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Chapter 9 Notes: Human Resource Management

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by: emmarie96

Chapter 9 Notes: Human Resource Management 3013

Marketplace > North Dakota State University > 3013 > Chapter 9 Notes Human Resource Management
OK State
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About this Document

Chapter 9 will be on the upcoming exam.
Fundamentals of Management
Dr. James M. Pappas
Class Notes
Management, business, Chapter notes, human resources, HR
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This 9 page Class Notes was uploaded by emmarie96 on Wednesday March 2, 2016. The Class Notes belongs to 3013 at North Dakota State University taught by Dr. James M. Pappas in Winter 2016. Since its upload, it has received 164 views.


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Date Created: 03/02/16
CHAPTER 9 NOTES I. HUMAN RESOURCE (HR) MANAGEMENT - consists of the activities managers perform to plan for, attract, develop and retain an effective workforce A. human capital- the economic or productive potential of employee knowledge, experience and actions B. social capital- economic or productive potential of strong, trusting, cooperative relationships C. knowledge worker- someone whose occupation is principally concerned with generating and interpreting information, as opposed to manual labor II. PLANNING THE HR NEEDED A. strategic human resource planning- developing a systematic comprehensive strategy for understanding current employee needs and predicting future employee needs 1. STRATEGIC HR MGMT PROCESS: 1. est. the company mission and vision > 2. establish a grand strategy . 3. formulate strategic plans > 4. plan the human resources needed > 5. recruit and select people > 6. orient, train and develop > 7. perform appraisals of people a) purpose of the strategic human resources management process: to obtain optimal work performance III. UNDERSTANDING EMPLOYEE NEEDS A. CURRENT 1. job analysis- determining the basic elements of a job by observation and analysis ex: FedEx specialists that ride along with couriers and observe 2. job description- summarizes what the employee does and how/why they do it 3. job specification- describes minimum qualifications a person must have to perform a job successfully B. FUTURE 1. human resource inventory- report listing your organization’s employees by names, education, training, language and other important info. 2. recruitment- process of locating and attracting qualified applicants for jobs open in the organization a) INTERNAL and EXTERNAL recruiting (TABLE 9.1) 3. realistic job preview- (RJP) gives a candidate a picture of both the positive and negative features of the job and the organization before they are hired IV. SELECTION A. selection process- screening applicants to hire best candidate; post interview 1. selection tools: background information, more interviewing, and employment tests B. INTERVIEWS: 1. unstructured- no fixed questions and no systematic scoring procedure 2. structured- asking each applicant the same questions and comparing their responses to a standardized set of answers a) situational- hypothetical situations b) behavioral- explore what applicants have actually done in the past C. EMPLOYMENT TEST: - legally considered to consist of any procedure used in the employment selection decision process – ability tests, performance tests, personality tests, integrity tests, etc. - must be VALID (bias free) AND RELIABLE (consistent) V. COMPENSATION & BENEFITS A. compensation- wages/salaries, incentives, and benefits B. base pay- basic wage/salary paid employees in exchange for actually doing the job C. incentives- used to induce employees to be more productive or to attract and retain top performers ex: commissions, bonuses, profit-sharing plans, stock options D. benefits- fringe benefits; additional nonmonetary forms of compensation ex: health insurance, dental insurance, life insurance, disability protection, retirement plans, vacation days, etc. VI. ORIENTATION, TRAINING & DEVELOPMENT A. orientation- helping newcomers fit into the job/organization smoothly; gives employees information needed to be successful B. training- educating technical and operational employees in how to do their current jobs better; upgrades their skills 1. one the job & off the job 2. 5 STEP TRAINING PROCESS- (FIG 9.2) 1. assessment > 2. objectives > 3. selection > 4. implementation > 5. evaluation > back to “objectives” C. development- educating professionals and managers in their skills they need to do their jobs in the future; upgrading their skills VII. PERFORMANCE APPRAISAL A. performance management- set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating and providing consequences for performance expectations 1. 4 STEPS: define performance, monitor and evaluate performance, review performance, provide consequences B. performance appraisal- assessing an employer’s performance and providing them with feedback – aka: performance review - ongoing and interactive between managers and employees 1. TYPES OF PERFORMANCE APPRAISAL a) objective appraisal- (results appraisal) based on fact (often numerical); measures results; harder to challenge legally b) subjective appraisal- based on manager’s perceptions of an employee’s traits and behaviors - BARS (behaviorally anchored rating scale) - trait appraisals are ratings of attributes like attitude, initiative and leadership - behavior appraisals measure specific, observable aspects of performance (ex: being on time) C. Who makes appraisals? - peers/subordinates - customers/clients - self-appraisals - 360 degree assessment- employees are appraised not only be their superiors by also by their peers/subordinates and possible clients D. forced ranking performance review system- employees within a business unit are ranked against one another and grades are distributed along some sort of bell curve VIII. EFFECTIVE PERFORMANCE FEEDBACK A. formal appraisal- conducted at specific times throughout the year; based on performance measures that have been established in advance B. informal appraisal- conducted on an unscheduled basis; consists of less rigorous indications of employee performance IX. PROMOTION - moving an employee to a higher level position; most obvious way to recognize that person’s superior performance - promotion should be fair and deserved - promotions cannot discriminate on a basis of race, ethnicity, gender, age, physical ability, etc. - other’s resentments are a concern of promotions X. TRANSFER - movement of an employee to a different job with similar responsibilities XI. DISCIPLINE AND DEMOTION - threat of moving downward XII. DISMISSALS A. layoffs- suggest a temporary dismissal; may be recalled later when economic conditions improve B. downsizing- permanent dismissal C. firing- employee dismissed permanently from cause -ex: absenteeism, sloppy work habits, breaking the law, etc. XIII. LEGAL REQUIREMENTS OF HR MANAGEMENT A. labor relations 1. National Labor Relations Board- enforces procedures whereby employees may vote to have a union and for collective bargaining 2. collective bargaining- negotiations between management and employees about disputes over compensation, benefits, working conditions, and job security B. compensations and benefits 1. Fair Labor Standards Act (1938)- established minimum living standards for workers engaged in interstate commerce, including provision of federal minimum wage C. health and safety D. equal employment opportunity 1. equal employment opportunity commission- enforces antidiscrimination and other employment related laws (TABLE 9.3) 2. workplace discrimination- when people are hire or promoted, or denied hiring/promotion, for reasons irrelevant to the job a) adverse impact- using employment practices and procedures that result in unfavorable outcomes to a protected class over another group of people b) disparate treatment- when employees from protected groups are intentionally treated differently c) affirmative action- focuses on achieving equality of opportunity within an organization d) sexual harassment- unwanted sexual attention that creates an adverse work environment  quid pro quo harassment type  hostile environment type XIV.LABOR MANAGEMENT ISSUES A. labor unions- organizations of employees formed to protect and advance their members’ interests by bargaining with management over job- related issues B. issues that labor and management negotiate: - compensation - employee benefits - job security - work rules - hours - safety matters C. union security and types of workplaces 1. union security clause- part of labor- management agreement that states that employees who receive union benefits must join the union, or at least pay due to it 2. 4 Basic Types of Workplaces (TABLE 9.7) a) closed shop (illegal) b) union shop c) agency shop d) open shop XV. SETTLING LABOR-MANAGEMENT DISPUTES A. grievance procedures 1. grievance- complaints by employees that management has violated the terms of the labor- management agreement a) when grievance procedures don’t work: rd (1) mediation- process in which a neutral 3 party (mediator) listens to both sides, makes suggestions and encourages them to agree on a solution (2) arbitration- the neutral 3 party (arbitrator) listens to both sides and makes a decision that the parties have agreed will be binding on them


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