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