Chapter 11
training
focuses on short-term skills
soft benefits
help workers maintain the balance between work and family life
age discrimination in employment act of 1967 (ADEA)
protects individuals 40 or older from employment and workplace discrimination
vestibule training
training done in schools -employees are taught on equipment similar to those used on the job
apprentice programs
training programs in which a learner works alongside an experienced employee to master the skills and procedures of a craft
online training
training programs in which employees complete classes via the Internet
off-the-job training
training that occurs away from the workplace consists of internal/external programs to: -develop a variety of skills -or to foster personal development
accommodation
treating people according to specific needs
equal employment opportunity act (EEOA)
written as an amendment to Title VII in 1972
cafeteria-style fringe benefits
a fringe benefit plan that allows employees to choose the benefits they want, up to a certain dollar amount
job specifications
a written summary of the minimum requirements of workers in doing a particular job
training and development
all attempts to improve employee productivity by increasing the ability to perform -training focuses on short-term skills -development focuses on long-term abilities
job sharing
an arrangement in which two part-time employees share one full-time job
performance appraisal
an evaluation that measures employee performance against established standards
6 steps in the selection process
-application form -initial & follow-up interviews -employment tests -background investigations -physical exams -trial periods
3 steps of training and development
-assessing organization needs & employee skills to determine training needs -designing training activities to meet those needs -evaluating training effectiveness
a managed, competitive compensation and benefit program can accomplish:
-attracting people the organization needs -providing employees with incentives -keeping valued employees from leaving firm -maintaining a competitive position in the marketplace -providing employees with fringe benefits
benefits of job sharing
-employment opportunities for non-full-time workers -reduced absenteeism and tardiness -ability to schedule part-time workers into peak demand periods -retention of experienced employees
3 principles of initiating female & minority development
-grooming women and minorities for management = bringing more talent in the door -the best will become harder to attract and retain -having more women and minorities at all levels lets businesses serve increasingly female and minority customers
HRM evolved primarily because of two key factors:
-organizations' recognition of employees as an ultimate resource -changes in the law that rewrote traditional practices
understudy positions
-selected employees work as assistants to higher-level managers -participate in planning and other managerial functions until they are ready to assume the positions themselves
disadvantages of job sharing
-the need to hire, train, motivate, and supervise at least twice as many people and perhaps distribute some fringe benefits
6 steps of performance appraisals
1. establishing performance standards 2. communicating those standards 3. evaluating performance 4. discussing results with employees 5. taking corrective action 6. using the results to make decisions
5 steps in the human resource planning process
1. preparing an inventory of employees 2. preparing a job analysis 3. assessing future human resource demand 4. assessing future labor supply 5. establishing a strategic plan
recruitment
a set of activities used to obtain a sufficient number of the right people at the right time
job analysis
a study of what is done by employees who hold various job titles
job description
a summary of the objectives of a job -type of work to be done -responsibilities & duties -working conditions -relationship of the job to other functions
compressed workweek
a work schedule that allows a full number of hours per week but in fewer days
flextime plan
a work schedule that gives employees some freedom to choose when to work, as long as they work the required number of hours
equal employment opportunity commission (EEOC)
created by the civil rights act, giving it broad powers -for example, mandated record-keeping procedures
internal sources
current employees who can be transferred/promoted/recommend others for hire
reverse discrimination
discrimination against whites/males in hiring/promoting
affirmative action
employment activities designed to "right past wrongs" by increasing opportunities for minorities and women
office of federal contract compliance programs (OFCCP)
ensures that employers comply with: -nondiscrimination -affirmative action laws -regulations when doing business with the federal government
development
focuses on long-term abilities
americans with disabilities act of 1990 (ADA)
requires employers to give applicants with physical/mental disabilities the same consideration for employment as people without them
skills-based pay
rewards the growth of the individual and team; base pay is raised when team members learn and apply new skills -drawbacks: system is complex; difficult to relate skills to profit gain
on-the-job coaching
teaching needed skills and providing direction, advice, and helpful feedback
on-the-job training
training at the workplace, which lets the employee learn by doing or watching others
360-degree review
when a manager gathers opinions from those under, above, and on the same level as the employee to get an accurate idea of the worker's abilities
contingent workers
workers who don't have regular, full-time employment companies tend to hire these workers when: -full-timers are on some type of leave -there is a peak demand for labor/products -quick service to customers is a priority
orientation
activity that introduces new employees to the organization, and to the policies, practices, and objectives of the firm
external sources
advertisements, public and private employment agencies, college placement bureaus, management consultants, internet sites, professional organizations, referrals, and online and walk-in applications
golden handshakes
an early retirement benefit that includes a one-time cash payment to entice older workers to retire
mentor
an experienced employee who: -supervises -coaches -guides lower-level employees by introducing them to the right people
job rotation
assignments in a variety of departments
gain-sharing systems
base bonuses on improvements to previous performance
fringe benefits
benefits that represent additional compensation to employees beyond base wages
off-the-job courses and training
classes/seminars for a week or more to hone technical and human relations skills
core time
the period when all employees are expected to be at their job stations
human resource management (HRM)
the process of determining human resource needs
network
the process of establishing and maintaining contacts with key managers and using those contacts to create strong relationships
selection
the process of gathering information and deciding who should be hired, under legal guidelines
management development
the process of training and educating employees to become good managers and then monitoring the progress of their managerial skills over time
job simulation
the use of equipment that duplicates job conditions and tasks so that trainees can learn skills before attempting them on the job