Chapter 9 MGT 250
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This 12 page Class Notes was uploaded by Stephanie De Angelis on Friday February 26, 2016. The Class Notes belongs to MGT 250 at Pace University - New York taught by Professor Bhandari in Winter 2016. Since its upload, it has received 13 views. For similar materials see Managerial and Organizational Concepts in Business, management at Pace University - New York.
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Date Created: 02/26/16
Chapter 9 : Human Resource Management Getting the Right People for Managerial Success Vocabulary 360degree Assessment (360degree feedback appraisal) employees are appraised not only by their managerial superiors by also by peers, subordinates, and sometimes clients Adverse Impact an organization uses an employment practice or procedure that results in unfavorable outcomes to protected class (such as Hispanics), over another group of people (such as nonHispanic whites) Affirmative Action focuses on achieving equality of opportunity within an organization Arbitration the process in which a neutral third party, an arbitrator, listens to both parties in a dispute and makes a decision that the parties have agreed will be binding on them Assessment Center management candidates participate in activities for a few days while being assessed by evaluators Base Pay the basic wage or salary paid employees in exchange for doing their jobs Behavioraldescription Interview the interviewer explores what applicants have actually done in the past Behaviorally Anchored Rating Scale rates employee gradations in performance according to scales or specific behaviors Benefits (fringe benefits) additional nonmonetary forms of compensation Bullying repeated mistreatment of one or more persons by one or more perpetrators; it is abusive, physical, psychological, verbal, or nonverbal behavior that is threatening, humiliating, or intimidating Collective Bargaining negotiations between management and employees about disputes over compensation, benefits, working conditions, and job security Compensation wages or salaries, incentives, and benefits Computerassisted Instruction computers are used to provide additional help or to reduce instructional time Costofliving Adjustment Clause during the period of the contract ties future wage increases to increases in the cost of living Development educating professionals and managers in the skills they need to do their jobs in the future Disparate Treatment when employees from protected groups (such as disabled individuals) are intentionally treated differently Employment Tests legally considered to consist of any procedure used in the employment selection decision process, even application forms, interviews, and educational requirements Equal Employment Opportunity Commission enforce antidiscrimination and other employment related laws External Recruiting attracting job applicants from outside the organization Fair Labor Standards Act 1938, established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage Forced Ranking Performance Review Systems all employees within a business unit are ranked against one another and grades are distributed along some sort of bell curve Formal Appraisals conducted at specific times throughout the year and are based on performance measures that have been established in advanced Chapter 9 : Human Resource Management Getting the Right People for Managerial Success Givebacks the union agrees to give up previous wage or benefit gains in return for something else Grievance a complaint by an employee that management has violated the terms of the labor management agreement Human Capital the economic or productive potential of employee knowledge, experience, and actions Human Resource Inventory a report listing your organization’s employees by name, education, training, languages, and other important information Human Resource Management the activities managers perform to plan for, attract, develop, and retain an effective workforce Informal Appraisals conducted on an unscheduled basis and consist of less rigorous indications of employee performance Internal Recruiting making people already employed by the organization aware of job openings Job Analysis to determine, by observation and analysis, the basic elements of a job Job Description summarizes what the holder of the job does and how and why he or she does it Job Posting placing information about job vacancies and qualifications on bulletin boards, in newsletters, and on the organization’s intranet Job Specification the minimum qualifications a person must have to perform the job successfully Knowledge Worker someone whose occupation is principally concerned with generating or interpreting information, as opposed to manual labor Labor Unions organizations of employees formed to protect and advance their members’ interests by bargaining with management over jobrelated issues Mediation the process in which a neutral third party, a mediator, listens to both sides in a dispute, makes suggestions, and encourages them to agree on a solution National Labor Relations Board enforces procedures whereby employees may vote to have a union and for collective bargaining Objective Appraisals (results appraisals) based on facts and are often numerical Orientation helping the newcomer fit smoothly into the job and the organization Performance Appraisal (performance review) assessing an employee’s performance and providing him or her with feedback Performance Management a set of process and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations Realistic Job Preview gives a candidate a picture of both positive and negative features of the job and the organization before he or she is hired Recruiting the process of locating and attracting qualified applicants for jobs open in the organization Reliability the degree to which a test measures the same thing consistently Righttowork Laws statutes that prohibit employees from being required to join a union as a condition of employment Selection Process the screening of job applicants to hire the best candidate Chapter 9 : Human Resource Management Getting the Right People for Managerial Success Sexual Harassment consists of unwanted sexual attention that creates an adverse work environment Situational Interview the interviewer focuses on hypothetical situations Social Capital economic or productive potential of strong, trusting, and cooperative relationships Strategic Human Resource Planning developing a systematic comprehensive strategy for understanding current employee needs and predicting future employee needs Structured Interview asking each applicant the same questions and comparing their responses to a standardized set of answers Subjective Appraisals based on a manager’s perceptions of an employee’s traits or behaviors Training education technical and operational employees in how to better do their current jobs Twotier Wage Contracts new employees are paid less or receive lesser benefits than veteran employees have Union Security Clause the part of the labormanagement agreement that states that employees who receive union benefits must join the union, or at least pay dues to it Unstructured Interview asking probing questions to find out what the applicant is like Validity the test measures what it purports to measure and is free of bias Workplace Discrimination when people are hired or promotes – or denied hiring or promotion – for reasons not relevant to the job Chapter 9 : Human Resource Management Getting the Right People for Managerial Success 9.1 Strategic Human Resource Management Human Resource Management: Managing an Organization’s Most Important Resource Human Resources as Part of Strategic Planning Some companies have gotten rid of a human resources department and given those tasks to the regular line managers Workers notice the absence of it when there are pay problems and employee disputes that need to be handled Human Capital: Potential of Employee Knowledge & Actions Highlight the importance of intangible assets Chapter 9 : Human Resource Management Getting the Right People for Managerial Success o Brand recognition o Knowledge o Innovation o Human capital Knowledge Workers: Potential of Brain Workers Add value to the organization by using brains instead of muscle Social Capital: Potential of Strong & Cooperative Relationships Aspects of social capital o Good will o Mutual respect o Cooperation o Trust o Teamwork Planning the Human Resource Needed Strategic Human Resource Planning o Understanding Current Employee Needs – to plan for the future, you have to understand the present. Look specifically at the Job analysis Job description and job specification o Predicting Future Employee Needs – predicting future employee needs means you have to become knowledgeable about The staffing the organization might needs The likely sources for staffing 9.2 Recruitment & Selection: Putting the Right People into the Right Jobs Recruitment: How to Attract Qualified Applicants Recruitment has two types o Internal: Hiring from the inside o External: Hiring from the Outside Chapter 9 : Human Resource Management Getting the Right People for Managerial Success o Which External Recruiting Methods Work Best? The most effective sources are employee referrals Other effective ways are erecruitment tools Selection: How to Choose the Best Person for the Job Three types of selection tools are o Background Information: application forms, resumes, and reference checks o Interviewing: unstructured, situational & behavioral – description Unstructured interview Structured Interview Type 1: the situational interview Structured Interview Type 2: the behavioraldescription interview o Employment Tests: ability, personality, performance, integrity & others Ability tests Performance tests Personality tests Integrity tests o Other tests Drug testing Polygraph Genetic screening Handwriting analysis o Reliability & Validity: Are the Tests Worth It? 9.3 Managing an Effective Workforce: Compensation & Benefits Compensation has 3 parts; Wages or Salaries Basic compensation is determined by different kinds of economic factors Chapter 9 : Human Resource Management Getting the Right People for Managerial Success o Prevailing pay levels of a particular industry or location o What competitors pay o Unionized jobs o Hazardous jobs o Individual’s level in the organization o Experience Incentives o Commissions o Bonuses o Profitsharing plans o Stock options Benefits o Health insurance o Dental insurance o Life insurance o Disability protection o Retirement plans o Holidays off o Accumulated sick days o Vacation days o Recreation options o Country club/health club memberships o Family leave o Discounts on company merchandise o Counseling o Credit unions o Legal advice o Education reimbursement 9.4 Orientation, Training, & Development Orientation: Helping Newcomers Learn the Ropes Helping New Employees Get Comfortable: The First Six Months o First six months can be critical as to how one will perform in the long haul. Physical patterns are established The Desirable Characteristics of Orientation o Following orientation, the employee should emerge with information about three matters: o The job routine o The organization’s missions and operations o The organization’s work rules and employee benefits Training & Development: Helping People Perform Better Chapter 9 : Human Resource Management Getting the Right People for Managerial Success o One important to high engagement in the workforce planning is to ensure there is a match between the required work and employees’ skills and experience o The training process involves five steps: o HR professions distinguish between o Training – upgrading skills of technical and operational employees o Development – upgrading skills of professionals and managers The Different Types of Training or Development o Onthejob training o Offthejob training 9.5 Performance Appraisal Performance Management in Human Resources o Performance management consists of four steps Chapter 9 : Human Resource Management Getting the Right People for Managerial Success Two Kinds of Performance Appraisal: Objective & Subjective o There are two ways to evaluate an employee’s performance o Objective appraisals They measure results They are harder to challenge legally o Subjective appraisals Trait appraisals Behavioral appraisals Who Should Make Performance Appraisals? Peers, Subordinates, Customers, & Self 360degree Assessment: Appraisal by everybody Forced Ranking: Grading on a curve Effective Performance Feedback o To help increase employee performance, a manager can use two kinds of appraisals o Formal appraisals o Informal appraisals 9.6 Managing Promotions, Transfers, Disciplining, & Dismissals Promotion: Moving Upward o Promotion is moving an employee to a higherlevel position o Three concerns are o Fairness o Discrimination o Others’ resentments Chapter 9 : Human Resource Management Getting the Right People for Managerial Success Transfer: Moving Sideways o Transfer is movement of an employee to a different job with similar responsibility o Employees might be transferred: o To solve organizational problems by using their skills at another location o To broaden their experience in being assigned to a different position o To retain their interest and motivation by being presented with a new challenge o To solve some employee problems, such as personal differences with their bosses Disciplining & Demotion: The Threat of Moving Downward o An employee may be demoted because a company downsized Dismissal: Moving Out of the Organization o Dismissals are of three sorts: o Layoffs o Downsizings o Firings 9.7 The Legal Requirements of Human Resource Management Human Resource Strategies come from 1. Labor relations 2. Compensation & benefits 3. Health & safety 4. Equal employment opportunity Workplace Discrimination, Affirmative Action, Sexual Harassment & Bullying o Workplace Discrimination Adverse impact Disparate treatment o Affirmative action o Sexual harassment Two types of sexual harassment Quid pro quo harassment – the person to whom the unwanted sexual attention is directed is put in the position of jeopardizing being hired for a job or obtaining benefits and opportunities Hostile environment type – the person being sexually harassed doesn’t risk economic harm but experience an offensive or intimidating work environment What managers can do Have an effective sexual harassment policy in place o Bullying The meaning of mean The effects of bullying Some guidelines to combat bullying Chapter 9 : Human Resource Management Getting the Right People for Managerial Success Recognize the mistreatment as bullying Get others on your side Don’t strike back Stay calm and confident Avoid being alone with the bully Document the events – and be truthful 9.8 LaborManagement Issues How Workers Organize o Authorization card when being in a union o Bargaining unit o Certifying How Unions & Management Negotiate a Contract o Representatives meet with management representatives to do collective bargaining o Ratification o Negotiated labormanagement contract The Issues Unions and Management Negotiate About o Union Security & Types of Workplace The union security clause Types of unionized and nonunionized workplaces Righttowork laws o Compensation: Wage Rates, COLA Clauses & Givebacks Wage rates – same pay or different rates Costofliving adjustment Givebacks Setting LaborManagement Disputes o Grievance procedures Chapter 9 : Human Resource Management Getting the Right People for Managerial Success o Mediation o Arbitration
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