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School: Georgia Institute of Technology
Department: Engineering
Course: Human Resource management
Professor: Charles parsons
Term: Spring 2017
Tags: MGT
Cost: 50
Name: mgt 3106 chapter 1 and syllabus
Description: chapter 1 and syllabus
Uploaded: 01/26/2017
47 Pages 116 Views 1 Unlocks
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This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part?




In an organization, who should be concerned with HRM?




Who is Responsible for HR?



. Jan. 9, 2017 MGT 3102 TSC Managing Human Resources within a Regulatory Environment Spring, 2017 Professor:  Charles Parsons Class: MWF 2:05­2:55 pm  Teaching Assistant:  Classroom: Room 203 Office Hours 3­5 MW And by appointment Office: 4216  Scheller College oWe also discuss several other topics like sectorial premolar
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f Business (Technology Square) Ph.: 404 894­4921 E­Mail: charles.parsons@scheller.gatech.edu   Please use “MGT 3102:   in subject line Course Overview This course will examine the theory and practice of human resource management and how they are  affected by the competitive, legal, and social environments.  In this course, we concentrate on for­profit  business organizations, but much of what is presented can also be applied to the public, or non­profit sector.  As in most traditional Human Resource Management (HRM) courses, there is some coverage of strategic human  resource issues, but most coverage is on tactical, or HRM operational issues and practices.  The course covers  topics such as job analysis, human resource planning, staffing, training and development, compensation, safety,  employee governance, and others.  Throughout the course there is a strong emphasis on the legal and regulatory  environment in which HRM operates, especially nondiscrimination laws. There will be some use of statistics and other quantitative methods in this course.  .  Decision­making in  HRM can be and often is guided by the analysis of data.  We will do some illustrative exercises during the  course.  The application is for illustrative purposes and is not intended to be central to learning outcomes. Required Readings Fundamentals of Human Resource Management (2016).  Noe, Hollenbeck, Gerhart, & Wright.  McGraw­Hill,  Boston, Mass.  6th edition Student Supplement to the above textbook available at www.mhhe.com/noefund3e Some Assigned Readings will also be posted to T­Square such as  Website material from the Equal Employment Opportunity Commission (EEOC)2Student Evaluation and Final Grades Exam 1  20% Exam 2 20% Team Project 20% Final Exam (cumulative) 25% Class participation and Attendance   10%     Research Participation                                         5% Total  100% In general, 90%+ = A, 80%+ = B, 70% + = C, 60%+ = D, <60% = F.  Final grades may be curved. Exams There will be two hourly exams and a final cumulative exam in this course.  The covered material is indicated  on the syllabus.  You are responsible for all assigned readings, lectures, and any other material presented or  covered in class (handouts, videos, etc.). For hourly exams, questions will be short answer and scenario  analysis.    The final exam will be comprehensive.  The exams will cover concepts, application skills and their  use in understanding and addressing human resource management practices and problems. Class Project For this course, there will be a team project.    Teams will be assigned by the Professor. The project will focus on the use of Human Resource Analytic methods to help an organization  in an important area of Human Resources; that of Recruiting and Talent Management.  The  project will require both a written paper and an oral presentation to the class. Attendance Attendance in class is important.  You will be exposed to material not in the book, participate in exercises that  will help you better understand the application of concepts, see video and listen to audio and participate in  subsequent discussion.  These are all valuable reasons for attendance.   I will take attendance via a sign­in sheet  for your signature.  Poor attendance and/or regularly arriving late or leaving early will hurt your attendance  grade. (at the extreme, not attending, except for exams will yield 0 points in this category (and thus you will  lose all of your course points)). I do allow 3 ‘personal days’ (e.g unexcused absences before a student begins to  lose course points in this category).  Excuses for absence should be sent to me through e­mail ahead of time  (when possible).  Written documentation is advisable if for health reasons.  Full attendance and participation  points can only be earned through active contributions to class discussion.  In order to track a record on this, I  will need to have you e­mail me the contribution you made in class within one day of making the contribution.   I will still make the judgment concerning the merit of the contribution. 3Student contributions to class discussion are valuable.  I will often ask for volunteered comments on an idea or concept from lecture and/or the book.  Occasionally, I will pick a student name at random.  If your name is called and youU are not present, you will have points deducted from participation points. BE PREPARED !! Research Participation Research activity Most of what we will discuss in class is the direct result of years of research in organizational  behavior, and in the related areas of human resource management, psychology, sociology,  communications, and economics. We will discuss the conclusions and, in some cases, the details  of this research in class, but to further increase your understanding of the research process, you  will complete an additional research-related activity which will be worth 5% of  To complete this assignment you will participate in approved business research  studies/experiments. This will involve a total of 3 hours of your time outside of class. It may  involve one long study or a combination of 2-3 shorter studies, but the total time will not exceed  3 hours. You will more detail about this research participation and you will receive specific  instructions for how to sign up for these studies in Week 3 or 4 of this semester. Please be aware that if you are in another class that has a research requirement (e.g.,  Marketing), then you cannot double count the studies you do for that class toward your research  credit in this class. Alternative to Research Participation. If you decide not to complete this research activity, your  other option to earn this credit is to write a 5-7 page report about an empirical research article  (an “empirical” article uses statistical techniques to analyze data). You should choose an article  that investigates an HR-related topic from either the Journal of Applied Psychology or Personnel  Psychology. (If you choose Personnel Psychology, be careful not to select a book review; you  need to choose an actual research article.) Your article must be current, with publication coming  on or after January 1st of 2016. There are no exceptions to this policy regarding journal selection  or date range. You should describe the hypotheses, methodology, sample of participants, and  results, as well as discussing the article's main conclusions. Prepare a 5-7 page report (12-point,  Times New Roman font, double-spaced, 1 inch margins) that includes this information, plus a  copy of the article you used. If you choose this option, then you must hand it in by the last  regular class meeting. Presentation Copies Power points lecture notes will be posted on T­Square  Please be advised that the Power Point slides provide an  outline of content covered but are not a definitive in terms of ‘right’ answers.  Lecture content will provide  detail. So it is important to be in class and take good notes while you are there.  If you miss a session, get notes  from a trusted class mate.  4Rules, Procedures, and Guidelines for Students in this Class Georgia Tech Honor Code Academic misconduct is any act that does or could improperly distort student grades or other student academic  records. Such acts include but need not be limited to the following:  ∙ Possessing, using or exchanging improperly acquired written or verbal information in the preparation of  any essay, laboratory report, examination, or other assignment included in an academic course;  ∙ Substitution for, or unauthorized collaboration with, a student in the commission of academic  requirements;  ∙ Submission of material that is wholly or substantially identical to that created or published by another  person or persons, without adequate credit notations indicating authorship (plagiarism);  ∙ False claims of performance or work that has been submitted by the claimant;  ∙ Alteration or insertion of any academic grade or rating so as to obtain unearned academic credit;  ∙ Deliberate falsification of a written or verbal statement of fact to a member of the faculty so as to obtain  unearned academic credit;  ∙ Forgery, alteration or misuse of any institute document relating to the academic status of the student.  5Scheller College of Business  Guidelines for Classroom Courtesy & Related Matters  Guidelines on Student Conduct: ¤ Treat each other with courtesy and respect ¤ Conduct yourself with honor and be active about upholding the honor code amongst yourselves ¤ Prepare for class and participate actively by asking questions  ¤ Take responsibility for your actions  Examples ¤ Arrive at class on time and, if late, find your seat quickly and disturb the class as little as possible ¤ Do not talk while others are talking (whether they are students or professors) ¤ Make sure you understand what is considered acceptable in group work and with respect to take home assignments (if it's not made explicit by the professor, ask—this will help all students) ¤ Be willing to work with those you don't know ¤ Do not use laptops in class unless given explicit permission by the instructor. ¤ Turn off cell phones and pagers in class ¤ Do not sleep in class ¤ Do not consume food or drink in the classroom in such a way that it is disruptive (and clean up after yourself) ¤ Keep your personal noise level to a minimum (i.e. organizing binders, eating (if applicable), coughing/sneezing) and leave the room if you are disrupting the class 67Course Schedule     Date                      Topics                                                                                Readings                                        Jan. 9  Introduction to Course Browse Syllabus  Framework for Human Resource Management Jan. 11 Continued  Read Chapter 1 in Noe et al. Text Discuss “Good Things Happen at Costco TSA Case: p. 25 Jan. 13 View and discus Video on Ethics HR as Profession Role of Ethics in HRM Jan.16 Marti tin Luther King Day – No Class  Jan. 18 Legal and Regulatory Environment for Human Resource Management Read Chpt 3 (not Safety Regulation) Jan.20 Regulation/Law concerning Race Discrimination  Read: T­Square Material on Race  Discrimination Jan. 23 Regulation/Law concerning Sex Discrimination  Read: T­Square Material on Sex  Discrimination Jan. 25 Regulation/Law concerning  Age Discrimination Read T­Square article Jan 27 Regulation/Law concerning Read T­square Article Disability Discrimination Religion and National Origin in the workplace Read T­Square article Jan.30 Regulation/Law Concerning Harassment Read T­Square article Feb. 1 Harassment (continued) Read T­Square article on Harassment Feb. 3 Exam 1 Feb. 6 Business Context for HR Read Chapter 2 8Feb. 8 Continued Feb. 10 Video Feb. 13 Continued Read Noe 54­56 “Raises or Rebuilding Case” “Hershey’s Sweet Mission Case” Feb. 15 Job Analysis and Design Read: Noe, Chpt 4 Feb. 17 Continued Feb. 20 Human Resource Planning  Read: Noe, Pp. 132­146 Team Project groups formed  Feb. 22 Recruitment Read: Noe, pp. 146­158                   Feb. 24 Employee Selection  Read: Noe  Chpt 6      Feb. 27 Employee selection Continued Prepare to discuss “Limits on Read “Managing Talent” pp. 194­195 Mar. 1  Training Read: Noe Chpt. 7  (all) ) Mar. 3  Training cont. Mar. 6 Development Read  Noe  Chpt 8 9Mar 8  Performance Management Read Chpt 8 Mar. 10 Performance Management Read: Noe pages 224­244 Mar. 13 High Performance Work Systems Read Noe  Chapter 9 Mar. 15 Exam 2 Mar. 17 Retaining Employees Noe pp. 303­317 March 20­24   Spring Break Mar. 27 Discipline and Discharge pp 332­342 March 29 Employee Retention pp 343­358 March 31 Continued  Prepare to Discuss “How Leaders  flourish at Gunderson Lutheran Health  System” Prepare to discuss end of chapter case “How GE and Zapos Develop Great  Leaders” April 3 Designing Pay Structures Noe Chapter 11 Apr 5 Reward Systems Read: Noe  Chapter 12 Prepare to discuss end of chapter case P. 379­380  Incentive Pay at Nucor..” Continued Prepare to discuss end of chapter case p. 378­379“BMW aligns Executive Bonus..” 10Apr. 7 Benefits Read: Noe 13 Prepare to discuss end of chapter case pp. 414 “GE Gets Radical with Benefits” Apr. 10 Continued   Apr. 12 Workplace Safety and Health  Read: Noe pp. 80­89 Prepare to discuss end of chapter case P. 91 “Attacked by a Whale..” Apr. 14 Presentations Apr. 16 Presentations Apr. 19  Collective Bargaining and Labor Relations  Read: Noe 14 Apr. 21  Continued Apr. 24 Managing Human Resources Globally  Read: Noe 15 Final Exam  Apr. 27­May 4 To be Scheduled by Registrar Notes:  Noe refers to textbook “Fundamentals of HRM”.  The number refers to the chapter number unless page  numbers are indicated.  Required and optional Public domain readings are also be posted to T­Square under  Resources. McGraw-Hill/Irwin© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part..Need To Know 1. Definition of HRM and how HRM contributes to an  organization’s performance. 2. Responsibilities of HR departments. 3. Types of skills needed for HRM. 4. Role of supervisors. 5. Ethical issues in HRM. 6. Typical careers HRM. 1-2 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Human Resource Management (HRM) The policies, practices,  and systems that influence  employees: ◆ behavior ◆ attitudes ◆ performance1-3 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Figure 1.1  HRM Practices1-4 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Companies With Effective HRM:Employees and customers tend to be more satisfied. The companies tend to: ▪be more innovative ▪have greater productivity ▪develop a more favorable reputation in the community 1-5 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Human Capital Human Capital – an  organization’s employees  described in terms of their: ❑ training ❑ experience ❑ judgment ❑ intelligence ❑ relationships ❑ insight The concept of HRM  implies that employees  are resources of the  employer.1-6 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Figure 1.2  Impact of HRM1-7 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. HRM and Sustainable Competitive Advantage◆An organization can succeed if it has sustainable  competitive advantage. ◆HR give organizations advantages because human  resources are valuable, cannot be imitated, have  no good substitutes and with needed skills and  and knowledge are sometimes rare. 1-8 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. High-Performance Work SystemAn organization in which technology, organizational  structure, people, and processes all work together to  give an organization a competitive advantage. 1-9 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. HR Product LinesAdministrative  services and  transactions Business  partner  services Strategic  partner 1-10 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Table 1.1 Responsibilities of HR Departments1-11 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Analyzing and Designing Jobs Job Analysis Process of getting  detailed information  about jobs. Job Design Process of defining the  way work will be  performed and the tasks  that a given job requires.1-12 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Recruiting and Hiring Employees Recruitment The process through  which the organization  seeks applicants for  potential employment. Selection The process by which the  organization attempts to  identify applicants with  the necessary  knowledge, skills,  abilities, and other  characteristics that will  help the organization  achieve its goals.1-13 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Top Qualities Employers  Look For in EmployeesWhich of the following are top qualities employers  look for in employees? 1. Teamwork skills 2. Decision making, problem solving 3. Planning, prioritizing tasks 4. Verbal communication skills 5. Gathering/processing information 6. All the above 1-14 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Training and Developing Employees Training A planned effort to  enable employees to  learn job-related  knowledge, skills, and  behavior. Development Acquisition of knowledge,  skills, and behaviors that  improve an employee’s  ability to meet changes in  job requirements and in  customer demands.1-15 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Managing PerformancePerformance Management – The process of ensuring  that employees’ activities and outputs match the  organization’s goals. HR may be responsible for developing or obtaining  questionnaires and other devices for measuring  performance. 1-16 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Planning & Administering Pay & Benefits Planning Pay & Benefits ▪ How much salary, wages  bonuses, commissions, and  other performance-related  pay to offer. ▪ Which benefits to offer and  how much of the cost will  be shared by employees. Administering Pay & Benefits ▪ Systems for keeping track  of employees’ earnings and  benefits are needed. ▪ Employees need  information about their  benefits plan. ▪ Extensive record keeping  and reporting is needed.1-17 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Maintaining Positive Employee RelationsPreparing and distributing: ▪employee handbooks and policies ▪company publications and newsletters Dealing with and responding to communications from  employees questions: ▪about benefits and company policy, possible discrimination  or harassment, safety hazards, etc. Collective bargaining and contract administration. HR negotiates union contracts and maintains  communication with union representatives to ensure that  problems are resolved. 1-18 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Establishing and Administering Personnel PoliciesOrganizations depend on HR to help establish and  communicate policies related to: ◆hiring ◆discipline ◆promotions ◆benefits All aspects of HRM require careful and discreet  record keeping. 1-19 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Workforce AnalyticsWorkforce Analytics - use of quantitative tools  and scientific methods to analyze data from  human resource databases and other sources to  make evidence-based decisions that support  business goals. 1-20 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Ensuring Compliance with Labor LawsGovernment requirements include: ▪ filing reports and displaying posters ▪ avoiding unlawful behavior Managers depend on HR professionals to help them  keep track of these requirements. Lawsuits will continue to influence HRM practices  concerning job security.  1-21 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. One reason W.L. Gore is  repeatedly named one of  the 100 Best Companies  to Work For in the United  States is the company’s  unusual corporate  hierarchy that dispenses  with titles in favor of  small teams and direct  communication among  employees.1-22 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Supporting the Organization’s StrategyHR planning – identifying the numbers and types of  employees the organization will require to meet its  objectives. Talent Management- a systematic, planned effort to  attract, retain, develop, and motivate highly skilled  employees and managers. Evidence-based HR– Collecting and using data to show  that human resource practices have a positive  influence on the company’s bottom line or key  stakeholders. 1-23 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Supporting the Organization’s StrategySustainability  Corporate Social  Responsibility A company’s  commitment  to meeting the  needs of its  stakeholders. Corporate Social  Responsibility The parties with  an interest in the  company’s  success (typically,  shareholders, the  community,  customers, and  employees.) An  organization’s  ability to profit  without  depleting its  resources, incl.  employees,  natural  resources, and  support of  surrounding  community. McGraw-Hill/Irwin© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Figure 1.3 Competencies and Behaviors for HR Professionals1-25 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Who is Responsible for HR?In an organization, who should be concerned  with HRM? A. Only HR  B. Only managers C. Managers, supervisors and HR 1-26 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Figure 1.4 Supervisors’ Involvement In HRM ALERT1-27 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Ethics In HRMEthics – fundamental principles of right and wrong. Ethical behavior is behavior that is consistent with  those principles. Many ethical issues in the workplace involve HRM. 1-28 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Employee Rightsfree consent privacy freedom of  conscience freedom of  speech due process 1-29 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Ethical companies act according to  four principles:1. In their relationships with customers, vendors, and  clients, ethical companies emphasize mutual benefits. 2. Employees assume responsibility for the actions of  the company. 3. The company has a sense of purpose or vision that  employees value and use in their day-to-day work. 4. They emphasize fairness. 1-30 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Figure 1.5  Standards for Identifying Ethical Practices1-31 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Figure 1.6 Median Salaries for HRM Positions1-32 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Test Your KnowledgeWhich HR functions are primarily concerned with 1. ensuring employees are capable of doing their  current job and  2. ensuring that employees are satisfied with their  rewards? A. 1) Development 2) Employee Relations B. 1) Training 2) Legal Compliance C. 1) Selection 2) Pay & Benefits D. 1) Training 2) Pay & Benefits 1-33 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. SummaryHRM consists of an organization’s“people practices” ▪ policies, practices, and systems that influence  employees’ behavior, attitudes, and performance. ▪ influences who works for the organization and how  those people work. ▪ responsible for a variety of functions related to  acquiring and managing employees.  1-34 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Summary (continued)HRM requires human relations skills, including: ▪communicating ▪negotiating ▪team development HR professionals also need to: ▪understand the language of business ▪be a credible with line managers and executives ▪be strategic partners 1-35 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Summary (continued)▪ Non-HR managers must be familiar with the basics  of HRM and their own role with regard to managing  HR. ▪ Supervisors typically have responsibilities related to  all HR functions such as analyzing work,  interviewing, training and performance appraisals. ▪ HR professionals should make decisions consistent  with sound ethical principles. 1-36 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. Summary (continued)Decisions of HR professionals should: ▪result in the greatest good for the largest number of  people. ▪respect basic rights of privacy, due process, consent,  and free speech. ▪treat employees and customers equitably and fairly. Careers in HRM may involve specialized work in fields  such as recruiting, training, or compensation 1-37 © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any  manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part..

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