MHR 305 - Exam #1
Education and Experience: Previous HR roles vs. new generation
*A large number of HR professionals who will be retiring soon have held mainly administrative roles with little previous formal education in human resources *The new generation of HR professionals will likely have a 4-year college degree and many will have completed a graduate HR degree.
Education and Experience: HR Field of Study
*Business is typically the field of study (human resources or industrial relations) although some HR professionals have degrees in social sciences (economics or psychology), the humanities, or law.
Education and Experience: Graduate Degree in HR
*Graduate degree = master's in HR management, business management, industrial organizational psychology, or a similar field
Education and Experience: Senior vs. Junior HR role
*Senior HR role = involved in developing and supporting the company culture, employee recruitment, retention and engagement, succession planning, and designing the company's overall HR strategy *Junior HR role = handles all of the transactions related to paperwork, benefits and payroll administration, answering employee questions, and data management
Age Distribution of Labor Force
*The labor force will continue to age and the number of workers age 55 or older will grow from 21 to 26% by 2022
Scarpello, Ledvinka & Bergmann Human Resource Management Systems Model
*a systems framework that is useful for providing a big picture perspective of the HR function in the context of its organizational and external environments Elements = • External Environment • Organizational Environment • HR System (planning, implementation, or evaluation/outcomes) 3 Things to be Concerned With: • 1) Planning Activities • 2) Implementation • 3) Outcome/Evaluation
The US Workforce, 2022 =
*by 2022, the workforce is expected to be 78% white, 12% African American, 6% Asian, and 4% other groups which include individuals of multiple racial origin, American Indian, Alaskan Native or Native Hawaiian, and other Pacific Islanders
Ulrich's Strategic HR Roles Framework
*the model says that HR must play four roles effectively to maximize the value it adds to organizational success *Ulrich says that HR must spend a lot of effort on strategic roles rather than operational roles Roles = Management of Strategic Human Resources Management of Firm Infrastructure Management of Employee Contribution Management of Transformation and Change
Sexual Harassment - Practical Guidelines
- **Create a zero-tolerance sexual harassment policy and follow it! - Do not ignore or dismiss an employee who claims that he/she has been sexually harassed. Take every complaint seriously. - Create and implement a formal grievance procedure. - Provide sexual harassment training to managers and employees. - Provide support for the person who filed the complaint (e.g., HR contact, EAP [Employee Assistance Program]). - Do not transfer, fire, or take any other adverse employment action against anyone based on a sexual harassment complaint alone. - Conduct a thorough and efficient investigation and document the timeline of events. - Take appropriate disciplinary action against those accused of engaging in sexual harassment based on company policy.
Key Takeaways of Chapter 1
- HR is important for everyone's job and career success regardless of their major. - HR is about aligning the workforce with the business objectives and strategies of an organization. - HR policies and practices can only be effective when they are designed and implemented using a partnership between management and HR leaders. - All of the problems and challenges that are occurring in our society and external environment have potential implications for HR policies and practices. - HR needs to be viewed and managed with an understanding of its organizational and external environmental context.
Categories and Point Values for the Malcolm Baldrige National Quality Award
- Leadership = 120 - Measurement, Analysis, and Knowledge Management = 90 - Strategic Planning = 85 - Workforce Focus = 85 - Results = 450 - Customer Focus = 85 Total Point = 1,000
Measures of Effectiveness for Evaluating a Job Analysis [things you can put in a BSC]
- Percentage of jobs for which a position description exists - Time and cost to create position descriptions for new jobs - Time and cost to update position descriptions for existing jobs - Horizontal integration rating for job descriptions and other HR activities - Manager satisfaction with and utilization of job descriptions for their units
Competencies of HR Professionals
1) Business Acumen 2) Critical Evaluation 3) Technical Expertise and Practice 4) Ethical Practice 5) Global and Cultural Effectiveness 6) Relationship Management 7) Communications 8) Organizational Leadership and Navigation 9) Consultation
How are pancakes and syrup like good strategy in a real-world organization?
1) pancakes are stacked → we want our strategy to be stacked/in alignment from top to bottom 2) we want syrup on pancakes to be absorbed from top to bottom stack of pancakes → strategy needs to permeate from top to bottom (senior management to hourly employees); everybody needs to understand the company's strategy (educate everyone about it and how to support it)
Characteristics of Effective Diversity Programs
1. An inclusive definition of diversity with specific objectives. - **Inclusive means everyone is included 2. Support of top management. 3. Integration of diversity objectives into the strategic plan of the organization. 4. Diversity training for all managers and employees. 5. Ongoing communication and events that support diversity. 6. Aligning performance appraisal and reward systems with diversity objectives. 7. A culture that embraces diversity. 8. Zero tolerance policies regarding not respecting diversity and a process for reporting and resolving grievances. 9. Ongoing evaluation and improvement of the diversity initiative.
Steps in Conducting a Job Analysis (Job Analysis Process)
1. Collect preliminary information. 2. Conduct work-site tour. 3. Collect job data. 4. Conduct second work-site tour. 5. Consolidate job data. 6. Draft job description/specification. 7. Validate. - through job incumbents
New Role for Senior & Line Management in Working with HR
1. Communicate to the organization that "soft stuff" matters. 2. Define the "deliverables" from HR and make it accountable. 3. Work with HR leaders and representatives as partners in handling workforce issues. 4. Invest in innovative HR practices. 5. Upgrade the quality of HR professionals.
How Managing Cultural Diversity Can Provide Competitive Advantage
1. Cost argument 2. Employee Attraction and Retention argument 3. Marketing argument 4. Creativity argument 5. Problem-Solving argument 6. System Flexibility argument
6 Sections of the PAQ
1. Information Input - where and how a worker gets information to perform the job 2. Mental Processes - the reasoning, decision-making, planning, and information processing activities that are involved in performing the job 3. Work Output - the physical activities, tools, and devices used by the worker to perform the job 4. Relationships with Other Persons - the relationships with other people required in performing the job 5. Job Context - the physical and social contexts where the work is performed 6. Other Characteristics - the activities, conditions, and characteristics other than those previously described that are relevant to the job
TQM Core Values
1. Methods and processes are designed to meet the needs of internal and external customers. 2. Every employee receives training in quality. 3. Quality is designed into a product or service so that errors are prevented from occurring rather than being detected and corrected. 4. Organization promotes cooperation with vendors, suppliers, and customers to improve quality and hold down costs. 5. Managers measure progress with feedback based on data.
Measures of Diversity Program Effectiveness
1. Number of EEO complaints, grievances, and lawsuits 2. Demographic analysis of your workforce by job type and level in the organization 3. Career progression of targeted employees 4. Employee turnover among targeted employees 5. Job satisfaction among targeted employees 6. Understanding of diversity issues among all employees 7. Attitudes toward diversity among all employees 8. Corporate image as an employer of choice for targeted employees
Variables to Be Considered in Strategy implementation =
1. Organizational Structure 2. Task Design 3. The Selection, Training, and Development of People 4. Reward Systems 5. Types of Information and Information Systems
Basic Elements of Affirmative Action
1. Utilization Analysis 2. Availability Analysis - how many people are out there in external labor market? 3. Problem Identification ("gaps") 4. Goals and Timetables ("to close gaps")
The Importance of Job Analysis
1. Work Redesign 2. Human Resource Planning 3. Selection 4. Training 5. Performance Appraisal 6. Career Planning 7. Job Evaluation
Components of OSHA Inspection =
1. compliance officer reviews the employer's records of deaths, injuries, and illnesses 2. the officer, typically accompanied by a representative of the employer (and perhaps by a representative of the employees), conducts a "walkaround" tour of the employer's premises 3. employee interviews - may take place during the tour 4. compliance officer discusses the findings with the employer, noting any violations
Generational Differences in the US Workforce
1925-1945 Traditionalists; Silent Generation >69 1946-1964 Baby Boomers 51-69 1965-1980 Generation X 35-50 1981-1995 Millennials, Gen Y, Echo Boomers 20-34 1996- Gen Z, Digital Natives <20
Human Resource Management Practices Core HR Activities
Analysis and Design of Work: Job analysis, work analysis, job descriptions Recruitment and Selection: recruiting, posting job descriptions, interviewing, coordinating use of temporary employees Training and Development: orientation, skills training, development programs, career development Compensation and Benefits: wage and salary administration, incentive pay, insurance, vacation, retirement plans, health and wellness, stock plans Performance Management: performance measures, preparation and administration of performance appraisals, feedback and coaching, discipline Employee Relations: attitude surveys, employee handbooks, labor law compliance, relocation and outplacement services Personnel Policies: policy creation, policy communications Employee Data: record keeping, HR information systems, workforce analytics, social media, intranet and internet access Legal Compliance: policies to ensure lawful behavior, safety inspections, accessibility accommodations, privacy policies, ethics Support for the Business Strategy: HR planning and forecasting, talent management, change management, organization development
1. Cost argument
As organizations become more diverse, the cost of a poor job in integrating workers will increase. Those who handle this well will create cost advantages over those who don't.
Culture
Beliefs, customs, and traditions of a specific group of people. how you do things in an organization - we need a culture that is in alignment and supports the strategy of the organization
Employer Defenses Against Illegal Discrimination
Bona Fide Occupational Qualification (BFOQ) Job-relatedness (key knowledge and skills required for the job) Seniority (bona fide seniority systems) Business necessity (e.g., to ensure safety or security) • example: vision test standard for safety
2. Employee Attraction and Retention argument
Companies develop reputations on favorability as prospective employers for women and ethnic minorities. Those with the best reputations for managing diversity will win the competition for talent. As the labor pool shrinks and changes composition, this edge will become increasingly important.
Competitive Challenges Influencing Human Resource Management
Competing through sustainability Competing through globalization Competing through technology
Dimensions of the PAQ
Decision/communication/general responsibilities Clerical/related activities Technical/related activities Service/related activities Regular day schedule versus other work schedules Routine/repetitive work activities Environmental awareness General physical activities Supervising/coordinating other personnel Public/customer/related contact activities Unpleasant/hazardous/demanding environment Nontypical work schedules
HR Roles: Management of Firm Infrastructure
Deliverable/Outcome = Building an efficient infrastructure Metaphor = Administrative expert Activity = Reengineering organization processes: "Shared services"
HR Roles: Management of Transformation and Change
Deliverable/Outcome = Creating a renewed organization Metaphor = Change agent Activity = Managing transformation and change: "Ensuring capacity for change"
HR Roles: Management of Strategic Human Resources
Deliverable/Outcome = Executing strategy Metaphor = Strategic partner Activity = Aligning HR and business strategy: "Organizational diagnosis"
HR Roles: Management of Employee Contribution
Deliverable/Outcome = Increasing employee commitment and capability Metaphor = Employee champion Activity = Listening and responding to employees: "Providing resources to employees"
Types of Discrimination
Disparate Treatment Adverse Impact Reasonable Accommodation
4. Creativity argument
Diversity of perspectives and less emphasis on conformity to norms of the past improves the level of creativity.
Management Implications: Preventing Lawsuits
Do not assume that what is "common sense" and what is "legal" are the same thing. Work with your HR representative on how to deal with employment issues that may have legal implications. Provide training on employment laws. Consider the legal implications for ALL decisions and actions you take especially for issues related to hiring, problem employees/discipline/termination. Establish a formal complaint resolution process for workers. Document detailed information about incidents and decisions made. Follow company policy in handling employee issues. Ask only for information you "need to know."
6. System Flexibility argument
Greater flexibility to react to changes in customer preferences and tastes (i.e. reactions should be faster and cost less)
External (Merger/Acquisition) Corporate Growth Strategies
HRM function plays a role in... - actual implementation of mergers and acquisitions - training in conflict resolution marrying another company; 50% failure Strategic HR Challenges • Managing change in culture, strategy, structure, processes, etc. • Employee transfers, reassignments, and layoffs due to acquisitions. • Managing employee communications during challenging organizational transitions and restructuring.
5. Problem-Solving argument
Heterogeneity in decisions and problem-solving groups potentially produces better decisions through a wider range of perspectives and more thorough critical analysis of issues.
Criteria for Establishing Disparate Treatment
Individual applied for a job and was rejected. Individual was qualified for the job. • determined by job descriptions job qualifications, individual's background and education Employer continued to look for someone to fill the position.
****How does the HRM function implement strategy??
It is through administering HRM practices: - job analysis/design - recruitment - selection systems - training and development programs - performance management systems - reward systems - labor relations programs
Elements of a Job Description
Job Requirements = - Job Title - Job Summary - Reporting Relationship - Work Unit - Tasks - Duties - Responsibilities Job Specifications = - Knowledge - Skills - Abilities - Experience
Strategies for Enhancing HR's Credibility
Listen to and focus on executive problems. Have HR staff view their roles as providing support to the line - Customers! Define HR responsibilities in relation to the line. Have HR and the line work together to form personnel policies. Ensure that HR staff have firsthand experience with line operations. Develop a positive chemistry with peers subordinates, and managers. Act in ways that respect confidentiality of sensitive information and that possess integrity.
Affirmative Action
NOT a quota system goal = identify and eliminate conspicuous imbalances in the workforce by comparing a utilization analysis against an availability analysis **If utilization is less than availability for any protected class, then we say there is a gap. **The affirmative goal is to eliminate the gap by making future utilization equal to availability. **Based on the target, affirmative develops an action plan to recruit employees to meet the goals
Sources of Information about Jobs
Nonhuman Sources • Existing job descriptions and specifications • Equipment maintenance records • Equipment design blueprints • Architectural blueprints of work area • Films of employees working • Training manuals and other job training materials • Popular literature, such as magazines or newspapers Human Sources • Job analysis • Job incumbents • Supervisors • Job experts
Job Analysis Data Collection Methods
Observation - jobholders are observed performing their work Interviews - knowledgeable employees are interviewed as to specific work activities Questionnaires and Checklists - knowledgeable employees complete paper and pencil forms regarding work activities = Triangulation: using all three
ISO 9000:2000
Quality standards adopted worldwide.
Types of Sexual Harassment
Quid Pro Quo Sexual Harassment Hostile Work Environment Sexual Harassment
The Importance of Job Analysis to Line Managers
Reasons why include... 1. managers must have detailed information about all the jobs in their work group to understand the world-flow process 2. managers need to understand the job requirements to make intelligent hiring decisions 3. a manager is responsible for ensuring that each individual is performing satisfactorily (or better) 4. it is also the manager's responsibility to ensure that the work is done safely, knowing where potential hazards might manifest themselves, and creating a climate where people feel free to interrupt the production process if dangerous conditions exist
Uses of Job Analysis/Job Descriptions
Recruiting and Selecting Employees • Human resource planning • Identifying internal labor markets • Recruitment • Selection • Placement • Equal employment opportunity • Realistic job previews Developing and Appraising Employees • Job training and skill development • Role clarification • Employee career planning • Performance appraisal Compensation • Determining pay rates for jobs • Ensuring equal pay for equal work • Ensuring equal pay for jobs of comparable worth Job and Organizational Design • Job design/redesign to improve efficiency or motivation • Determining lines of authority and responsibility • Determining necessary relationships among work groups
Employer or Court-Ordered Remedies for Illegal Discrimination
Reinstatement of the employee Back Pay - pay the employee back what he lost with time off the job Punitive Damages Compensatory Damages
Organizational Culture
Shared values Shared assumptions
Linkage Between HRM and the Strategic Management Process
Strategy - Decisions About Competition 1. Where to compete? - In what market(s) (industries, products, etc.) will we compete? 2. How to compete? - On what criterion or differentiating characteristic(s) will we compete? Cost? Quality? Reliability? Delivery? 3. With what will we compete? - What resources will allow us to beat our competition? - How will we acquire, develop, and deploy these resources to compete?
CHAPTER 2 Components of the Strategic Management Process
Strategy Formulation Strategy Implementation
3. Marketing argument
The insight and cultural sensitivity that diverse employees bring to the marketing effort should help the company enter new markets and develop products and services for diverse populations.
Real World HR Challenges: International Comparisons of Achievement in Math and Science
This graph notes that... • US is below or at the international average • the US educational system is lacking and therefore setting up high schoolers to not pursue certain careers in college • for employers, it seems we (here in the US) don't have enough skill sets for STEM-related jobs
Behaviors that May Constitute Sexual Harassment
Touching Telling sexually-oriented jokes "Elevator Eyes" Allowing pin-up calendars, sexually-oriented images in the workplace Making sexually-oriented comments Repeatedly making unwanted sexual advances toward another employee Making conditions of employment based on "sexual favors" Physical assaults (e.g., grabbing)
Key Takeaways of Chapter 2 - Strategic Human Resource Management
When taking a strategic perspective to HR, the first question that must be asked is, "What are the key objectives and strategies of the organization?" When taking a strategic perspective to HR, the second question that must be asked is, "What does HR need to do is align what it does to support the objectives and strategies of the organization?" HR must continue to play its core operational roles effectively but must develop the capacity to be a business partner with senior leadership, line managers, and individual contributors in their organizations. HR leaders must be proactive to establish their credibility with their internal customers (senior management, line managers, individual contributors) by developing ongoing partnerships and collaborating on the development of HR initiatives. Senior management and line managers need to support HR by specifying what they need from HR in terms of deliverables and taking the time and resources needed to enable HR to add value to the organization or their work units. An effective HR function must possess vertical and horizontal integration. HR strategy maps and balanced scorecards are powerful tools for creating visual representations of an integrated approach to goals, strategies, and KPIs that provide a framework for HR success.
Compensatory Damages
[compensation to the plaintiff for their pain, suffering, and other hardship experienced by the treatment from the employer] money awarded equivalent to the actual value of injuries or damage sustained by the aggrieved party.
Punitive Damages
[punishment to the employer for violating an employment law] money that may be awarded to a plaintiff to punish the defendant and deter similar conduct in the future
Americans with Disabilities Act (ADA) of 1990
a 1990 act, passed in 1991 Prohibits discrimination in employment practices against an individual with a physical or mental disability who is otherwise qualified. • 1. Key issue is whether a disabled person can perform the "essential functions of a job." • 2. The employer is obligated to make "reasonable" accommodations" for employees who are otherwise qualified. • 3. Accommodations may not present an "undue hardship" to the employer.
Sustainability
a company's ability to meet its needs without sacrificing the ability of future generations to meet their needs *organizations pursuing a sustainable strategy pursue the "triple bottom line": economic, social, and environmental benefits
Human Resource Information System (HRIS)
a computer system used to acquire, store, manipulate, analyze, retrieve, and distribute HR information can support decision making, help the company avoid lawsuits, provide data for evaluating policies and programs, and support day-to-day HR decisions
Sarbanes-Oxley Act of 2002
a congressional act passed in response to illegal and unethical behavior by managers and executives *the act sets stricter rules for business - especially accounting practices including requiring more open and consistent disclosure of financial data, CEOs' assurance that the data is completely accurate, and provisions that affect the employee-employer relationship (e.g. development of a code of conduct for senior financial officers)
Total Quality Management (TQM)
a cooperative form of doing business that relies on the talents and capabilities of both labor and management to continually improve quality and productivity a company-wide effort to continuously improve the ways people, machines, and systems accomplish work
Internal (Organic) Corporate Growth Strategies
a focus on new market and product development, innovation, and joint ventures organic = growing yourself (i.e. growth mode); doing well, therefore expanding presence Strategic HR Challenges • Need to aggressively recruit and select new employees. • Effective training and development to bring new employees up to speed rapidly. • Linking compensation to achieving growth objectives.
Bona Fide Occupational Qualification (BFOQ)
a job qualification based on sex, religion, and so on, that an employer asserts is a necessary qualification for the job example: if one were hiring an individual to hand out towels in a women's locker room, being a woman might be a BFOQ involved with gender, nationality, or race; meaning it is an essential qualification to be considered for the job • example: Hooters was filed with a gender discrimination lawsuit, but BFOQ was being a woman; the court sided with employer
Quid Pro Quo Sexual Harassment
a manager who gives an employee preferential treatment in exchange for "sexual favors" example: Boss - "if you come to dinner with me, I'll make sure you get that promotion"
HRM Practices: Training
a planned effort to facilitate the learning of job-related knowledge, skills, and behavior by employees
Lean Thinking
a process used to determine how to use less effort, time, equipment, and space but still meet customers' requirements a way to do more with less effort, time, equipment, and space but still provide customers with what they need and want
Standard Deviation Rule
a rule used to analyze employment tests to determine disparate impact; it uses the difference between the expected representation for minority groups and the actual representation to determine whether the difference between the two is greater than would occur by chance
Position Analysis Questionnaire (PAQ)
a standardized job analysis questionnaire containing 194 items representing work behaviors, work conditions, and job characteristics that can be generalized across a wide variety of jobs
Disparate Treatment
a theory of discrimination based on different treatments given to individuals because of their race, color, religion, sex, national origin, age, or disability status *process-oriented Direct discrimination Unequal treatment Decision rules with a racial/sexual premise or cause Intentional discrimination Prejudiced actions Different standards for different groups
Adverse Impact
a theory of discrimination based on facially neutral employment practices that disproportionately exclude a protected group from employment opportunities a facially neutral employment practice is one that lacks obvious discriminatory content yet affects one group to a greater extent than other groups, such as an employment test *when treating everyone the same, there are still discrepancies Indirect discrimination Unequal consequences or results Decision rules with racial/sexual consequences or results Unintentional discrimination Neutral actions Some standards, but different consequences for different groups
4. Training
all trainings require the trainer to have identified the tasks performed in the job to ensure that the training will prepare individuals to perform their jobs effectively
Two-Way Linkage
allows for consideration of human resource issues during the strategy formulation process Steps = 1. strategic planning team informs the HRM functions of the various strategies the company is considering 2. HRM executives analyze the human resource implications of the various strategies, presenting the results of this analysis to the strategic planning team 3. after the strategic decision has been made, the strategic plan is passed on to the HRM executive, who develops programs to implement it *means that corporate does its strategic planning and passes it down to HR where they do their own strategic planning and pass that back up to corporate
Civil Rights Act of 1991
amends Title VII of the Civil Rights Act of 1964, Section 1981 of the Civil Rights Act of 1866, the ADA, and the ADEA of 1967 note: punitive damages are meant to discourage employers from discriminating by providing for payments to the plaintiff beyond the actual damages suffered Employee Size Damage Limit 14 to 100 employees $50,000 101 to 200 employees $100,000 201 to 500 employees $200,000 More than 500 employees $300,000
Pregnancy Discrimination Act
an amendment to Title VII of the Civil Rights Act; it makes illegal discrimination of the basis of pregnancy, childbirth, or related medical conditions as a form of unlawful sex discrimination
The Equal Pay Act of 1963
an amendment to the Fair Labor Standards Act, requires that men and women in the same organization who are doing equal work must be paid equally defines equal in terms of skill, effort, responsibility, and working conditions
Malcolm Baldrige National Quality Award
an award established in 1987 to promote quality awareness, to recognize quality achievements of US companies, and to publicize successful quality strategies - it is the highest level of national recognition for quality that a US company can receive
Reasonable Person Standard
asks/poses the question, would a reasonable person consider this hostile/sexual harassment? The standard of behavior expected of a hypothetical "reasonable person." The standard against which negligence is measured and that must be observed to avoid liability for negligence.
HRM Function of Strategy Implementation
becomes.... • 1) ensuring that the company has the proper number of employees with the levels and types of skills required by the strategic plan • 2) developing "control" systems that ensure that those employees are acting in ways that promote the achievement of the goals specified in the strategic plan
Workforce Focus = 85
company's efforts to develop and utilize the workforce to achieve high performance; how the company engages, manages, and develops the potential of the workforce in alignment with company goals
Customer Focus = 85
company's knowledge of the customer, customer service systems, current and potential customer concerns, customer satisfaction and engagement
Results = 450
company's performance and improvement in key business areas (product, service, and supply quality; productivity; operational effectiveness and related financial indicators; environmental, legal, and regulatory compliance); ethically and socially responsible
Shared Values
conscious beliefs evaluate what's good or bad, right or wrong
5. Performance Appraisal
deals with getting information about how well each employee is performing in order to reward those who are effective, improve the performance of those who are ineffective, or provide a written justification for why the poor performer should be disciplined through job analysis, the organization can identify the behaviors and results that distinguish effective performance from ineffective performance
Integrative Linkage
dynamic and multifaceted, based on continuing rather than sequential interaction HRM function is involved in both strategy formulation and strategy implementation
Learning Organization
embraces a culture of lifelong learning in which employees are continually trying to learn new things; enabling all employees to continually acquire and share knowledge
Knowledge Workers
employees who own the intellectual means of producing a product or service employees who contribute to the company not through manual labor, but through what they know about customers or a specialized body of knowledge
6. Career Planning
entails matching an individual's skills and aspirations with opportunities that are or may become available in the organization the matching process requires that those in charge of career planning know the skills requirements of the various jobs
3) The Technology Challenge Implications for HR =
fear that social networking will result in employees wasting time or offending or harassing their co-workers
Retrenchment/Turnaround Corporate Strategy
finding ways to cost cuts and lay off employees to retain water Strategic HR Challenges • Reduction in staffing through layoffs and early retirements, hiring freezes, etc. • Retraining employees for new jobs in the organization. • Reducing costs through pay freezes, pay reductions, etc. • Working with the union to obtain concessions to increase the competitiveness of the firm.
Job Design Approaches: Perceptual-Motor Approach
focuses on human mental capabilities and limitations; goal is to design jobs in a way that ensures they do not exceed people's mental capabilities and limitations Elements = • job complexity • information processing • equipment use
Job Design Approaches: Mechanistic Approach
focuses on identifying the simplest way to structure work that maximizes efficiency Elements = • specialization • skill variety • work methods autonomy
Job Design Approaches: Biological Approach
focuses on outcomes such as physical fatigue, aches and pains, and health complaints; goal is to minimize physical strain on the worker by structuring the physical work environment around the way the human body works Elements = • physical demands • ergonomics • work conditions
Job Design Approaches: Motivational Approach
focuses on the job characteristics that affect psychological meaning and motivational potential, and views attitudinal variables (such as satisfaction) as the most important outcomes of job design prescriptions of the motivational approach focus on increasing the meaningfulness of jobs through such interventions as job enlargement, job enrichment, and the construction of jobs around socio-technical systems Elements = • decision-making autonomy • task significance • interdependence
3. Selection
identifies the more qualified applicants for employment to identify which applicants are most qualified, it is first necessary to determine the tasks that will be performed by the individual hired and the knowledge, skills, and abilities the individual must have to perform the job effectively [this information is gained through job analysis]
4) Ethical Practice
integration of core values, integrity, and accountability throughout all organizational and business practices Example Behaviors = maintains confidentiality, acts with person, professional, and behavioral integrity
7. Job Evaluation
involves assessing the relative dollar value of each job to the organization to set up internally equitable pay structures to put dollar values on jobs, it is necessary to get information about different jobs to determine which jobs deserve higher pay than others
Administrative Linkage
lowest level of integration; refers to when the HRM function's attention is focused on day-to-day activities where the HRM department is completely divorced from any component of the strategic management process in both strategy formulation and strategy implementation; department simply engages in administrative work
Reasonable Accommodation
making facilities readily accessible to and usable by individuals with disabilities examples: • providing readily accessible facilities such as ramps and/or elevators for disabled individuals to enter the workplace • job restructuring might include eliminating marginal tasks, shifting these tasks to other employees, redesigning job procedures, or altering work schedules • an employer might reassign a disabled employee to a job with essential functions he or she could perform • an employer might accommodate applicants for employment who must take tests through providing alternative testing formats, providing reads, or providing additional time for taking the test • readers, interpreters, or technology to offer reading assistance might be given to a disabled employee • an employer could allow employees to provide their own accommodations such as bringing a guide dog to work
2. Human Resource Planning
managers analyze an organization's human resource needs in a dynamic environment and develop activities that enable a firm to adapt to change this planning process requires accurate information about the levels of skill required in various jobs to ensure that enough individuals are available in the organization to meet the human resource needs of the strategic plan
5) Global and Cultural Effectiveness
managing human resources both within an across boundaries Example Behaviors = embraces inclusion, works effectively with diverse cultures and populations
Reshoring
moving jobs from overseas to the US reasons = higher product shipping costs, fear of supply chain disruptions due to natural disasters and political instability, quality concerns, and customer preference for US-made products
Stability Corporate Strategy
not going to change much because environment is stable Strategic HR Challenges = • Maintaining employee motivation, satisfaction and retention. • Providing meaningful career development for employees. • Developing key employee knowledge and skills through training.
Key Takeaways from Chapter 3 - Employment Law and Workforce Diversity
o Employment laws are numerous and complex. The goal is to ensure compliance with them and this needs to be based on a partnership between HR and management. o Be careful what you say and what you when interacting with others in the workplace and be aware of how others could misinterpret your comments or actions in a way that could get you in trouble. o Workforce diversity and inclusion can be a source of competitive advantage for companies. o Diversity training in itself, is almost never an adequate solution for enabling management and employees to acquire knowledge and skills related to diversity management.
Age Discrimination in Employment Act (ADEA)
passed in 1967 and amended in 1986, this act prohibits discrimination against employees over the age of 40
CHAPTER 1 Human Resource Management (HRM)
policies, practices, and systems that influence employee's behavior, attitudes, and performance
9) Consultation
provide guidance to stakeholders such as employees and leaders seeking expert advice on a variety of circumstances and situations Example Behaviors = serves as a workforce and people management expert, develops consultative and coaching skills
Balanced Scorecard
refers to a formal architecture of measurements that is used to align HR strategies, systems, and processes with a firm's overall mission, strategic priorities, and performance. *used to analyze KPIs (Key Performance Indicators) in any functional area of an organization = a measurement system that identifies the most important KPIs in relation to four categories including financial, customer, internal business process, and learning and growth. - It also includes the identification of the objectives, targets, measures, and initiatives that support the achievement of the objectives
Six Sigma Process
refers to a process/system of measuring, analyzing, improving, and controlling processes once they meet quality standards Objective is to create a total business focus on serving the customer and deliver what customers really want and when the want it
Evidence-Based HR
refers to demonstrating that human resource practices have a positive influence on the company's bottom line or key stakeholders (employees, customers, community, shareholders) • requires the use of HR or Workforce Analytics
2) The Global Challenge Offshoring
refers to exporting jobs from developed (US) to less developed countries (India) where labor and other costs are lower reasons = lower labor costs and availability of a skilled workforce with a strong work ethic
Big Data
refers to information merged from a variety of services, including HR databases, corporate financial statements, and employee surveys, to make evidence-based HR decisions and show that HR practices can influence the organization's bottom line, including profits and cost
Vertical Integration
refers to the degree of alignment between HR policies, practices, and strategies and the goals and strategies of the overall organization Organization | | Human Resources example of high degree of vertical integration: - a company that is pursuing an aggressive growth strategy and so the HR function creates and implements a hiring and training process to fill all of the positions that are needed as the company expands its operations example of lack of vertical integration: - a company that wants to provide the highest level of customer service as a strategy, but hires a lot of inexperienced employees who are not customer service oriented and lack people skills
Employee Engagement
refers to the degree to which employees are fully involved in their work and the strength of their job and company commitment
HR or Workforce Analytics
refers to the practice of using quantitative and scientific methods (i.e. data from HR databases and other data sources) to analyze big data (i.e. make evidence-based human resource decisions)
CHAPTER 4 Job Analysis
refers to the process of getting detailed information about jobs refers to the process through which information about jobs is systematically collected and evaluated in order to produce a job description and a job specification.
Talent Management
refers to the systemic planned strategic effort by a company to attract, retain, develop, and motivate highly skilled employees and managers refers to the systemic planned strategic effort by a company to use bundles of human resource management practices including acquiring and assessing employees, learning and development, performance management, and compensation to attract, retain, develop, and motivate highly skilled employees and managers
Horizontal Integration
relates to the degree of alignment between HR activities and other HR activities i.e. performance appraisal and compensations Human Resources --- Human Resources example of high level horizontal integration: - where the interview questions for a job are based specifically on assessing the qualifications listed in the job description for that job example of lack of horizontal integration: - where the recruiting process is ineffective in generating a pool of qualified applicants, so the selection process then has little to work with in terms of finding a good match between an applicant and the job requirements
2) Critical Evaluation
skill in interpreting information to determine ROI and organizational impact in making recommendations and business decisions Example Behaviors = gathers critical information, makes sound decisions based on evaluation of available information
3) HR Technical Expertise and Practice
the ability to apply the principles of human resource management to contribute to the success of the business Example Behaviors = remains current on relevant laws, legal rulings, and regulations; develops and utilizes best practices
8) Organizational Leadership and Navigation
the ability to direct initiatives and processes within the organization and gain buy-in from stakeholders being able to advocate Example Behaviors = fosters collaboration, exhibits behaviors consistent with and conforming to the organization culture
7) Communications
the ability to effectively exchange and create a free flow of information with and among various stakeholders at all levels of the organization to produce meaningful outcomes Example Behaviors = provides constructive feedback effectively, helps managers communicate not just on HR issues
6) Relationship Management
the ability to manage interactions with and between others with the specific goal of providing service and organizational success Example Behaviors = provides customer service to organizational stakeholders, insures alignments within HR when delivering services and information to the organization
HRM Practices: Development
the acquisition of knowledge, skills, and behaviors that improve an employee's ability to meet changes in job requirements and in client and customer demands
One-Way Linkage
the firm's strategic business planning function develops the strategic plan and then informs the HRM function of the plan role of HRM function = design systems and/or programs that implement the strategic plan often leads to strategic plans that the company cannot successfully implement *just means that corporate does its strategic planning and passes that down to HR
Equal Employment Opportunity Commission (EEOC)
the government commission to ensure that all individuals have an equal opportunity for employment, regardless of race, color, religion, sex, age, disability, or national origin 3 Major Responsibilities = 1. investigating and resolving discrimination complaints o complaints must be filed within 180 days of the incident 2. gathering information o complainant must be give the EEOC 60 days to investigate the complaint 3. issuing guidelines o if complaint is valid, complainant may sue federal court o EEOC will try to find a reconciliation between the two parties without burdening the court system
CHAPTER 3 Equal Employment Opportunity
the government's attempt to ensure that all individuals have an equal opportunity for employment, regardless of race, color, religion, sex, age, disability, or national origin
Ergonomics
the interface between individuals' physiological characteristics and the physical work environment The study of people's efficiency in their working environment.
Occupational Safety and Health Act (OSHA)
the law that authorizes the federal government to establish and enforce occupational safety and health standards for all places of employment engaging in interstate commerce Rights Granted to Workers under the OSHA = Employees have the right to... o 1. request an inspection o 2. have a representative present at an inspection o 3. have dangerous substances identified o 4. be promptly informed about exposure to hazards and be given access to accurate records regarding exposures o 5. have employer violations posted at the work site
Title VII of the Civil Rights Act of 1964
the major legislation regulating equal employment opportunity in the US Prohibits discrimination against any individual based on national origin, gender, race, religion, or color in making decisions regarding hiring, firing, training, discipline, compensation and benefits, classification, or other terms or conditions of employment. • applies to employers engaged in interstate commerce if they have 15 or more employees, labor organizations, and employment agencies. States that it is illegal for an employer to... o (1) fail or refuse to hire or discharge any individual, or otherwise discriminate against any individual with respect to his compensation, terms, conditions, or privileges of employment because of such individual's race, color, religion, sex, or national origin OR o (2) to limit, segregate, or classify his employees or applicants for employment in any way that would deprive or tend to deprive any individual of employment opportunities or otherwise adversely affect his status as an employee because of such individual's race, color, religion, sex, or national origin
HRM Practices: Performance Management
the means through which managers ensure that employees' activities and outputs are congruent with the organization's goals
Downsizing
the planned elimination of large numbers of personnel, designed to enhance organizational effectiveness HRM function must... - "surgically" reduce the workforce by cutting only the workers who are less valuable in their performance - maintain open communication with remaining employees to build their trust and commitment rather than withholding information - effectively manage the process in a way that makes this value undeniable
HRM Practices: Selection
the process by which an organization attempts to identify applicants with the necessary knowledge, skills, abilities, and other characteristics that will help it achieve its goals
Strategy Formulation
the process of deciding on a strategic direction by defining a company's mission and goals, its external opportunities and threats, and its internal strengths and weaknesses
HRM Practices: Job Design
the process of defining the way work will be performed and the tasks will be required in a given job
Strategy Implementation
the process of devising structures and allocating resources to enact the strategy a company has chosen
HRM Practices: Job Analysis
the process of getting detailed information about jobs
HRM Practices: Recruitment
the process of seeking applicants for potential employment
General Duty Clause
the provision of the Occupational Safety and Health Act that states that an employer has an overall obligation to furnish employees with a place of employment free from recognized hazards
Leadership = 120
the way senior executives create and sustain vision, values, and mission; promote legal and ethical behavior; create a sustainable company and communicate with and engage the workforce
Measurement, Analysis, and Knowledge Management = 90
the way the company selects, gathers, analyzes, uses, manages, and improves its data, information, and knowledge assets
Strategic Planning = 85
the way the company sets strategic direction, how it determines action plans, how it changes strategy and action plans if required, and how it measures progress
1. Work Redesign
to redesign the work, detailed information about the existing job(s) must be available
Shared Assumptions
unconscious taken-for-granted beliefs implicit mental models, ideal prototypes of behavior
1) Business Acumen
understanding the business strategy ability to understand business functions and metrics within the organization and industry Example Behaviors = demonstrates a capacity for understanding the business operations and functions within the organization, understands organizational metrics and their relationship to business success
Four-Fifths (4/5 or 80%) Rule
used to assess whether adverse impact exists - says that the selection ratios for all protected classes must be within at least 80% of the selection ratio of the highest group a rule that states that an employment test has disparate impact if the hiring rate for a minority group is less than four-fifths, or 80%, of the hiring rate for the majority group 1. identify the group with the highest selection ratio 2. calculate 80% of this number which is your 80% standard 3. compare the selection ratios for all other groups to the 80% standard 4. Any group that is less than the 80% standard is evidence of adverse impact example: AA = 50%, Asian = 47%, Hispanic = 37%, Native = 40%, Conclusion... 1. highest ratio = AA (50%) 2. 80% of 50: 5*8 = 40% 3. 40% is your 80% standard to compare to 4. therefore, adverse impact for Hispanics!
Occupational Information Network (O*NET)
uses a common language the generalizes across jobs to describe the abilities, work styles, work activities, and work context required for various occupations that are more broadly defined An online database containing job tasks, behaviors, required knowledge, skills, and abilities.
Hostile Work Environment Sexual Harassment
when the behavior of someone in the work setting is sexual in nature and is perceived by an employee to be offensive and undesirable example: putting up inappropriate posters in the workplace, inappropriate pics in a presentation
High-Performance Work Systems
work systems that maximize the fit between the company's social system (employees) and technical system example: robots to automate manufacturing process; therefore, laborer, material handler, operator/assembler, and maintenance jobs may be merged into 1 position
Real World HR Challenges: Income Inequality
• Trend notes that those with higher paying jobs are being paid more, whereas those with lower paying jobs are paid even less. • Ultimately, lack of job opportunities and lack of education/skill sets is what is doing this.
Real World HR Challenges: Gender Pay Inequity
• Women are still not being paid equally to men. • Around only 20% less pay for women as of now.
Real World HR Challenges: Stem Job Growth
• not enough people are going into STEM jobs
Artifacts of Organizational Culture
• physical structures • language • rituals and ceremonies • stories and legends
