business chapter ten

training

focuses on short-term skills

off-the-job training

occurs away from the workplace and consists of internal and external programs to develop any variety of skills or to foster personal development

exit interview

outsiders interview employee's reasons for leaving

commission plans

pay based on some percentage of sales

core time

the period of the day when all employees are expected to be at their job stations

offboarding

the process surrounding employee exits

stock options

the right to purchase stock in the company at a specific price over a specific period

job simulation

the use of equipment that duplicates job conditions and tasks so trainees can learn skills before attempting to do them on the job

underemployed workers

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

injunction

a court order directing someone to do something or to refrain from doing something

apprentice programs

a trainee works alongside an experienced employee to master the skills and procedures of a craft

disadvantages of job sharing

- the need to hire, train, motivate and supervise at least twice as many people - prorate some fringe benefits

online training

demonstrates how technology is improving the efficiency of many off-the-job training programs

affirmative action

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

reverse discrimination

discriminating against members of a dominant or majority group

vestibule training

done in classrooms with equipment similar to that used on the job so employees can learn proper methods and safety procedures before assuming a specific job assignment

salary

fixed compensation on weekly, biweekly, or monthly pay periods

development

focuses on long-term abilities

flextime plan

gives employees the freedom to choose which hours to work, as long as they work the required number of hours or complete their assigned tasks

training and development

includes all attempts to improve productivity by increasing an employee's ability to perform

primary boycott

labor encourages both its members and the general public to not by the products or services of a firm engaged in a labor dispute

right-to-work laws

legislation that gives workers the right, under an open shop, to join or not join and union if it is present

on-the-job training

lets the employees 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 one full-time job

golden handshakes

one time cash payments meant to entice older workers to retire

contingent workers

part-time workers, temporary workers, seasonal workers, independent contractors, interns, co-op students, and freelancers

sexual harassment

refers to unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of sexual nature that creates a hostile work environment

fringe benefits

sick leave pay, vacation pay, pension plans, and health plans that provide additional compensation to the employees beyond base wages

grievance

a charge by employees that management is not abiding by or fulfilling the terms of the labor contract as they perceive it

mentor

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

gig economy

a labor market characterized by the prevalence of short-term contracts or freelance work as opposed to permanent jobs

job analysis

a study of what employees do who hold various job titles

job specifications

a written summary of the minimal education and skills a person needs to do a particular job

external sources

ads, employment agencies, college placement bureaus, management consultants, online sites, professional organizations, referrals, and online/walk-in applications

open shop agreement

agreement in right-to-work states that gives workers the option to join or not join a union if one exists in their workplace

arbitration

an agreement to bring in an impartial third party (a single arbitrator or an arbitration panel) to render a binding decision in a labor dispute

job description

specifics the objectives of the job, the type of work, the responsibilities and duties, work conditions, and the job's relationship to other functions

secondary boycott

an attempt by labor to convince others to stop doing business with a firm that is the subject of a primary boycott

lockout

an attempt by management to put pressure on union workers by temporarily closing the business

union

an employee organization whose main goal is representing its members in employee-management negotiations over job-related issues

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

gain-sharing plans

annual bonuses paid to employees based on achieving specific goals such as quality measures, customer satisfaction measures, and production targets

profit-sharing plans

annual bonuses paid to employees based on the company's profits

market-based pay structures

compensate people relative to the market value of their job, regardless of their level in the organization

internal sources

current employees who can be transferred or promoted or who can recommend others to hire

orientation

the activity that initiates new employees into the organization

human resource management (HRM)

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

networking

the process of establishing and maintaining contacts with key managers in your own and other organizations, and using those contacts to weave strong relationships that serve as informal development systems

selection

the process of gathering information and deciding who should be hired, under legal guidelines, to serve the best interests of the individual and the organization

management development

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

collective bargaining

the process whereby union and management representatives negotiate a contract for workers

recruitment

the set of activities for obtaining the right number of qualified people at the right time

mediation

the use of a third party, called a mediator, who encourages both sides in a dispute to continue negotiating and often makes suggestions for resolving the matter

shop stewards

union officials who work permanently in an organization and represent employee interests on a daily basis

hourly wage or daywork

wage based on the number of hours of days worked, usually uses a time clock

piecework system

wage based on the number of items produced rather than by the hour or day

strike

workers collectively refuse to go to work

union shop agreement

workers do not have to be members of a union to be hired but must agree to join within a prescribed period

strikebreakers (scabs)

workers hired to do the jobs of striking employees until the labor dispute is resolved

management training programs can include

- on-the-job coaching - understudy positions - job rotation - off-the-job courses and training -mentoring

benefits of job sharing

- employment opportunities for those who cannot or prefer not to work full-time - and enthusiastic and productive workforce - reduced absenteeism and tardiness - ability to schedule part-time workers into peak demand periods - retention of experienced employees who might have otherwise retired

typical issues in labor contracts

- management rights - union recognition - union security clause - strikes and lockouts - union activities and responsibilities - wages - hours of work and time-off policies - job rights and seniority principles - discharge and discipline - grievance procedures - employee benefits, health, and welfare

steps to a performance appraisal

1. establish performance standards 2. communicate those standards 3. evaluate performance 4. discuss results with employees 5. take corrective action 6. use the results to make decisions

selection process

1. obtaining complete application forms 2. conducting initial and follow-up interviews 3. giving employment tests 4. conducting background investigation 5. obtaining results from physical exams 6. establishing trial (probationary) periods

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

cafeteria-style fringe benefits

employees can choose the benefits they want up to a certain dollar amount

agency shop agreement

employers may hire workers who are not required to join the union but must pay a special union fee or regular union dues

bonus plans

extra pay for accomplishing or surpassing certain objectives; can be monetary or cashless