Human Resource Management

At-will employment

is a term used in U.S. labor law for contractual relationships in which an employee can be dismissed by an employer without warning and for any reason—without having to establish "just cause" for termination

An amendment to Title VII, The Pregnancy Discrimination Act

prohibits discrimination against a woman based on pregnancy, childbirth or a related condition. As in the original law, it also makes retaliation illegal.

Human Resource Management

Human resource managers are responsible for the activities needed to recruit, hire, train, develop, and retain a workforce that meets the requirements of the companies strategic human resource plan. At all levels within the organization, the process of hiring workers results from a process of job analysis, operational planning, and the careful crafting of job descriptions that set out clear requirements for job performance.

Professional development

refers to skills and knowledge attained for both personal development and career advancement. Professional development encompasses all types of facilitated learning opportunities, ranging from college degrees and formal coursework to conferences and workshops.

Human resource professionals help Walt Disney World make sure it has enough qualified "cast members" to provide visitors with a "magical" experience. This is an example of:

how human resource management contributes to business success.

SMART

Specific Measurable Achievable Realistic Time-related

One of the most common challenges to building a diverse workforce is:

culture.

Affirmative action

"refers to both mandatory and voluntary programs intended to affirm the civil rights of designated classes of individuals by taking positive action to protect them" from discrimination.

HR managers must comply with laws when hiring, promoting, compensating, and firing employees. These laws include:

Americans with Disabilities Act.

Training, Development, and Rewards

Once employees are hired, the HR managers must manage the process by which employees are trained and compensated, and also evaluate their performance. Performance evaluations involve setting goals, completing a formal written evaluation, communicating the results to the employee, and then taking corrective action where needed. HR professionals also oversee employees' professional development.

________ is the process of identifying suitable candidates and encouraging them to apply for job openings in the organization.

Recruiting

National Labor Relations Act of 1935 legitimized and regulated labor unions. How is this act applied?

The law enforces collective bargaining in labor-management relations.

Some legitimate reasons a manager might layoff a high performing employee include:

because revenues are down and they have to downsize—to cut costs by eliminating jobs.

Immigration Reform and Control Act of 1986 requires employers to verify the identity and employment authorization of all new hires, whether they are citizens or noncitizens. Employers must:

ensure each employee in the US completes Form I-9.

training needs assessment

is a systematic and objective analysis of both the employee and organizational knowledge, skills, and abilities to identify gaps or areas of need.

Wage Systems

offer another means by which organizations compensate employees. Unlike salary, wage systems are based on either hours worked or some other measure of production.

You just received an official job offer. Hurray! The offer states that the company will pay you $60,000 a year. As an exempt employee you understand that you will not be paid overtime even if you work more than 40 hours a week. This is an example of:

salary

Over the next ten years, 40% of the workforce will retire. For an HR manager, implications are that:

the demographics of the labor pool is changing and there are not enough qualified people to fill those jobs that are left vacant.

Employees that are terminated may or may not be rehired by the same employer. This is generally dependent on:

the relationship the employee had with the employer, the amount of notice given by the employee prior to departure, and the needs of the employer.

Gloria was just promoted to a new job in the assembly department at a small manufacturing company. Gloria's manager wants her to gain the relevant knowledge, skills, and competencies she will need in order to become a productive member of the assembly team. Gloria's manager will need to arrange or provide:

training for Gloria

In the evaluation portion of the hiring process:

companies assess the effectiveness of their selective hiring process.

Internal recruitment

Advertising job openings internally & Using networking:

Safety and Health

HR managers are also responsible for understanding and implementing the best safety and health practices in their industry and addressing any relevant employee concerns.

The Hiring Process

Selective Hiring, Screening, Interviews, Selection tests, Background checks, Evaluations

Behavioral methods:

A broad category encompassing several methods with similar attributes. These methods identify to what extent an employee displays certain behaviors, such as asking a customer to identify the usefulness of a sales representative's recommendation. While extremely useful for jobs where behavior is critical to success, identifying behaviors and standards for employees can often be very time-consuming for an organization.

Differential time rate

According to this method, different hourly rates are fixed for different shifts or different assignments. The most common differential time rate occurs in production facilities where workers who are assigned to a graveyard shift (e.g., 11:00 p.m.-7:00 a.m.) are paid a "shift differential" that can range from a few cents to many dollars per hour.

Being Fired

Being fired is usually thought to be the employee's fault and considered to be dishonorable and a sign of failure. It can hinder the job seeker's chances of finding new employment, particularly if the person has been fired from earlier jobs. Prospective employees don't always include jobs they were fired from on their résumés. As a result, employers may view unexplained gaps in employment or an applicant's refusal to provide references from previous employers as "red flags."

As the new Director of Diversity and Inclusion at your company, part of your job is to educate others in your company about the importance of diversity for your business. What argument might you present to support your case that diversity is good for business?

Diverse teams lead to more innovative and effective ideas and implementations because diverse perspectives force people to go outside their normal paradigms of operation and consider other perspectives.

Rehire Following Termination

Depending on the circumstances, one whose employment has been terminated may or may not be able to be rehired by the same employer. If the decision to terminate was the employee's, the willingness of the employer to rehire is often contingent upon the relationship the employee had with the employer, the amount of notice given by the employee prior to departure, and the needs of the employer.

Gabriela is a geologist working for an oil company. She joined the National Guard and was called to active duty to serve in Afghanistan for a year shortly afterward. The oil company said the job would be there for her upon her return. She served with distinction and upon returning home she contacted her old company. They informed her that the position had been filled and there was no open position for her. If the company does not uphold the USERRA law, Gabriela can call on what organization to fight for her employment rights?

EEOC: Equal Employment Opportunity Commission

Employment discrimination laws and regulations are enforced by the

Equal Employment Opportunity Commission (EEOC)

Human Resources and Laws

Federal and state legislation have been enacted to prevent discrimination, set minimum wages, establish maximum work hours, and set standards for health and safety. Laws such as the ADA, EEOC, and the Civil Rights Act combine to create a work environment that affords workers protection from discrimination and exploitation.

Adaptability.

Finally, organizations must be technologically and culturally adaptable in the modern economy. This is crucial to reacting to competitive dynamics quickly and staying ahead of industry trends. Diversity fosters creative thinking and improved decision making through a deeper and more comprehensive worldview. A company willing to diversify draws from a larger talent pool and hires individuals with diverse skill sets. The value of this, particularly at the managerial level, is enormous.

Innovation.

It is widely noted that diverse teams lead to more innovative and effective ideas and implementations. The logic behind this is relatively simple. Innovative thinking requires individuals to go outside of the normal paradigms of operation, using diverse perspectives to reach new and creative thinking. A group of similar individuals with similar skills is much less likely to stumble across or generate new ideas that lead to innovation. Similarity can cause groupthink, which diminishes creativity.

Job fairs and campus visits:

Job fairs are designed to bring together a comprehensive set of employers in one location so that they may gather and meet with potential employees. The costs of conducting a job fair are distributed across the various participants and can attract an extremely diverse set of applicants. Depending on the proximity to a college or university, campus visits help to find candidates who are looking for the opportunity to prove themselves and have the minimum qualifications, such as a college education, that a firm seeks.

External recruitment

Online recruitment, Traditional Advertising, Job fairs & Campus Visits, Headhunters and recruitment services

The Equal Pay Act of 1963 (EPA):

Prohibits discrimination on the basis of gender in compensation for substantially similar work under similar conditions. In essence, men and women doing equal jobs must receive the same pay. Since the EPA's enactment, there has been significant - if slow - progress in achieving pay equity. Although progress has often stalled or reversed, the wage gap has narrowed consistently in recent years. Since 1963, the wage has decreased from 58.9% to 80.5% in 2017. For perspective: at this percentage, a woman would need to work through April 10 of the next year to make what a man in an equivalent role earned the prior year.

benefits:

Relocation assistance - medical, prescription, vision, & dental plans - dependent care - retirement benefit (401k, 403b) - group term life & long term care, legal assistance - child care benefits - transportation benefits - PTO / vacation or sick pay

Core Functions of HR

Staffing, Training / Professional Development, Compensation, Safety & Health, Employee Labor Relations

Challenges in Human Resource Management

The future holds many challenges for HR Managers. An aging workforce, increased diversity, working from home, and advances in technology all create an environment that brings new challenges to human resources.

Advertising job openings internally:

This is a method of using existing employees as a talent pool for open positions. It carries the advantage of reallocating individuals who are qualified and familiar with the company's practices and culture while at the same time empowering employees within the organization. It also shows the company's commitment to, and trust in, its current employees taking on new tasks.

The process of performance appraisal normally includes at least one of the following, which would be:

assessing the employee's performance, including rating their strengths and weaknesses in achieving specific goals.

Employees are more likely to continue working for and working hard at companies that:

create a positive work environment and recognize employee contributions.

Area(s) that present a major challenge for human resource management include:

employee turnover, increased competition of skilled and qualified workforce.

In the United States, the________ is the right of an employer to fire an employee or an employee to leave an organization at any time, without any specific cause. This principle gives both the employee and employer freedom to terminate the relationship at any time.

employment-at-will principle

turnover

is the rate at which employees leave an organization

There are several reasons why employee turnover may be high at some companies. To reduce this high turnover, companies may take a number of steps to retain employees. Some of these include:

offering competitive compensation.

Involuntary termination is:

losing your job—the employer fires the employee.

During the screening portion of the hiring process:

managers strive to identify the best applicants at the lowest cost.

Hybrid Wage Systems

most common in sales positions or management positions

A year ago, the engineering team at a company got a new boss to oversee them. Things were fine at first, but a few months, there was a disagreement between some of the team and the boss. The boss publicly undermined the team's work on a project to management and continued to micromanage them. The atmosphere continued to be tense and strained a year later. Some of the team interviewed with other companies, two team members received offers and handed in their resignations. This is an example of what human resources would call:

turnover because of a poor relationship with a manager.

In order to be strategic when participating in the recruiting process, HR professionals must:

understand the labor market

There are three kinds of reasonable accommodations defined by the EEOC:[7]

"modifications or adjustments to a job application process that enable a qualified applicant with a disability to be considered for the position such qualified applicant desires; or modifications or adjustments to the work environment, or to the manner or circumstances under which the position held or desired is customarily performed, that enable a qualified individual with a disability to perform the essential functions of that position; or modifications or adjustments that enable a covered entity's employee with a disability to enjoy equal benefits and privileges of employment as are enjoyed by its other similarly situated employees without disabilities."

2+2:

A relative newcomer in performance appraisal methodology, the 2+2 feedback system demonstrates how appraisals can be used primarily for improvement purposes. By offering employees two compliments and two suggestions for improvement focused around high-priority areas, creators Douglas and Dwight Allen suggest that organizations can become "more pleasant, more dynamic, and more productive."[10] If the goal is employee improvement, this system can provide significant benefits; however, if the goals are compensation changes and rankings, the system provides little benefit.

Under the Americans with Disabilities Act, employers must provide reasonable accommodation to an employee or applicant with a disability, unless this accommodation would cause significant difficulty or expense for the employer. Under this act, which of the following would be true?

An employer must provide a chair and shorter working hours, as medically requested, for an employee recovering from Cancer.

Benefits

Compensation includes more than just salary, and benefits are a key legal, motivational, and organizational consideration when it comes to employee relations. Standard benefits address a range of employee needs, and they can be a key reason for employees to seek out employers who offer them. Human resource professionals must familiarize themselves with the various benefit options that are out there.

Employee and Labor Relations

Defending employee rights, coordinating with unions, and mediating disagreements between the organization and its human resources are also core HR functions.

Forced Resignation

Firms that want an employee to leave of his or her own accord, but don't wish to pursue firing, may degrade the employee's working conditions, hoping that he or she will leave "voluntarily." The employee may be moved to a different geographical location, assigned to an undesirable shift, given too few hours if part time, demoted, or assigned to work in uncomfortable conditions. Companies may use other forms of manipulation to force an employee's resignation, often so they won't have to fill out termination papers in jurisdictions without at-will employment. In addition, with a few exceptions, employees who leave voluntarily usually cannot collect unemployment benefits. Such tactics may amount to constructive dismissal, which is illegal in some jurisdictions.

Human resources should consider diversity within the following areas:

Hiring Promotion Compensation equality Training Employee policies Legal regulations Ensuring accessibility of important documents (e.g., translating human resource materials into other languages so all staff can read them)

Need for Training

Identify the need. In this first step, the assessor looks for answers to questions such as: Why is the needs assessment being conducted? What is the desired result? What issues are trying to be addressed? Will training alone resolve the issues? Perform a gap analysis. This involves comparing current knowledge, skills, and abilities against company standards. Training assessors may use HR records, interviews, questionnaires, or observation to identify gaps. Assess training options. Once completed, the assessment will present a list of options for training that management can evaluate based on criteria such as cost and duration.

Benefits of Training

Increased job satisfaction and morale among employees Increased employee motivation Increased efficiencies in processes, resulting in financial gain Increased capacity to adopt new technologies and methods Increased innovation in strategies and products Reduced employee turnover Enhanced company image, e.g., building a reputation as a "great place to work" Risk management, e.g. training about sexual harassment, diversity training

Training and Professional Development

On-boarding new employees and providing professional development opportunities is a key investment for organizations, and HR is charged with seeing that those efforts and resources are well spent and utilized.

Title I of the Americans with Disabilities Act of 1990 (ADA):

Prohibits discriminate against a qualified person with a disability and requires employers to make reasonable accommodations for applicants and employees with known physical or mental limitations who are otherwise qualified unless that accommodation would pose an "undue hardship" or material impact (significant difficulty or expense) on an employer's business operations. As with other anti-discrimination legislation, the law makes retaliation illegal. This law applies to private sector and state and local government employers only. Disability discrimination protection at the federal level is provided in Sections 501 and 505 of the Rehabilitation Act of 1973. There are three kinds of reasonable accommodations defined by the EEOC:[7]

Title VII of the Civil Rights Act of 1964:

Prohibits discrimination on the basis of race, color, religion, sex or national origin. The law also makes it illegal to retaliate against a person who has voiced a grievance, filed a charge of discrimination or participated in an investigation or lawsuit. The prohibition against sexual harassment falls under Title VII of this act. As defined by the EEOC, "It is unlawful to harass a person (an applicant or employee) because of that person's sex." Harassment can include "sexual harassment" or unwelcome sexual advances, requests for sexual favors, and other verbal or physical harassment of a sexual nature.

The Age Discrimination in Employment Act of 1967 (ADEA):

Prohibits employment discrimination against individuals 40 years of age or older based on age. As with other anti-discrimination legislation, the law makes retaliation illegal.

Compensation

Salary and benefits are also within the scope of human resource management. This includes identifying appropriate compensation based on role, performance, and legal requirements.

Salary plus commission.

Similar to the straight commission, salary plus commission requires an employee to make a sale or "close a deal" in order to earn compensation. However, only a portion of the employee's compensation comes from the commission. The employer pays the employee some level of wages every pay period, regardless of his or her sales level. This reduces the necessity for high-pressure sales tactics, so long as the base salary is an adequate wage. Wait staff are essentially paid salary plus commission (they receive an hourly wage plus tips), but the hourly wage for such work can be as little as $2.10 per hour.

Attrition

Some companies resort to attrition as a means of reducing their workforce. Under such a plan, the company doesn't force anyone to leave, but those who depart voluntarily are not replaced. Sometimes companies give workers the option to resign in exchange for a fixed amount of money, typically a few years of their salary. The U.S. Government under President Bill Clinton in the 1990s and the Ford Motor Company in 2005 have both followed the practice of attrition.

Mutual-Agreement Termination

Some terminations occur as a result of mutual agreement between the employer and employee. It may be a matter of debate as to whether such terminations are really mutual. In many of these cases, the employer wants the employee to quit but decides to offer a mutual-termination agreement in order to soften the firing (as in a forced resignation). There are also times when a termination date is agreed upon in an employment contract before the employment starts.

Localization.

Some theorize that, in a global marketplace, a company that employs a diverse workforce is better able to understand the demographics of the various consumer markets it serves, and is therefore better equipped to thrive in that marketplace than a company that has a more limited range of employee demographics. With the emerging markets around the world demonstrating substantial GDP growth, organizations need local talent to enter the marketplace and to communicate effectively. Individuals from a certain region will have a deep awareness of the needs in that region, as well as a similar culture, enabling them to add considerable value.

Staffing

This includes the activities of hiring new full-time or part-time employees, hiring contractors, and terminating employee contracts.

Training

is teaching, or developing in oneself or others,

Top Five Manager Mistakes That Cause Lawsuits

job discrimination, Age Discrimination, Disabilities, main wage and hour, FMLA

Mike is a lawyer. In order for his law license to remain valid he must complete the required "minimum continuing legal education" hours - essentially keeping current in the field of law by participating in seminars and other learning opportunities throughout the year. This is an example of:

professional development.

When an organization's employees participate in formal vocational education or technical training leading to a qualification or credential that is required to obtain or retain employment this is known as:

professional development.

On-the-job training

takes place in a normal working situation, using the actual tools, equipment, documents, or materials that trainees will use once they are fully trained. On-the-job training is not limited to, but is most commonly used for, technical or skills training.

Immigration Reform and Control Act of 1986,

which requires employers to verify the identity and employment authorization of all new hires, whether they are citizens or non-citizens. Employers must do this by ensuring proper completion of Form I-9 for each individual they hire for employment in the United States.

Employment anti-discrimination laws were enacted because people were treated unfairly based on characteristics unrelated to ability. What is the entity that enforces a number of federal anti-discrimination employment laws?

Equal Employment Opportunity Commission (EEOC)

One of the benefits of diversity in the workplace is "localization." What does localization mean?

In a global marketplace, a company that employs a diverse workforce is better able to understand the demographics of the various consumer marketplaces it serves.

The Genetic Information Nondiscrimination Act of 2008 (GINA):

Prohibits discrimination against applicants or employees based on an individual's or his or her family's genetic information or family medical history (for example, a hereditary disease, disorder or medical condition). As with other anti-discrimination legislation, the law makes retaliation illegal.

Payment by piecework:

The worker's wages depends on his or her output and the rate of each unit of output; it is in fact independent of the time taken by the worker. In other words, for every "piece" a worker produces, he or she is paid a set amount. This type of pay has fallen out of favor with many businesses since it emphasizes quantity over quality. That said, today's "gig economy" relies on a kind of payment by piecework. According to Uber, the company's drivers are independent contractors, receiving payment for each trip.

Straight Commission.

Under a straight commission system, the employee receives no compensation from their employer unless they close a sale or transaction. Real-estate agents and car sales staff are two of the best-known examples of professions in which straight commission is the standard form of compensation. One hundred percent of such employees' compensation is dependent upon selling the customer a product, good, or service. This approach to compensation has fallen out of favor in many businesses because it can lead to salespeople to make high-pressure sales—putting undue pressure on customers to buy something so the salesperson can get paid.

Time rate:

Under this system, a worker is paid by the hour for time worked. Time worked beyond a set amount (generally 40 hours per week) is paid as "overtime" and at a higher base hourly wage, usual 1 1/2 times higher.

Mila was so excited to finally have a full time job again after a period of sporadic part time work. She was most excited about her new medical insurance, 401(k) retirement plan and the fact that the company will pay for a portion of her child care expenses. These are examples of:

benefits.

External recruitment

focuses on searching outside the organization for potential candidates and expanding the available talent pool. The primary goal of external recruitment is to create diversity and expand the candidate pool. Although external recruitment methods can be costly to managers in terms of dollars, the addition of a new perspective within the organization can bring many benefits that outweigh the costs.

The Family and Medical Leave Act (FMLA) requires organizations to:

give twelve weeks of unpaid leave in the event of an adoption or birth.

Thomas has worked for ABC foods for 8 years as a cashier. He is always punctual, wonderful with customers, helpful to colleagues and often finds creative and effective solutions to problems that arise. When an area manager in the store retired, the company decided that Thomas would be an excellent person to fill that management role. The store director spoke to Thomas and encouraged him to apply for the management position. Thomas applied, went through the interview process and was selected for the management position. This is an example of:

hiring an internal candidate.

Susie works as the assistant director in charge of fundraising for a large non-profit organization. Her company is transitioning to a new software system called the "Raiser's Edge" and Susie has to learn how to use this new program quickly. The CEO decides it would be beneficial for Susie and her staff to go to a special training course for three days to learn how to use this new program. This is an example of:

off-the-job training.

Sally applied to Harris-Teeter Foods through their website. It took 2 hours to fill out the information online. This is an example of:

online recruitment.

A major focus of the staffing activities is:

protecting the company from lawsuits by satisfying legal requirements.

An employee of a sports franchise is a Seventh Day Adventist. Seventh Day Adventists hold their worship services on Saturday. He has requested Saturdays off, but his requests have been denied. Because the company will not accommodate him, he is filing a complaint with the EEOC based on ________ discrimination.

religious

HR today includes strategic initiatives like:

talent management.

Fair Labor Standards Act of 1938,

which established a national minimum wage, forbade "oppressive" child labor, and provided for overtime pay in designated occupations. It declared the goal of assuring "a minimum standard of living necessary for the health, efficiency, and general well-being of workers." Today these standards affect more than 130 million workers, both full‑time and part‑time, in the private and public sectors.

Occupational Safety and Health Act of 1970,

which established the Occupational Safety and Health Administration (OSHA), a Department of Labor agency charged with setting and enforcing standards for "safe and healthful working conditions for working men and women"[8] and supporting this objective through outreach, training and public education. OSHA's website—with content available in both English and Spanish—is a resource for both employers and employees. OSHA's training programs include free on-site consultations for small and medium-sized businesses. An OSHA landing page for employees emphasizes workers' right to a safe workplace and advises employees on when and how to file a complaint. As is true with complaints based on discrimination, the act provides protection against retaliation for voicing a concern or submitting a complaint. An employee who believes that he or she has been retaliated against in exercising his/her rights under this law has 30 days (from the alleged retaliation action) to file a whistleblower complaint. Key point: The act does not cover workers who are not employees. For more on how to interpret the employer-employee relationship, refer to Safety School's "Who is covered (or not) by OSHA."

Family and Medical Leave Act of 1993,

which requires businesses with fifty or more employees to provide up to twelve weeks of unpaid leave per year upon the birth or adoption of an employee's child or in the event of serious illness to a parent, spouse, or child.

Being Laid Off

A less severe form of involuntary termination is often referred to as a layoff. Usually a layoff isn't strictly related to personal performance but is instead the result of economic cycles or the company's need to restructure itself, the firm itself going out of business, or a change in the function of the employer. In a postmodern risk economy, such as that of the United States, a large proportion of workers may be laid off at some point in their life for reasons other than job competence or performance. Layoffs may occur as a result of downsizing (a reduction in the size of the workforce) or redundancy (the view that certain posts aren't needed). Such layoffs are not technically classified as firings; laid-off employees' positions are terminated and not refilled, because either the company wishes to reduce its size or operations or otherwise lacks the economic stability to retain the position. In some cases, laid-off employees may be offered back their old positions with the firm, though by that time they may have moved on to a new job.

Recruitment and Hiring

HR professionals manage the recruitment process in order to identify the pool of qualified applicants. Both internal and external candidates are selected based on job specifications, which are the result of an analysis of the job/position.

What challenge does "big data" bring to HR?

Increased pressure for HR to use metrics and in-depth analysis for decision making and to justify return on investment for key expenditures.

Which law requires employers to maintain workplace conditions and adopt practices reasonably necessary to protect workers on the job?

Occupational Safety and Health Act of 1970 (OSHA)

Types of Training

On the job & off the job

Some of the most common challenges to building a diverse workforce are the following:

Stereotypes. One challenge of creating diversity is the biases individuals in the organization may have about others similar to or different from them. This is essentially a tendency to stereotype, which significantly narrows the worldview of the individuals within the organization. Culture. Managers must understand the customs and cultural norms of employees and ensure that they don't violate important cultural rules. It is the role of the managers to change the existing organizational culture to one of diversity and inclusion. Communication. Whether via language or cultural signals, communication can be especially challenging in the interpersonal arena. Ensuring that all professionals (human resources, management, etc.) have access to resources for localizing or translating issues is a significant challenge in many situations. Poor cross-cultural communication can lead to employee misunderstandings or workplace inefficiencies.

Hybrid Wage Systems:

Straight Commission, Salary + Commission, Salary + bonus

Termination

Terminations can occur for a range of reasons, both voluntary and involuntary. Types of termination include layoffs, being fired, attrition, mutual-agreement termination, and forced resignation. Some states allow at-will employment, which means that an employee can be dismissed by an employer without warning and for any reason—without the employer having to establish "just cause" for termination. Of course, the flip side is also true: employees can quit without notice or cause.

The following is a list of the top reasons why people change jobs:

The downsizing or the restructuring of an organization (54 percent) New challenges or opportunities that arise (30 percent) Poor or ineffective leadership (25 percent) Having a poor relationship with a manager (22 percent) For better work-life balance (21 percent) Contributions are not being recognized (21 percent) For better compensation and benefits (18 percent) For better alignment with personal and organizational values (17 percent) Personal strengths and capabilities are not a good fit with an organization (16 percent) The financial instability of an organization (13 percent) An organization relocated (12 percent)

Online recruitment:

The use of the Internet to find a talent pool is quickly becoming the preferred way of recruiting, due to its ability to reach such a wide array of applicants quickly and cheaply. First, the use of the company Web site can enable a business to compile a list of potential applicants who are very interested in the company while at the same time giving them exposure to the company's values and mission. In order to be successful using this recruitment method, a company must ensure that postings and the process for submitting résumés are as transparent and simple as possible. Another popular use of online recruiting is through career Web sites (e.g., Monster.com or Careerbuilder.com). These sites charge employers a set fee for a job posting, which can remain on the Web site for specified period of time. These sites also carry a large database of applicants and allow clients to search their database to find potential employees.

Headhunters and recruitment services:

These outside services are designed to compile a talent pool for a company; however they can be extremely expensive. Although these service can be extremely efficient in providing qualified applicants for specialized or highly demanded job positions, the rate for the services provided by headhunters can range from 20 percent to 35 percent of the new recruit's annual salary if the individual is hired

Using networking:

This method can be used in a variety of different ways. First, this recruitment technique involves simply posting the question to existing employees about whether anyone knows of qualified candidates who could fill a particular position. Known as employee referrals, this method often includes giving bonuses to the existing employee if the recommended applicant is hired. Another method uses industry contacts and membership in professional organizations to help create a talent pool via word-of-mouth information regarding the needs of the organization.

Graphic rating scales:

This method involves assigning some form of rating system to pertinent traits. Ratings can be numerical ranges (1-5), descriptive categories (below average, average, above average), or scales between desirable and undesirable traits (poor ↔ excellent). This method can be simple to set up and easy to follow but is often criticized for being too subjective, leaving the evaluator to define broad traits such "leadership ability" or "conformance with standards.

Traditional advertising:

This often incorporates one or many forms of advertising, ranging from newspaper classifieds to radio announcements. It is estimated that companies spend USD 2.18 billion annually on these types of ads.[1] Before the emergence of the Internet, this was the most popular form of recruitment for organizations, but the decline of newspaper readership has made it considerably less effective

Wage Systems:

Time rate, Differential time rate, payment by piecework

Salary plus bonus.

When an employee is paid a salary plus bonus, the bonus is not paid unless sales-volume or production goals are met or exceeded. For example, the manager of a real-estate firm may be paid a substantial salary but will earn a bonus only if the office he or she manages exceeds some pre-established sales figure for the month, quarter, or year. The advantage of a salary plus bonus is that it's tied to the performance of a department or division, thereby motivating the entire team to work together to reach organizational goals or sales targets.

Human resource management (HRM or HR)

is essentially the management of human resources. It is a function in organizations designed to maximize employee performance in service of an employer's strategic objectives.HR is primarily concerned with the management of people within organizations, focusing on policies and on systems. HR departments in organizations typically undertake a number of activities, including employee benefits design, employee recruitment, training and development, performance appraisal, and rewarding (e.g., managing pay and benefit systems). HR also concerns itself with organizational change and industrial relations, that is, the balancing of organizational practices with requirements arising from collective bargaining and from governmental laws.

Internal recruitment

is often the most cost-effective method of recruiting potential employees, as it uses existing company resources and talent pool to fill needs and therefore may not incur any extra costs.

Today is Jerry's first day at his new job as a cashier at the local grocery store. When he arrives in the morning one of his new colleagues explains that Jerry will spend some time watching his colleague use the cash register while the colleague explains what he is doing. Then, after break time, it will be Jerry's turn to start acting as cashier, with his colleague right next to him to show him how to use the machine properly and conduct transactions with customers. Once he feels confident and learns this new skill, Jerry will be able to operate the cash register on his own. This is an example of:

on-the-job training.

A systematic and periodic process that assesses employee's job performance and productivity in a specific organization, in relation to certain pre-established criteria and organizational objectives is known as:

performance appraisal.

performance appraisal (PA)

performance evaluation is a systematic and periodic process that assesses an individual employee's job performance and productivity, in relation to certain pre-established criteria and organizational objectives.

You are interviewing for a job as a barista at the local coffee shop. The manager interviewing you possess the following question: "You made a cup of coffee for a customer just as the customer ordered. When you hand the customer the coffee she says it doesn't taste right and is not what she ordered. You know that you made exactly what she ordered but she is very certain that something is wrong with the coffee. What do you do?" This question is an example of a:

situational interview question

Off-the-job training

takes place away from the normal work situation, and as a result, the employee is not a directly productive worker while such training takes place. Businesses often cite this as one of the disadvantages of off-the-job training. However, this type of training has the advantage of allowing people to get away from work and concentrate more thoroughly on the training itself. Off-the-job of training has proven very effective in helping people acquire and master new concepts and ideas.

HR departments strive to offer benefits that will appeal to workers, thus reducing:

the risk of losing corporate knowledge.

National Labor Relations Act of 1935,

which created collective bargaining in labor-management relations and limited the rights of management interference in the right of employees to have a collective bargaining agent. In essence, this act both legitimated and helped regulate labor union activities.