Chapter 11: Human Resource Management: Finding and Keeping the Best Employees

Job Description

A summary of the objectives of a job, the type of work to be done, the responsibilities and duties, the working conditions, and the relationship of the job to other functions.

Lilly Ledbetter Fair Pay Act of 2009.

Amends the Civil Rights Act of 1964 by changing the start of the 180-day statute of limitations for filing a discrimination suit from the date of the first discriminatory paycheck to the date of the most recent discriminatory paycheck.

Assessing future human resource demand. (step 3)

Because technology changes rapidly, effective human resource managers are proactive; that is, they forecast the organization's requirements and train people ahead of time or ensure trained people are available when needed

Family and Medical Leave Act of 1993.

Businesses with 50 or more employees must provide up to 12 weeks of unpaid leave per year upon birth or adoption of an employee's child or upon serious illness of a parent, spouse, or child.

Supreme Court ruling against set-aside programs (affirmative action) 1989

Declared that setting aside 30% of contracting jobs for minority businesses was reverse discrimination and unconstitutional.

Reverse Discrimination

Discrimination against a majority group such as whites or males.

Affirmative Action

Employment activities designed to "right past wrongs" by increasing opportunities for minorities and women.

Fair Labor Standards Act of 1938

Established a minimum wage and overtime pay for working more than 40 hours a week for employees who are not otherwise exempt (i.e., salaried employees earning above a certain amount and those who perform exempt duties such as managers). Amendments expanded the classes of workers covered, raised the minimum wage, redefined regular-time work, raised overtime payments, and equalized pay scales for men and women.

National Labor Relations Act of 1935

Established collective bargaining in labor-management relations and limited management interference in the right of employees to have a collective bargaining agent.

Civil Rights Act of 1964

For firms with 15 or more employees, outlawed discrimination in employment based on sex, race, color, religion, or national origin.

Civil Rights Act of 1991.

For firms with over 15 employees, extends the right to a jury trial and punitive damages to victims of intentional job discrimination.

Age Discrimination ini Employment Act of 1967

Outlawed employment practices that discriminate against people 40 and older. An amendment outlaws requiring retirement by a specific age.

Americans with Disabilities Act of 1990 (1992 implementation).

Prohibits employers from discriminating against qualified individuals with disabilities in hiring, advancement, or compensation and requires them to adapt the workplace if necessary.

Older Workers Benefit Protection Act, 1990.

Protects older people from signing away their rights to pensions and protection from illegal age discrimination.

Manpower Development and Training Act of 1962

Provided for the training and retraining of unemployed workers

Comprehensive Employment and Training Act of 1973 (CETA)

Provided funds for training unemployed workers

Americans with Disabilities Amendments Act of 2008 (ADA).

Provides broader protection for workers with disabilities and reverses Supreme Court decisions deemed too restrictive. Adds disabilities such as epilepsy and cancer to ADA coverage.

Employee Retirement Income Security Act of 1974 (ERISA)

Regulated and insured company retirement plans

Occupational Safety and Health Act of 1970

Regulates safety and health conditions in most private industries and some public-sector organizations.

Immigration Reform and Control Act of 1986

Required employers to verify employment eligibility of all new hires including U.S. citizens.

Equal Pay Act of 1963

Specified that men and women doing equal jobs must be paid the same wage.

Equal Employment Opportunity Act of 1972

Strengthened the Equal Employment Opportunity Commission (EEOC) and authorized the EEOC to set guidelines for human resource management.

Establishing a strategic plan (step 5)

The human resource strategic plan must address recruiting, selecting, training, developing, appraising, compensating, and scheduling the labor force. Because the first four steps lead up to this one, we'll focus on them in the rest of the chapter.

Assessing future labor supply (step 4)

The labor force is constantly shifting: getting older, becoming more technically oriented, becoming more diverse. Some workers will be scarcer in the future, like biomedical engineers and robotic repair workers; and others will be oversupplied, like assembly-line workers

Preparing a human resource inventory of the organization employees (step one)

This inventory should include ages, names, education, capabilities, training, specialized skills, and other relevant information (such as languages spoken). It reveals whether the labor force is technically up to date and thoroughly trained

contingent workers

Workers who do not have the expectation of regular, full-time employment.

Job Analysis

a study of what employees do who hold various job titles

Job specifications

a written summary of the minimum qualifications required of workers to do a particular job

mentor

an experienced employee who supervises, coaches, and guides lower-level employees by introducing them to the right people and generally being their organizational sponsor

underemployed workers

are those who have more skills or knowledge than their current jobs require or those with part-time jobs who want to work full-time

gain-base sharing systems

base bonuses on improvements over previous performance

fringe benefits

benefits such as sick-leave pay, vacation pay, pension plans, and health plans that represent additional compensation beyond base wages

Reaching Beyond Our Borders

discusses the human resource challenges faced by global businesses. To put it simply, benefits are often as important to recruiting top talent as salary and may even become more important in the future.

Vocational Rehabilitation Act of 1973

extended protection to people with any physical or mental disability

Preparing a job analysis (step 2)

includes job analysis, job description, and job specifications

Networking

interact with other people to exchange information and develop contacts, especially to further one's career.

since the 1930's

legislation and legal decisions have greatly affected all areas of human resource management, from hiring to training to monitoring working conditions. These laws were passed because many businesses didn't exercise fair labor practices voluntarily.

Five steps in human resource planning process (least to greatest)

preparing a human resource inventory of the organization's employees, preparing a job analysis, assessing future human resource demand, assessing future labor supply, establishing a strategic plan.

orientation programs include

scheduled visits to departments, informal talks, and required reading of handbooks

Performance of Appraisal

the human resource management function that provides information for decisions about training, promotion and compensation

Human Resource Management (HRM)

the process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals

managment development

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