MGT 310 Exam #1

How does CSR impact company? Why do they care?

-Gaining/retaining paying customers! -Public image/reputation -Cost savings - where appropriate -Pre-empt the role of government or industry watchdog groups

Caveats to empowerment

-Managers must be willing/able to give up power, control, & authority -Employees must "accept" empowerment -Theory X vs Theory Y management styles

Employment at Will

-Means that either an employee or employer can end an employment relationship for any reason, for no reason, or even a bad reason (employer not officially required to establish "just cause" for termination) -Caveats: if there is an employment contract involved then employment at will doesn't hold! Also federal and state laws and court decisions restrict termination decisions.

Steps of linking strategic planning and HR

-Mission, vision and values -External Analysis -Internal Analysis -Strategy Formulation -Strategy Implementation -Evaluation

Employee Privacy - Off-Duty Behavior

-More and more cases appearing - employees fired for behavior outside work -Consult legal team (or outside counsel) before doing anything here -First amendment rights only from government influence!

Sexual Orientation

-Not officially recognized by federal statues - usually state or local -Or more commonly recognized by specific employers

OSHA's purpose?

-OSHA covers all private & public employees (except self-employed workers) -OSHA "standards" - employers need to know their industry standards and ensure employees use protective gear, equipment, and processes -OSHA conducts workplace inspections, issue citations, and can impose penalties on employers -OSHA also proactively consults with companies to help them create and run effective health and safety programs

Pregnancy Discrimination Act of 1976

Broadens sexual discrimination to pregnancy, childbirth, related medical

Right to Work

Means employees are not required to join a union as a condition of employment

Extrinsic Motivation

Money, fame, grades, praise, bonuses, time off (originates outside the employee)

Due process

The right for employees to be heard

Retaliation

Title VII of the Civil Rights Act states that an employer may not discriminate against any of his employees because the employee has opposed any unlawful employment practice, or because the employee has made a charge, testified, assisted or participated in any manner in an investigation, proceedings, or hearing under this Act

A manager's true goal

To work themselves out of a job

Adverse Impact

Unintentional rejection impact on protected class

Sexual Harassment

Unwelcome sexual advances, requests for sexual favors, and other verbal or physical harassment of a sexual nature

Wrongful Discharge

When an employee is illegally terminated

Whistle-blowing

When employees report an employer's illegal actions, immoral conduct, or illegal practices to governmental agencies charged to uphold law

Constructive Discharge

When the company creates such a difficult environment or working conditions that employees have no other option than to quit

Employee Selection Validity

When using a test or other selection instrument to choose individuals for employment, employers must be able to prove that the selection instrument bears a direct relationship to success on the job

Quid Pro Quo

"This for that" actual exchange or perceived expectation of exchange

What is the HR toolbox?

"Toolbox" of tips, tricks, strategies, or "plays"

Hostile Work Environment

"Unwelcome sexual conduct interfering with job performance or creating intimidating, hostile, or offensive environment"

Negligent Hiring

-"The failure for an employer to use a reasonable amount of care in hiring an employee that harms another party" -If employee A hurts employee B, the employer can be held liable

HR balancing employee rights versus employers

-A good HR manager understands the delicate balance between: -Employee rights versus employer rights -Tip too far toward employee rights = organizational effectiveness may suffer -Tip too far toward employer rights = employees may sue, revolt, share

What role does HR play in CSR?

-A great recruiting and retention tool (i.e., matching/mirroring employee values/lifestyles) -Reducing employee turnover -Increase shareholder value + employer brand recognition How can HR support CSR? 1. Implement and encourage green practices -Recycling programs -Food and donations for social groups + weather events -Reduce energy consumption -Promote health(ier) lifestyle choices (e.g., "no meat Fridays") 2. Foster a culture of social responsibility -Creating internal employee recognition programs -Communicating connections between company pay/benefits and CSR goals -Matching employee contributions (retirement) -Encouraging volunteering, sabbatical programs, community help 3. Share/communicate value of CSR to employees + community

What are employee rights? (examples of...)

-A guarantee of fair treatment in return for services to an employer -Examples of rights? -Right to protest unfair disciplinary actions -Right to challenge employer searches and monitoring -Right to be free from discipline outside of work -Right to access personnel file -Right to no invasive testing

Alternative Dispute Resolution (ADR)

-A way to resolve employee discharges/complaints outside of court -Step review system + peer review system -Ombudsman + mediation + arbitration

Different HR strategies

-Annual organizational processes/mechanisms •Yearly goal setting + ongoing coaching performance •Training & development (for effective talent mobility) •Voice of the Employee (VOE) surveys •Compensation + benefits •Annual performance reviews -Individual reviews + organizational reviews -Ad hoc or "as needed" organizational processes/mechanisms •Recruiting, hiring, onboarding new employees •Terminating employees •Team building for leadership/teams •Coaching managers •Employee relations issues (interpersonal issues, investigations) Reductions in Force (RIFs) -Downsizing -Outsourcing -Offshoring

Employee Discipline - Common areas + examples

-Attendance -Dishonesty -Work performance -On the job behavior

Reactive Measures

-Be prepared to investigate reported issues immediately -Know who is involved, what they need to do and why -Explicitly document process flow and time to complete each step -Document investigation closely -Consult with internal company attorney or find external representation -Anti-retaliation policy -Closely monitor those employees who have submitted a claim/complaint -Suggested paths for discipline for offenders -Temporary leave of absence -Professional help -Up to and including termination -Whistleblower policy and procedure

Key HR Competencies

-Business Mastery: Requires an understanding of an organization's customers and economics and financial capabilities to help a firm achieve its strategic direction and adjust it as needed -HR Mastery: HR professionals should develop expert knowledge in the areas of staffing, development, appraisals, rewards, team building, performance measurement, and communication -Personal Credibility: Personal credibility and trust are earned by developing good relationships with people both internal and external to the firm, demonstrating the values of the firm, standing up for one's own beliefs, and dealing with all parties equitably

Why do companies downsize?

-Cost-cutting measures to stay competitive -Examples: (1) technology shifts, (2) industry trends, (3) to meet financial forecasts -Economic downturns - "not enough business to support current employee levels" -Mergers/acquisitions - "duplication of manpower"

Employee Privacy - Substance

-Courts attempt to balance employer vs employee -Substance abuse/drug testing + impairment testing

Reasonable Standard of Practice

-Courts usually use the "reasonable person standard" - in other words did HR and/or leadership, upon discovery/notification of issue, take "appropriate steps" to investigate issue, prevent its continuation, and/or discipline offending parties

How can HR avoid wrongful discharge?

-Create a set of easy to understand and follow termination rules and schedules -Document performance issues -HR termination mantra - "document, document, document!!!" -Apply termination processes as consistently across employees as possible

What are the most common types of work outsourced? Why?

-Customer service/support -Manufacturing/production -Accounting + tax preparation -Web design/hosting + computer programming -R&D and simple data entry -Legal services

Collecting Data/Using Metrics

-Data collection: applicant tracking -Performance/promotion/termination demographics -Data analysis: Are we above industry standard? How are we tracking? What steps do we need to take to reverse current trend

"Just Cause" Guidelines

-Did organization forewarn employee about issue(s)? -Were requirements for improvement reasonable? -Did company make a reasonable effort to improve employee issue? -Did HR objectively view employee performance/context? -Did management follow a consistent process across employees? -Was discharge the appropriate action to take?

Why would HR restructure? Process?

-Due to merger/acquisition activities -We need to eliminate "duplication of effort" -Due to economic downturns or industry shifts in products/services -In order to stay competitive we need to "reduce overhead/costs" -Due to shifts in organizational focus or strategic direction -In order to stay competitive we need to "adjust/adapt to the current market conditions" -To restructure work to be done in a newer/better way -In order to "meet evolving customer needs" we need to change our work processes

Benefits of empowerment

-Employees gain new skills + knowledge + more entrepreneurial -Employees gain responsibility -Teaches leadership, management, conflict skills -Allows employees to strive, fail/succeed, and learn -Gives employees more ownership, control, and sense of volition at work

Reasonable Accommodation

-Employer provided assistance or changes to a position or workplace that will enable employees to do their jobs despite having disability" -Employer needs to show "undue hardship" to not accommodate -Usually based on $$$ and company financial resources -Accommodations are always negotiated

Bottoms Up

-Enrichment & empowerment -Focuses on motivational context and creates more challenge in role -Includes more freedom, connection, understanding -Less repetition and monotony

HR Challenges - What are they?

-Environmental change (i.e., immigration, healthcare, tech) -Industry/economy change (i.e., recessions, competitors, customer shifts) -Social force/norm change (i.e., tech usage, viral, demographics, tragedies) Balancing company needs versus employee needs

Employee Challenges

-Ethnic and racial diversity in the workplace -Age distribution -Gender distribution of the workforce

Corporate Culture

-Every company has a unique culture - "how things are done here" -Company culture is why different companies in the same industry can feel so different to work for -Company culture drives HR practices and vice versa

HR Value Proposition - What is it?

-Everything in business comes down to the almighty $$$ -Therefore, in order to create value in business any department needs to either (a) save $$$ and/or (b) generate $$$ -HR does both - but generally does a bad job communicating it

What is the EEO? Why are they important?

-Federal agency that investigates/enforces discrimination claims -It helps create and protect fair employment opportunities -Emotionally - discrimination sucks - impacting job opportunities and lives -Financially - companies may be held liable ($) for managers/employees actions -Therefore, companies don't want extraneous "liability" or "risk"

Why do companies outsource?

-First and foremost - to reduce company cost $$$! -To offload work that isn't part of their core business -To free up time/energy/resources to focus on work they believe they can do better than anyone else (more value-added work or their competitive advantage)

Alternative Work Schedules

-Flextime: must work "core" hours + flexibility in when else -Compressed work week: 4/10; 9/80; staggered shifts -Job sharing: multiple employees sharing same job -Telecommuting: employees can work from home or elsewhere

Pros of having/using teams

-Fosters creativity and learning + boosts productivity -Blends complementary strengths and reduces weaknesses -Empowers employees

Unofficial ways to empower

-Give subordinates authority for decision-making ("only give guard rails") -Shared team/department governance -Complete transparency in decision-making -Allow employees to "job craft" -Encourage safe risks + mistakes = learning -Continuous feedback for improvement - no penalty -Hold team/subordinate accountable -Communicate higher purpose/reason for roles - something greater!

Employee Discipline - HR vs manager responsibilities

-HR designs and writes disciplinary procedures/processes/policies -Trains and collaborates with managers -Possible to write rules + procedures for every conceivable "issue?" •Line managers execute discipline procedures -Partners with HR for support and guidance + approval •Document, Document, Document!!!! -Line managers must show a "progression of discipline" over time •Generally oral, written, second written, final written, termination -New concept of "positive discipline" •Employee responsible for seeking help and improving performance •Line managers execute discipline before HR gets involved -Unless the issue is "above and beyond" or an acute issue -HR usually gets involved when managers seeking to terminate

Employee files - Employee rights related to them

-HR safeguards this info and access to it (usually electronic these days) -Employee access = right to know they have a file, what's in it, and to correct it

Why is "Human Capital" important?

-Human capital describes the employees' knowledge, skills, abilities and other attributes (KSAOs) that have economic value to the firm -Employees are an organization's most value resource -They are the hardest "resource" to manage and to replace -Without people nothing gets done -HR designs, implements, and manages business operating mechanisms that help organizational leaders manage talent -HR is accountable but NOT responsible for talent

Herzberg's Two Factor Model

-Hygiene factors: quality of supervision, pay, company policies, physical working conditions, relations with others, job security -Motivation Factors: promotion opportunities, opportunities for personal growth, recognition, responsibility, achievement

Tops Down

-Industrial engineering & ergonomics -Timing job movements -Designing equipment to meet human body movements

History of HR - where it used to be and where we are today

-Industrial revolution (late 1800s) -From craftsman/tradesman to mass production and heavy industry -Large hiring and training needs -Early industrialists beliefs: •Strict discipline + closely monitor work + unquestioned authority •The "foreman's empire" -Systematic management à scientific management (early 1900s) -The belief that there is "one best way" to do a job -Employee selection became more "scientific" -Compensation is based on individual outputs -Strict division of labor - "Managers plan work, workers work the plan" -Beginning of focus on (a) workplace conditions and (b) human conditions -Personnel management (1940s - 1970s) -Began taking over business function of people -Staffing, payroll and benefits administration + time and attendance -Still not involved in company strategy, just trying to develop employees to be of better value to the company -Human Resources Management - HRM (1980-90s) -HR as "business partners" -An organization gains competitive advantage by leveraging its employees -HR begins to get a "seat at the table" -Strategic Human Resources Management - SHRM (2000s to present) -HR now fully has a "seat at the table" in making business decisions -Fully integrated talent management process + total rewards mgmt -Aligning company goals with employees' goals = more participative approach -Measuring and using HR metrics

Employee Privacy - Workplace Romances

-It's DIFFICULT for HR to regulate/limit romances - it's a lost cause! -Anti-fraternization policy and/or consensual relationship agreement -Caveat: couples must not have direct reporting relationship -If romance goes south can easily become sexual harassment claim -What can HR do? -Transfer one party to different department - or ask one to resign -Discipline party(s) or worse case - suspend or fire employee(s)

Official ways to empower

-Job enlargement: adding more tasks/responsibilities to a job -Job rotation: employees rotate between different jobs

Job Specifications

-KSAOs -Knowledge- what you should know for the job -Skills - things you need to do in job -Abilities - innate aptitudes -Other attributes - personality, attitudes, etc

KSAOs

-Knowledge •Understanding the core business of their company (value prop + revenue) •Understanding of how leader/employee behavior builds company culture •Understanding the E2E talent management process •Have a large selection of -Skills •Consulting / influencing leaders •Empathy / support for employees •"Connecting the dots" (anticipating business impacts on employees) -Abilities •Manage many initiatives/programs at once - "drink from fire hose" •Thinking tactically (short term) and strategically (long term)

Types of employees

-Like it or not, different employees are valued differently based on their role and the degree of value that role brings to the firm -Caveat: All workers are important and valuable but there are some that are "harder to replace" and/or more unique (1) Strategic knowledge workers - R&D, scientists, programmers, professors, manager/leaders (2) Core employees - sales, customer service reps (3) Supporting workers - secretaries, maintenance, "labor intensive" jobs, manufacturing line workers (4) External partners - anyone that isn't employed that a company uses for business purposes -HR engages with these workers differently!

HR versus managers - what's the difference?

-Line managers and HR have the same goals - to develop talent -HR designs systems, programs, & processes to develop talent -Managers execute those systems, programs, and processes -HR "partners" with managers to execute - like an internal consultant -HR is accountable for talent, but managers are responsible for talent

Employee handbook - Contents

-Overview & employment relationship (company history, mission, values, goals) •Policies = code of conduct, at will employment, non-compete, non-solicitation, confidentiality -General employment info (employment eligibility, promotions, rehiring) •Policies = EEO, accommodation, personnel file, harassment + discrimination, romances -Attendance at work (exempt vs nonexempt, working hours, breaks) •Policies = attendance, telecommuting, termination -Workplace professionalism •Policies = dress code, substance abuse, conflicts of interest, safety & security -Compensation + benefits -Time off work -Company equipment + electronics Performance expectations + evaluation

Bona Fide Occupational Qualification (BFOQ)

-Permits discrimination for "business necessity" -Cannot be applied to race or color

Proactive Measures

-Provide clear escalation/complaint process for employees to report issues -Prompt, anonymous and confidential -Clear and available company policies -Anti-discrimination, anti-harassment, fraternization, anti-retaliation policies -Investigation process for complaints -Training for HR, recruiters, leadership, managers, vendors(?) -For EEO laws -What constitutes discrimination and how to avoid it -Promote an inclusive work environment -Create diversity workgroups/interest groups, leadership role modeling -Analyze/audit existing company policies/procedures for unintentional discrimination impacts

What are the protected classes? What HR processes does it cover?

-Race, color, religion, national origin, sex (pregnancy, gender identity, sexual orientation), age (40+), or disability (physical, mental, or even perceived) -Unlawful to "retaliate" against someone who filed an EEO complaint -Hiring, firing, promotions, harassment, training, wages, benefits..... -Only companies with 15 + employees (20 + employees for age)

Alternatives for Downsizing

-Reducing employee hours and/or pay rates -Furlough employees -Offering a voluntary separation program (similar to severance) -Allow normal "attrition rates" to occur without replacements

Criteria for layoffs

-Seniority-based selection -Employee status-based (full-time, part-time, contingent) -Performance-based selection -Skills-based selection -Multiple criteria-based (multiple of those criteria above)

Job Characteristics Model

-Skill Variety -Task Identity -Task Significance -Autonomy -Feedback from job

HR steps to mitigate EEO type issues

-Solve #1 - HR needs to know where discrimination is likely to occur in organizations and then they design/create processes that mitigate risks -Basically, anywhere one human is making a decision that affects other human in the workplace has potential for discrimination -Anywhere a power differential exists -Examples of processes: recruiting, selection, training, managing, developing, firing, promotions, compensation, benefits, job design, RIFs, etc -Recruiting decisions/actions - Potential issues? -Ways for HR to solve? -Create job description and selection criteria BEFORE recruiting begins -Post jobs in diverse set of locations and recruit from diverse locations -Multiple recruiters to eliminate potential evaluation bias of candidates -Predetermined short list process for sorting good versus bad candidates -Candidate tracking processes (i.e., metrics) -Selection decisions/actions - Potential issues? -Ways for HR to solve? -Multiple interviewers ask same set of questions of every candidate -Chose an interview style and process appropriate for the job -Appropriate assessment techniques for candidates -Asking appropriate (aka legal) questions -Compensation/promotion decisions/actions - Potential issues? -Ways for HR to solve? -Require multiple raters (360 degree reviews) and multiple levels of approval -Track annual compensation decisions - look for bias against minorities -Tracking performance against salary bands/ranges

What is the process for downsizing?

-Step 1: HR partners with leadership to determine appropriate headcount needs -Step 2: HR determines selection criteria for employees w/ legal team -Step 3: HR communicates and trains line managers -Notifies managers why the layoff need exists -Trains managers on what to say and what not to say during the "action" -Step 4: Coordinates "the action" -Plans official emails from leadership to notify all employees -Schedules email invitations to impacted employees -What is communicated during notification meetings (HR + line managers) -Meeting times, length, and locations -Content in "exit packets" (severance, benefits, outplacement services) -Step 5: Sends all clear email and reasoning for layoffs to all employees

What is SHRM? Why is it important?

-Strategic Human Resources Management -Combines strategic planning and HR planning. It can be thought of as the pattern of HR deployments and activities that enable an organization to achieve its strategic goals -"Designing HR's goals to match the business strategies and goals of the company it is supporting"

What is the talent management cycle?

-Talent Acquisition: Attract talent and select talent -Talent On Boarding: Welcome talent and accelerate talent -Talent Development: Manage performance and assess and develop talent -Talent Retention: Engage Talent and retain talent

What is HR and what does it actually do?

-The achitect of "human processes" in the workplace -HR is the department responsible for designing and implementing company systems, programs, and processes that manage talent -HR helps find, recruit, hire, onboard, train, manage, develop, retain, and terminate employees that best meet organizational objectives

Employee discipline - What does it accomplish?

-The book argues it's "a tool to correct the practices/behaviors of employees to help them perform better" -Employees generally view it as a tool to penalize & terminate employees -People are highly sensitive to disciplinary procedures -They observe, judge, and compare discipline procedures btw employees

Downsizing

-The planned elimination of a large number of employees with the goal of enhancing the organization's competitiveness -AKA "rightsizing", "layoffs", or "RIFs" (reductions in force)

Job Analysis

-The systematic process of collecting information about all of the parameters of a job -Its basic responsibilities, the behaviors, skills, and the physical and mental requirements of the people who do it -Recruitment & selection -Performance appraisal -Comp and benefits -Legal (CYA) -HR planning - training/development

Employee Privacy - Electronic

-To protect against employee theft, monitoring quality control, employee safety -Employers can use cameras - as long as they have a "good business reason" -Exceptions = bathrooms + changing rooms -General expectation is all phones, computers, and email are monitored -Employee privacy rights are "minimal" according to law and legal precedence -Employer searches should be undertaken with "probable cause" only

Explicit Contract

-Usually signed employment contracts -These employees cannot be terminated at will

Functional Strategies

-Vertical Fit/Alignment: Focuses on the connection between the business's objectives and the major initiatives undertaken by HR -Horizontal Fit/Alignment: Managers need to ensure that their HR practices are all aligned with one another internally to establish a configuration that's mutually reinforcing

Types of Wrongful Discharge

-Violation of public policy - employee refuses to commit a crime, reporting criminal activities, or exercising guaranteed employee rights -Implied contract - employee terminated despite employer's promises to retain them -Implied covenant - employer did not act in good faith and fair dealing

Employee Teams

-Virtual team: comprised of people from various geographical locations -Cross-functional team: comprised of people from various disciplines -Self-directed/managed team: cooperate w/o managers to accomplish goals -Quality circle: seek out issues to analyze and solve within a workflow -Task force: group of interdisciplinary experts solving well-defined problem -Leadership team: company leaders creating vision/mission or solving issue

Emerging Issues

-Weight Discrimination -Attractiveness -Discrimination -Gender Identity -Outside of work behavior impacting employment conditions -"Helicopter parents" in the workplace (i.e., millennials parents)

Restructuring

-When a company restructures itself internally, either the operations, processes, departments, or ownership enabling the business to become more integrated and profitable -May or may not include a downsizing decision/action

Pros of alternative work schedules

-Work-life-balance opportunities -Eldercare, childcare, other life responsibilities -Disability + health accommodations -Address late/absenteeism issues -Ways to hire/retain the best/unique talent -Balance economic, company and employee needs

Areas OSHA covers in workplace?

-Workplace safety -Equipment usage failures + human errors -Workplace environment setup -Access to safety equipment -Workplace violence -Workplace emergencies (examples: floods, hurricanes, fires, explosions, spills) -Ergonomics -Hazards -Chemical, smoking, blood borne pathogens -Employee emotional health -Wellness, weight loss, job stress/burnout, depression, alcoholism, drug abuse

Implied Contract

-Written or verbally communicated - managers + HR must be careful -How to avoid!? - have employees sign an "employment at will" form at time of hire

Three factors that constitute prohibited conduct

1. (The action) is related to sex or sexual conduct; 2. (The conduct) is unwelcome, not returned, not mutual; and 3. (The conduct) affects the terms or conditions of employment.

HR role in employee rights + discipline

1. Continually research and know evolving laws, regulations, social norms, and organizational practices that may influence employee rights + discipline -Recent examples: cell phone usage, transgender bathroom, harassment (#metoo), pay equity, healthcare (affordable care act), workplace violence, new and evolving technologies (ee social media usage), swings in political forces in office 2. Create and revise their company's rights + discipline policies -Create and maintain employee handbook content + policies within it -Have every employee sign/date a form notifying them of these policies 3. Maintain and protect all vital/confidential employee records 4. Be an effective business partner and knowledge resource for employees, managers, and leadership for company policies and guidelines -Be an internal consultant for managers in how to execute discipline process

Employee handbook - Purpose

1. Educate employees on organizational policies, expectations, and practices 2. An important document between employer/employee (a "living" document)

What does HR need to cover related to whistle-blowing?

1. Language encouraging employees to report illegal or immoral conduct 2. Promise of protection (anti-retaliation) for reporting employee 3. Promise unbiased investigation of incident/issue + speedy report of findings 4. Appeals process if reporting employee is dissatisfied with result

Organizational Core Capabilities

1. Processes - "recipes" or standard routines for how work will be done and results will be accomplished 2. Systems (technologies) - Includes information systems, databases, proprietary technologies, and the like 3. People - A key resource that underlies a firm's core capabilities

Competitive advantage through people

1. The resources must be valuable - People are a source of competitive advantage when they improve the efficiency or effectiveness of the company. Value is increased when employees find ways to decrease costs, provide something unique to customers, or some unique combination of the two 2. The resources must be rare - people are a source of competitive advantage when their knowledge, skills, and abilities are not equally available to competitors 3. The resources must be difficult to imitate - people are a source of competitive advantage when the capabilities and contributions of a firm's employees can't be copied by others 4. The resources must be organized - People are a source of competitive advantage when their talents can be combined and deployed to work on new assignments at a moment's notice

When does harassment officially become illegal?

1. When it becomes a condition of employment 2. When conduct is severe and/or pervasive enough

Corporate Social Responsibility

A form of corporate self-regulation integrated into a business model that monitors and ensures its active compliance with the spirit of the law, ethical standards, and national and international norms

Enrichment

Allowing employees to think, behave, act, react and control their work in more autonomous ways

OSHA - what is it?

Assures the safety and health of America's workers by setting and enforcing standards, providing training, outreach, and education; and encouraging continual improvements in workplace safety and health

Empowerment

Efforts to make work more satisfying/rewarding

HR's role versus managers role?

HR plans, communicates, and executes layoffs

Job Design/Redesign

Job (re)design is focused on how to (re)structure a job so that it better captures employee talents, motivates them, creates job satisfaction and thus impacts company performance

Intrinsic Motivation

Personal sense of meaningfulness and fulfillment, purpose, choice, progress, knowledge, responsibility (originates inside employee)

Americans with Disabilities Act (1990)

Prohibits discrimination against people with physical or mental disabilities

Age Discrimination in Employment Act 1967

Prohibits discrimination against those 40+

Title VII of Civil Rights Act 1964

Prohibits discrimination in employment

Don't ask, don't tell, don't repeat

Prohibits discrimination in military based on sexual orientation

Workplace Harassment

Repeated, health-harming mistreatment of one or more persons by one or more perpetrators

Equal Pay Act of 1963

Requires employees provide equal pay for equal work

Outsourcing

The practice of using companies to reduce costs or improve efficiency by shifting tasks, operations, jobs or processes to an external contracted third party for a period of time

Psychological Contracts

i.e., employees expect a right to employment and to be provided fair compensation, steady work, job training, etc

List of common HR policies

•EEO + nondiscrimination policies •Anti-harassment policy + complaint escalation procedure -Sexual harassment •Whistle-blowing policy -Anti-retaliation policy •Code of conduct •Conflict of interest •Internet and email usage policy •Privacy policy •Confidentiality agreement -Intellectual property -Nondisclosure + non-compete -Nonpiracy •PTO policies -Holiday, vacation, and sick •Disciplinary/termination policy •Workplace safety policy •Outside employment policy -Aka "Moonlighting" policy •Substance abuse policy •Leave policies -FMLA, STD, LTD •Retirement policy •Workers compensation policy •Dress code policy •Conflict resolution policy •Employee records access policy •Recruiting/hiring policy -Pay + promotion policy