and online and walk in applications

Networking

The process of establishing and maintaining contacts with key managers in and outside the organization and using those contacts to weave strong relationships that serve as informal development systems.

management development

The process of training and educating employees to become good managers and then monitoring the progress of their managerial skills over time.

Continuous performance reviews

This performance management strategy allows workers to receive and give continuous, real time feedback via mobile apps that are focused on helping employees meet goals- or leave the company faster

union shop agreement

Under which workers do lot have to be members of a union to be hired but must agree to join within a prescribed period

strike breakers

Workers hired to do the work of striking workers until the labor dispute is resolved; called scabs by unions.

Job Analysis

a study of what employees do who hold various job titles

apprentice programs

a trainee works alongside an experienced employee to master the skills and procedures of a craft

job description

a written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job

job specification

a written statement of the minimum qualifications a person must possess to perform a given job successfully

secondary boycott

an attempt by labor to convince others to stop doing business with a firm that is the subject of a primary boycott; prohibited by the Taft-Hartley Act

online training

demonstrates how technology is improving the efficiency of many off-the-job training programs

contingent workers

employees that include part-time workers, temporary workers, seasonal workers, independent contractors, interns, and co-op students

agency shop agreement

employers may hire nonunion workers; employees are not required to join the union but must pay a union fee

cafeteria-style fringe benefits

fringe benefits plan that allows employees to choose the benefits they want up to a certain dollar amount

open shop agreement

gives workers the option to join or not join a union if one exists

reverse discrimination

has been defended as discriminating against members of a dominant or majority group( white or male) usually as a result of policies designed to correct discrimination

core time

in a flextime plan, the period when all employees are expected to be at their job stations

internal sources

include current employees who can be transferred or promoted or who can recommend others to hire

fringe benefits

include sick-leave pay, vacation pay, pension plans, and health plans that provide additional compensation to employees beyond base wages

Training and Development

includes all attempts to improve productivity by increasing an employee's ability to perform

Off-the-job training

occurs away from the workplace and consists of internal or external programs to develop any of a variety of skills or to foster personal development

Strike

occurs when employees withdraw their labour for a period of time in pursuit of improvements in their employment conditions

primary boycott

occurs when labor encourages both its members and the general public not to buy the products or services of a firm engaged in a labor dispute

The ban-the-box

policy that asks or mandates that potential employers eliminate from initial hiring applications the check box that asks individuals if they have a criminal record

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

recruitment

the process through which the organization seeks applicants for potential employment

job simulation

the use of equipment that duplicates job conditions and tasks so trainees can learn skills before attempting them on the job

vestibule training

training done in schools where employees are taught on equipment similar to that used on the job

shop steward

union officials who work permanently in an organization and represent employee interests on a daily basis