Notes up to Chapter 5
Notes up to Chapter 5 HRMN 3420
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This 11 page Class Notes was uploaded by Kayla Notetaker on Sunday February 28, 2016. The Class Notes belongs to HRMN 3420 at Auburn University taught by J. Walker in Spring 2016. Since its upload, it has received 57 views. For similar materials see Human Resource Management with Walker in Business, management at Auburn University.
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Date Created: 02/28/16
Chapter 1: The New Human Resource Management Process 02/29/2016 ▯ Nature of Human Resource Management What is Human Resource Management? Who is an HR Manager? ▯ Type of Organization Assets Assets o Physical o Financial o Intangible o Human RBV Characteristics o Valuable o Rare o In-imitable o Non-substitutable ▯ HR Activities Health, Safety, and Security o Health and wellness o Safety o Security Employee and Labor Relations o Employee rights and privacy o HR policies o Union/management relations Strategic HR Management o HR planning o HR measurement o HR technology Equal Employment Opportunity o Compliance o Diversity o Affirmative action Staffing o Job analysis o Recruiting o Selection HR Development o Orientation o Training o Employee development o Career planning o Performance management Compensation and Benefits o Wage/salary administration o Incentives o Benefits ▯ Smaller Organizations and HR Management Issues o Shortage of qualified workers o Increasing costs of benefits o Rising taxes o Government regulation compliance ▯ HR Management Roles Administrative Operational and Employee Advocate Strategic ▯ Current HR Management Challenges HR Management o Globalization of business o Economic and technological changes o Workforce demographics and diversity o Organization cost pressures and restructuring ▯ Ethics and HR Management What is ethical behavior? How can HR encourage a more ethical environment st ▯ Strategy and strategic planning in the 21 Century and the Environment Strategy and strategic planning deal with looking at the organization and its environment—today and in the expected future —and determining what the organization wants to do to meet the requirements of that expected future. Takes and internal/external focus ▯ Strategic Planning Process Everything is driven by the organizations mission and must support the organizations mission or it wont become effective ▯ External Environment Influences from outside the organization that managers cannot control ▯ Internal Environment Influences within the organization that managers can control ▯ Common Types of Strategies Cost leadership o Wal-Mart Differentiation o Create distinctive service (innovative practice) Focus or niche o Gluten free foods ▯ Forecasting HR Supply and Demand Forecasting Methods o Regression (mathematical in nature) Workforce size is the dependent or (Y) variable New customers/sales are the independent or (X) variable R Squared: the percentage of variation in the (Y) variable that can be explained in our (X) variable How do you determine if the new customers/sales is significant: look at the P-value to see if its significant. . 05 or below is significant if it is above .05 it is insignificant Forecasting Periods o Short term: less than a year o Intermediate: 1-5 years o Long term: 5 or more years Forecasting external HR supply Forecasting internal HR supply o Retirements, promotions ▯ Measuring Effectiveness of HR Initiatives HR Metrics o Specific measures tied to HR performance indicators o Characteristics of good HR metrics Key HR metrics o HR Staff and Expenses HR-to-employee ratio Total HR staff HR expenses per FTE o Staffing Number of positions filled Time to fill Cost per hire Annual turnover rate o Compensation Annual wage and salary increases Payroll as a percentage of operating expenses Benefit costs as a percentage of payroll o Training Hours of training employee Total costs for training Percentage of employees participating in tuition reimbursement program o Retention and Quality Average tenure of employees Percentage of new hires retained for 90 days Performance quality of employees in first year o Development Positions filled internally Percentage of employees with career plan ▯ Balanced Scorecard Framework Vision and Strategy o Internal Processes Operational effectiveness Conformance to standards o Customer relations Customer satisfaction Customer loyalty o Learning and Growth Employee capabilities Institutional knowledge o Financial Profit and loss Utilization of capital ▯ ▯ The Legal Environment and Diversity Management The legal environment for HRM- Protecting Your Organization o A primary responsibility of an HR manager is to assist in avoiding any discriminatory situations that can create legal, ethical or social problems with employees, former employees, the community or other stakeholders. ▯ Nature of Equal Employment Opportunity Equal Employment Opportunity (EEO) o Fair treatment to ALL Discrimination o Unfair treatment to ALL Protected Category o Gender, race, religion, marital, veteran, pregnant, age ▯ Illegal Employment Discrimination Protected Category Members o Disparate Treatment Knowingly discriminated/intent o Disparate Impact Unintentional discrimination/outcome The Legal Environment and Diversity Management The 4/5ths Rule o Main ways EEO works Applied Selected Rate o Females 100 25 25% o Males 100 45 45% .45 (.8) = .36 Fail o Learning Aid 2: Selection of Promotion (Race) XYZ Corporation promoted 15 people last year into management- level positions. With no formal, documented selection procedure in place, department directors and vice presidents identified two minorities and 13 non-minorities to fill the management positions. All individual contributors in the department were considered for these promotions (50 minorities and 200 non minorities). Compare the selection ratios for minorities and non-minorities and use the 4/5 rule to determine if there is statistical evidence of adverse impact in this case. Available Promoted Rate Min 50 2 .04 Non-Min. 200 13 .065 .065 (.8) = .052 fail ▯ Equal Employment Laws Title VII of the Civil Rights Act (CRA) of 1964 o Provisions o Coverage Applies to organizations involved in interstate commerce, with 15 or more employees who work 20+ weeks a year o New Concepts Disparate treatment/disparate impact Cannot discriminate against gender, race, color, national orgin, age Pattern or Practice History of discrimination Bona Fide Occupational Qualification (BFOQ) Defense against disparate treatment Ex. Catholic high school hiring new teacher and knownthing the teacher required to be catholic Business necessity Defense against disparate impact Knowing this information is absolutely essential to perform this job Ex. Police depts. Normally made up of males physical Job relatedness Civil Rights Act of 1991 o Major Changes: allowed courts to give compensatory and punitive ▯ Types of Discrimination and Organizational Defenses to Illegal Discrimination Charges Impact ▯ Equal Pay Act of 1963 Gender Discrimination o How much you work o Seniority ▯ Age Discrimination in Employment Act (1967) Cannot discriminate against 40 years and older ▯ Pregnancy Discrimination Act (1978) Pregnancy has to be treated as another medical condition ▯ Family and Medical Leave Act (FMLA) Can have up to 12 weeks of unpaid leave to deal with personal or family emergency ▯ American with Disabilities Act (ADA) of 1990 as Amended in 2008 Prohibits discrimination based on disability and applies to virtually all employees with 15 or more employees. Who is disabled? o Any condition that significantly limits life’s activities ▯ ADA and Job Requirements Reasonable Accommodation o Essential Job Functions They have to be able to perform the job functions o Undue Hardship ▯ Equal Employment Opportunity Commission Role Employee Rights under EEOC Must bring a discrimination law suit by 180 days then EEOC has 60 days to decide if you have a legitament case Employer Prohibitions under EEOC o Employer is prohibited from ▯ Sexual Harassment “Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitutes sexual harassment when submission to or rejection of this conduct explicityly or implicitly affects an individual’s employment, unreasonably interferes with an individual’s work performance or creates an intimidating, hostile or offensive work environment.” – EEOC falls under civil rights act of 1964 Two Types: o Quid Pro Quo Exchange type: you want this promotion you do this for me o Hostile Work Environment Any type of environment that is ruled uncomfortable ▯ Religious Discrimination Prohibited under title 7 of the civil rights act Supposed to allow it unless it puts undue hardship on the company Managing Religious Diversity in Workplaces o Accommodation of Religious Beliefs in Work Schedules o Respect for Religious Practices Affecting Dress and Appearance o Accommodation of Religious Expression in the Workplace ▯ The OUCH Test Use it to maintain fairness and equity, whenever contemplating any employment action. o Objective: Fact-based and quantifiable