Principles of Management Ch.9-

Factors Shaping Personal Bias

Prejudice - different is deficient Discrimination - acting on prejudicial attitudes Stereotypes - rigid, exaggerated, and irrational beliefs

Pay-for-Performance -

Raise productivity and cut labor costs in competitive environment

Behaviorally Anchored Rating Scale (BARS) -

Rating technique that relates an employee's performance to specific job-related incidents

Using Temporary and Part-Time Employees

Seasonal Employees -usually big factories and companies- Contingent workers are not permanent, maintain flexibility, and keep costs low

Discrimination

The hiring or promotion of applicants based on criteria that are not job relevant

Recruiting (Talent Acquisition)

Job analysis: Systematic process of gathering information about the responsibilities of a job Job Description: Summary of the duties of a job Job specification: Characteristics required to perform the job

Wage and Salary Systems

Job-based pay Skill-based pay Competency-based pay

-The Role and Value of Human Capital Investments-

Level 1: Business Results 1.)Revenue Growth 2.) ROIC or ROE 3.) Total Return to Shareholders Level 2: Key Performance Drivers 1.) Productivity 2.) Quality 3.) Innovation 4.) Customer Service Level 3: Human Capital Processes 1.) Career Development 2.) Rewards and Recognition 3.) Human Capital Strategy 4.) Performance Appraisal 5.) Recruiting 6.) Workforce Planning

Chapter 9

MANAGING HUMAN RESOURCES AND DIVERSITY

Why is HRM important?

Managers have to find the right people, place them in positions where they can be most effective, and develop them so that they can contribute to company success.

Diversity in the Workplace-

The workforce is changing as organizations build cohesive teams: Unprecedented generational diversity Aging workers Increased diversity Growth in women workers The differences people bring to the workplace are valuable

Factors Affecting Women's Careers

There are advantages to hiring, retaining, and promoting women in organizations Men have higher wages and faster promotions than women

Acquiring start-ups to get talent

Think about putting your resume online, possibly creating a website to broadcast yourself, think about applying online to company jobs, the process of marketing yourself and being noticed. Acqui-hiring has become common in the tech world Facebook, Google, Yahoo, LinkedIn, Salesforce.com, early stage setups and to acquire their engineering talent.

Managing Diversity

Today diversity is defined broadly in terms of: Race Gender Age Lifestyle Disability Inclusive model includes all ways in which employees are different (i.e., spiritual beliefs)

Developing Talent-

Training and Development On-the-Job Training Social Learning Corporate Universities Promotion from Within Development involves teaching broader skills. Performance Appraisal Evaluating performance, recording assessment, and providing feedback

Human Resource Planning Questions

What new technologies are emerging? What is the volume of the business likely to be in the next 5 to 10 years? What types of engineers will we need? How many administrative personnel will we need to support additional engineers? Can we use temporary, part-time, or virtual workers?

()()Factors Affecting Women's Careers

Women are favored in leadership roles for demonstrating behaviors and attitudes that: Help them succeed in the workplace, a factor called "female advantage"

Female Advantage-

Women are more collaborative, less hierarchical, relationship-oriented Better able to deliver in terms of what modern society requires of people

Ethnocentrism-

Your group or subculture is inherently superior to other groups and cultures Makes it difficult to value diversity Business world and assumptions still somewhat homogeneous Organizations are shifting from a monoculture view to pluralism and ethnorelativism

Structured Interviews

use a set of standardized questions that are asked of every applicant so that comparisons can easily be made.

Performance Appraisal

-Assessing Performance Accurately - system should evaluate relevant performance Performance-review ranking systems pit employees against each other- 360-degree Feedback - Uses multiple raters, including self-rating to appraise employees and development

The Right People

1.) To become more competitive on a global basis 2.) For improving quality, innovation, and customer service 3.) To retain during mergers and acquisitions 4.) To apply new information technology for e-business

Compensation-

All monetary payments and all goods or commodities used to reward employees

*-Factors Affecting Women's Careers

Glass ceiling - an invisible barrier that exists for women and minorities that limits their upward mobility in organizations Opt-out trend - women are voluntarily leaving the workforce for various reasons

The End

Go back and look at the charts in the book as suggested.

The Impact of Federal Legislation (Laws) on HRM

HR managers must stay on top of the legal and regulatory environment Many laws exist to ensure equal opportunity and stop discrimination

The strategic role of HRM

HR must drive organizational performance; it's the competitive edge 1.) Matching process 2.) Integrate strategy 3.) HR builds culture

Application Form

is used to collect information about the applicant's education, previous job experience, and other background characteristics.

The Changing Nature of Careers

A.) Employees operate under a new social contract B.) Downsizing, outsourcing, rightsizing, and restructuring have left little stability Subsidized benefits are decreasing C.) Employees are expected to be self-motivated Organizations must be creative with training and development D.) New performance appraisal processes are required

nondirective interview

Basically how it sounds and you read it- The Interviewer asks broad, open-ended questions and permits the applicant to talk freely, with minimal interruption.

How do you impress an Employer? How do you become there first choice?

Becoming an Employer of Choice Organizations that are highly attractive to potential employees because of HR practices.

HSBC-

Carried employee involvement to a new level by promoting individual projects and action plans through its Climate Champions Program. HSBC paved the way by partnering with powerful environmental organizations.

*9.6- Attracting an Effective Workforce

Chart page 371- Powerpoint14- HR Planning- Retirements Growth Resignations ---> Choose Recruiting Sources- Wants ads headhunters internet ----> Select the Candidate- Application Interview Tests ----> Welcome the new employee ----> Matching Model Company's Needs Strategic goals current and future competencies market changes employee turnover corporate culture Match With Employee Contributions Ability Education and experience Creativity Commitment Expertise and knowledge Employee's Needs Stage of career personal values promotion aspirations outside interests family concerns

*Major Federal Laws related to Human Resource Management

Chart- Page 367 Equal Opportunity/ discrimination laws Compensation/ benefits laws Health/safety laws

*Contracts between Employees and Employers

Chart- Page 396 PPT slide 11 Employee- New Contract 1.) Employability, personal responsibility. 2.) Partner in business improvement. 3.) Learning, skill development Employee Old contract- 1.) Job Security 2.) A cog in the machine 3.) Knowing *Employer- 1A.) Creative department opportunities 2B.) Lateral career moves, incentive compensation. 3C.) challenging assignments 4D.) Information and resources, decision-making authority. Employer Old Contract- A.) Standard training programs B.) Traditional compensation package C.) Routine jobs D.) Limited information and authority.

Strategic Human Resource Management

Company Strategy: Find the Right People: 1.) HRM Planning 2.) Job Analysis 3.) Forecasting 4.) Recruiting 5.) Selecting Maintain an Effective Workforce: 1.) Wages and Salary 2.) Benefits 3.) Labor Relations 4.) Terminations Manage Talent: 1.) Training 2.) Development 3.) Appraisal

Diversity on a Global Scale-

Diversity challenges concerning progression of women into upper management positions Europe has very complex social and cultural systems National cultures are intangible, pervasive, and difficult to comprehend It is imperative to understand local cultures

Termination:

Employees leave voluntarily, retire, are rightsized, and are fired for poor performance Poor performing employees can be disruptive and cause problems for morale -Exit interviews can be used to learn about dissatisfaction and reason for departure-

Selecting-

Employers assess applicants for a "fit" HR professionals us a combination of devices: Application Form Avoid irrelevant questions Avoid questions with adverse impact Interview;- cannot violate EEO guidelines Structured interviews Biographical interviews Behavioral interviews Situational interviews Panel interviews Employment Tests Online Checks

Selection-

Employers assess applicants' characteristics in an attempt to determine the "fit" between job and applicant characteristics.

Diversity Initiatives and Programs

Enhancing structures and policies Increasing awareness of sexual harassment Generalized Inappropriate/offensive Solicitation with promise of reward Coercion with threat of punishment Sexual crimes and misdemeanors.

Compensation Equity

Fairness and equity

*Chart 9.10 Example if a behaviorally anchored rating scale

PPT Slide 25 Pg.385

*9.12 Milestones the History of Corporate Diversity-

PPT Slide 33 Pg.392

*9.14- Traditional versus Inclusive Models of Diversity-

PPT Slide 37 Pg. 396

*Chapter 9.16-Difference between stereotyping and valuing cultural differences.

PPT Slide 40 Pg. 401

*Chart 9.8- Try you hand at some interview Brain Teasers

PPT Slide 9.8 Book Page- 378

*Chart 9.7 - Employment Applications and Interviews:

PPT slide 19 Book Page- 376 What can you ask?

*Chart 9.11-Examples of Leaders in Corporate Diversity-

PPT. Slide 30 PG. 389

*9.11 Examples of Leaders in Corporate Diversity (Cont'd)

PPT. Slide 31 Pg.390

*9.15- Dividends of Workplace Diversity-

PPT. Slide 38 Pg.398

*9.13 Projected Changes in U.S. Labor Force, 2012-2022

PPT.Slide 34 pg.393

Top Three Factors for Maintaining Competitive Success

Percentage of CEOs reporting these factors as important for competitive success: A.) Human Capital71% B.) Customer Relationships66% C.) Product and Service Innovation52% Hint: If you notice Human Capital A. is at 71% which is one of the highest factors for competitive success.

Stereotyping

Placing an employee into a class or category based on a few characteristics

Realistic Job Previews

Realistic Job Previews- Provide pertinent information; positive and negative

Rightsizing the Organization

Reducing the company's workforce to the "right" size; also called downsizing Makes company stronger and more competitive HR must effectively and humanely manage the process Many organizations use communication and provide assistance to address emotional needs

Affirmative Action

Requires employers to take positive steps to guarantee equal employment opportunities for people of protected groups. Take Notice:Sexual harassment is a growing concern that is a violation of the Civil Rights Act

Benefits-

Social security, unemployment compensation, and workers' compensation are required by law Cafeteria-plan benefits packages allow employees to select benefits for themselves Benefits have been cut due to the recession Companies are dropping employer-sponsored coverage due to the new health care law.

Internships

Student exchanges low cost labor for valuable work experience

Social Media

eRecruiting through Twitter, LinkedIn, and other social media

Human Resource Management

is the forecasting of HR needs and the projected matching of the individuals with expected vacancies. Human Resource planning begins with several big picture

Human Resource Management (HRM)

refers to the design and application of formal systems in an organization to ensure the effective and efficient use of human talent to accomplish organizational goals.

Human Capital

refers to the economic value of the combined knowledge, experience, skills, and capabilities of employees. 1.) Human Capital is critical- It's simple. It's about hiring the right people to build the perfect team for a business. 2.) It's like building Tony Stark and Nick Furry working with Marvel-building the Avengers-

Finding the right people: Matching Model-

the organization and the individual attempt to match the needs, interests, and values that they offer each other