Chapter 11

training

focuses on short-term skills

soft benefits

help workers maintain the balance between work and family life

age discrimination in employment act of 1967 (ADEA)

protects individuals 40 or older from employment and workplace discrimination

vestibule training

training done in schools -employees are taught on equipment similar to those used on the job

apprentice programs

training programs in which a learner works alongside an experienced employee to master the skills and procedures of a craft

online training

training programs in which employees complete classes via the Internet

off-the-job training

training that occurs away from the workplace consists of internal/external programs to: -develop a variety of skills -or to foster personal development

accommodation

treating people according to specific needs

equal employment opportunity act (EEOA)

written as an amendment to Title VII in 1972

cafeteria-style fringe benefits

a fringe benefit plan that allows employees to choose the benefits they want, up to a certain dollar amount

job specifications

a written summary of the minimum requirements of workers in doing a particular job

training and development

all attempts to improve employee productivity by increasing the ability to perform -training focuses on short-term skills -development focuses on long-term abilities

job sharing

an arrangement in which two part-time employees share one full-time job

performance appraisal

an evaluation that measures employee performance against established standards

6 steps in the selection process

-application form -initial & follow-up interviews -employment tests -background investigations -physical exams -trial periods

3 steps of training and development

-assessing organization needs & employee skills to determine training needs -designing training activities to meet those needs -evaluating training effectiveness

a managed, competitive compensation and benefit program can accomplish:

-attracting people the organization needs -providing employees with incentives -keeping valued employees from leaving firm -maintaining a competitive position in the marketplace -providing employees with fringe benefits

benefits of job sharing

-employment opportunities for non-full-time workers -reduced absenteeism and tardiness -ability to schedule part-time workers into peak demand periods -retention of experienced employees

3 principles of initiating female & minority development

-grooming women and minorities for management = bringing more talent in the door -the best will become harder to attract and retain -having more women and minorities at all levels lets businesses serve increasingly female and minority customers

HRM evolved primarily because of two key factors:

-organizations' recognition of employees as an ultimate resource -changes in the law that rewrote traditional practices

understudy positions

-selected employees work as assistants to higher-level managers -participate in planning and other managerial functions until they are ready to assume the positions themselves

disadvantages of job sharing

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

6 steps of performance appraisals

1. establishing performance standards 2. communicating those standards 3. evaluating performance 4. discussing results with employees 5. taking corrective action 6. using the results to make decisions

5 steps in the human resource planning process

1. preparing an inventory of employees 2. preparing a job analysis 3. assessing future human resource demand 4. assessing future labor supply 5. establishing a strategic plan

recruitment

a set of activities used to obtain a sufficient number of the right people at the right time

job analysis

a study of what is done by employees who hold various job titles

job description

a summary of the objectives of a job -type of work to be done -responsibilities & duties -working conditions -relationship of the job to other functions

compressed workweek

a work schedule that allows a full number of hours per week but in fewer days

flextime plan

a work schedule that gives employees some freedom to choose when to work, as long as they work the required number of hours

equal employment opportunity commission (EEOC)

created by the civil rights act, giving it broad powers -for example, mandated record-keeping procedures

internal sources

current employees who can be transferred/promoted/recommend others for hire

reverse discrimination

discrimination against whites/males in hiring/promoting

affirmative action

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

office of federal contract compliance programs (OFCCP)

ensures that employers comply with: -nondiscrimination -affirmative action laws -regulations when doing business with the federal government

development

focuses on long-term abilities

americans with disabilities act of 1990 (ADA)

requires employers to give applicants with physical/mental disabilities the same consideration for employment as people without them

skills-based pay

rewards the growth of the individual and team; base pay is raised when team members learn and apply new skills -drawbacks: system is complex; difficult to relate skills to profit gain

on-the-job coaching

teaching needed skills and providing direction, advice, and helpful feedback

on-the-job training

training at the workplace, which lets the employee learn by doing or watching others

360-degree review

when a manager gathers opinions from those under, above, and on the same level as the employee to get an accurate idea of the worker's abilities

contingent workers

workers who don't have regular, full-time employment companies tend to hire these workers when: -full-timers are on some type of leave -there is a peak demand for labor/products -quick service to customers is a priority

orientation

activity that introduces new employees to the organization, and to the policies, practices, and objectives of the firm

external sources

advertisements, public and private employment agencies, college placement bureaus, management consultants, internet sites, professional organizations, referrals, and online and walk-in applications

golden handshakes

an early retirement benefit that includes a one-time cash payment to entice older workers to retire

mentor

an experienced employee who: -supervises -coaches -guides lower-level employees by introducing them to the right people

job rotation

assignments in a variety of departments

gain-sharing systems

base bonuses on improvements to previous performance

fringe benefits

benefits that represent additional compensation to employees beyond base wages

off-the-job courses and training

classes/seminars for a week or more to hone technical and human relations skills

core time

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

human resource management (HRM)

the process of determining human resource needs

network

the process of establishing and maintaining contacts with key managers and using those contacts to create strong relationships

selection

the process of gathering information and deciding who should be hired, under legal guidelines

management development

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

job simulation

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