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