Chapter 8
6 steps of developing s diverse organization
1. develop a written commitment to diversity 2. have the full support of top executives 3. review evidence of diversity in the company 4. update policies and procedures 5. provide continuing diversity education 6. recognize and celebrate diversity
individual benefits of s diverse workforce
1. each employee will have the opportunity to develop to their full ability 2. individuals will feel they are respected and supported despite their differences
human resources goals
1. identify the personnel needs of the company 2. maintain an adequate supply of people to fill those needs 3. match abilities and interests with specific jobs 4. provide training and development to prepare people for their jobs and to improve their capabilities as job requirements change 5. develop plans to compensate personnel for their work 6. protect the health and well-being of employees 7. maintain a satisfying work environment
societal benefits of a diverse workforce
1. prejudice and discrimination will be reduced as a societal problem 2. the country has a more talented, experienced, economically successful workforce
5 organizational benefits of a diverse workforce
1. prospective employees and managers are drawn from the broadest possible employment pool 2. the company will have a broader base of knowledge and understanding when making decisions 3. prospective customers will have a more positive image of the company 4. the company will be better at serving diverse markets 5. global business strategies will improve
personal time
a few hours each month that can be scheduled for non-job activities (dental appointment, visit a child's school, renew a driver's license, etc.)
downsize
a planned reduction in the number of employees needed in a firm in order to reduce costs and make the business more efficient
the evaluation conference
after the evaluation form is completed, the manager will schedule a meeting with the employee to discuss the evaluation (identify the employee's strengths, identify the areas that need improvement, discuss how the manager and the company can support the employee in order to improve performance)
the US workforce
all people 16 years and older who are employed or are looking for a job
flextime
allows employees some choice in how their work days and work hours are arranged --> some employees may start and end their work day earlier or later than normal, may be able to work a longer day and thereby work fewer days each week
family leave
allows employees to take a leave of absence for the birth or adoption of a child, to take care of a such family member, or for other personal emergencies
glass ceiling
an artificial limit placed on minority groups moving into positions and decision-making
commission
an employee is paid a percentage of sales for which he or she is responsible
piece rate
an employee receives a specific amount for each unit of work produced (often used in factories, data processing jobs, and telephone call centers)
labor union
an organized group of people who negotiate with employers about issues, such as wages and working conditions --> can be effective because they represent large numbers of employees
service-producing industries
businesses that perform services that satisfy the needs of other businesses and consumers (information, finance activities, professional and business services, education and heath services, leisure and hospitality, government)
goods-producing industries
businesses that produce or manufacture products products used by other businesses or purchased by final consumers (agriculture, mining, construction, manufacturing, trade, transportation and utilities)
business competition
companies must be competitive to stay in business costs and prices are a major part of staying competitive increasing costs may force businesses to downsize/outsource
new employee orientation
complete paperwork needed to receive pay and benefits, get to know the company, and review the company handbook and policies
incentive compensation systems
connect the amount of compensation to the quality or quantity of an employee's performance
base plus incentive
employee receives a wage or salary with an additional amount based on the employee's performance
employee's goal
employees are most concerned about pay, working conditions, and job security
discharge
employment ends due to ?
termination
ends the employment relationship between a company and an employee
the evaluation process
focus on specific duties of the job and also review the important work qualities expected of all employees (communication, interpersonal relationships, quality and quantity of work, and ethical behavior)
unprofitable businesses
forced to reduce the number of employees they hire; limit salary and benefit increases
collective bargaining
formal negotiation between unions and management to resolve issues (when an agreement is reached, both groups sign a written labor contract)
employee relations
health and safety planning, labor relations, employment law and policy enforcement, and organizational development
jobs are affected by consumer demand
high demand for a new product = more jobs little to no demand for an old product = jobs will be eliminated
bad economy
high prices = consumers decrease buying low demand = surplus, high prices
temporary employee
hired for a specific amount of time or to complete a specific assignment
150 million people
how many people have jobs in the US?
types of employee benefits
insurance plans (health, life, dental, and disability), time off for vacation (can be paid or unpaid), retirement plans/programs, employee savings plans, personal and/or sick days
planning and staffing
job analysis, recruitment and selection, and job placement
job sharing
job sharing offers one job to two people --> each person works a part-time schedule (they share the work space and duties of the job)
permanent employee
long-term commitment
positive organizational culture
makes employees enjoy their work (have positive working relations with coworkers and managers, believe the company values them and their work; they are motivated to do a good job for the company)
manager's goal
managers must make sure that a company makes a profit
flexplace
means that some employees can complete parts or all of their work away from the business site (telecommuting) employees who primarily use personal computers and other technology can work from home --> they communicate with managers, coworkers, and customers using the internet, telephone, and fax machine
the interview
meet the applicant face-to-face, ask questions about the application and/or resume, possibly take tests related to the needed job requirements
workforce today
more diverse, with growth among both younger and older workers
the application process
most companies ask prospective applicants to fill out an application including personal information, information on education, work experience history, and references **used to remove people who are clearly not qualified for the job
effective sources for locating prospective employees
newspaper ads, public and private employment agencies, high school and college placement offices, job and career fairs, referrals by employees, internet career services, radio and TV ads, industry publications, company web sites, company employment office
recruiting and hiring
once the job analysis is complete, prospective employees meeting the requirements must be located
blue-collar worker
one whose job involves a great deal of manual work, including the operation pf machinery and equipment or other production activities (employes in factories, construction sites, on farms, and int he delivery of many basic services)
white-collar worker
one whose work is more mental than physical and involves the handling and processing of information (employed in offices, stores, and professional service businesses)
straight salary
pays a specific amount of money each week or month worked
time wage
pays the employee a specific amount of money for each hour worked
performance management
performance assessment, performance improvement, and managing promotions, transfers, and terminations
human resources activities
planning and staffing, performance management, compensation and benefits, employee relations
new technologies
pro - improves efficiency so the businesses may stay competitive international markets (greatly reduced the need for production workers) con - greatly reduced the need for production workers and office employees (typists, bookkeepers, and clerks)
Civil Rights Act of 1964
prohibits job discrimination based on race, color, religion, gender, and national origin
Age Discrimination in Employment Act of 1967
protects individuals who are 40 years of age or older
Bureau of Labor Statistics
publishes many useful materials about the workforce (Occupational Outlook Handbook)
outsource
removes work from one company and sends it to another company that can complete it at a lower cost (move to other countries)
Family and Medical Leave Act
requires companies employing 50 or more people to provide up to 12 week of unpaid leave for employees who face specific family or personal circumstances
work atmosphere of mistrust or fear
results in low morale and poor performance among employees
employee benefits
state and federal laws require businesses to pay the costs of certain required benefits (compensation for overtime hours, social security, medicare, contributions to funds for injured employees and for unemployed workers)
job analysis
study of a job to identify in detail the job duties and skill requirements (review the current job in detail, identify all important duties to be performed on the job, identify the knowledge, skills, and experience required to perform the job well, and identify any new activities planned for the job)
how businesses today differ than those of the past century
technology has reduced the need for low-skilled employees and demanded that current workers have much greater skills, internet has changed the way you communicate, share information, and shop, and globalization of business has resulted in greater competition and resulted in more opportunities for every business to reach many new customers
promotion
the advancement of an employee to a position with greater responsibility
transfer
the assignment of an employee to another job in the company with a similar level of responsibility
diversity
the comprehensive inclusion of people with differences in personal characteristics and attributes
organizational culture
the environment on which people work, made up of the atmosphere, behaviors, beliefs, and relationships (shows people how they will be treated and how they are expected to treat others; identifies what is acceptable behavior and what is not)
human resources
the people who work for a business (management and employees, full-time workers, and part-time workers)
work environment
the physical conditions and the psychological atmosphere in which employees work (work area, offices, break rooms, storage areas, and all other spaces where employees spend time while at work) --> physical conditions must be safe and healthy
compensation methods
time wage and straight salary (based on the amount of time spent on the job)
compensation and benefits
wage and salary planning, benefits planning, and payroll, benefits, and personal records management
full-time employee
works 30 or more hours a week