CH11

1.0x

CH11

Created 3 years ago

Duration 0:43:14
lesson view count 132
Select the file type you wish to download
Slide Content
  1. Chapter 11 Managing Human Resource Systems

    Slide 1 - Chapter 11 Managing Human Resource Systems

    • © 2015 Cengage Learning
    • MGMT7
  2. © 2015 Cengage Learning

    Slide 2 - © 2015 Cengage Learning

    • 11-1 explain how different employment laws affect human resource practice
    • 11-2 explain how companies use recruiting to find qualified job applicants
    • 11-3 describe the selection techniques and procedures that companies use when deciding which applicants should receive job offers
    • 11-4 describe how to determine training needs and select the appropriate training methods
    • 11-5 discuss how to use performance appraisal to give meaningful performance feedback
    • 11-6 describe basic compensation strategies and discuss the four kinds of employee separations
  3. The Human Resource Management Process

    Slide 3 - The Human Resource Management Process

    • © 2015 Cengage Learning
  4. Federal Employment Laws

    Slide 4 - Federal Employment Laws

    • © 2015 Cengage Learning
    • Employers may not discriminate in employment decisions based on sex, age, religion, color, national origin, race, disability.
    • Bona fide occupational qualification (BFOQ)
    • “reasonably necessary to the normal operation of that particular business.”
  5. Major Federal Employment Laws

    Slide 5 - Major Federal Employment Laws

    • Equal Pay Act of 1963
    • Title VII of the Civil Rights Act of 1964
    • Age Discrimination in Employment Act of 1967
    • Pregnancy Discrimination Act of 1978
    • Americans with Disabilities Act of 1990
    • Civil Rights Act of 1991
    • Family and Medical Leave Act of 1993
    • Uniformed Services Employment and Reemployment Rights Act of 1994
    • © 2015 Cengage Learning
  6. Adverse Impact and Employment Discrimination

    Slide 6 - Adverse Impact and Employment Discrimination

    • Disparate treatment
    • Adverse impact
    • The four-fifths rule
    • © 2015 Cengage Learning
  7. Sexual Harassment

    Slide 7 - Sexual Harassment

    • © 2015 Cengage Learning
    • A form of discrimination in which unwelcome sexual advances, request for sexual favors, or other verbal or physical conducts of a sexual nature occurs.
    • Quid pro quo sexual harassment
    • Hostile work environment
  8. What Should Managers Do?

    Slide 8 - What Should Managers Do?

    • Respond immediately
    • Write a clear sexual harassment policy
    • Establish clear reporting procedures
    • Be aware of local and state laws and enforcement agencies
    • © 2015 Cengage Learning
  9. Job Analysis and Recruiting

    Slide 9 - Job Analysis and Recruiting

    • © 2015 Cengage Learning
    • A purposeful, systematic process for collecting information on the important work-related aspects of a job.
    • Work activities
    • Tools and equipment used to do to the job
    • Context in which the job is performed
    • The personnel requirements for performing the job
  10. Results of Job Analysis

    Slide 10 - Results of Job Analysis

    • Job description
    • a written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job
    • Job specification
    • a summary of the qualifications needed to successfully perform a job
    • © 2015 Cengage Learning
  11. Using Job Analysis, Descriptions, Specifications

    Slide 11 - Using Job Analysis, Descriptions, Specifications

    • Used throughout the staffing process to ensure that selection devices and decisions are job-related.
    • Job analyses, descriptions, and specifications help companies meet legal requirements that HR decisions be job-related.
    • © 2015 Cengage Learning
  12. Internal Recruiting

    Slide 12 - Internal Recruiting

    • The process of developing a pool of qualified job applicants from people who already work within the company.
    • Job posting
    • Career path
    • © 2015 Cengage Learning
  13. External Recruiting

    Slide 13 - External Recruiting

    • Process of developing a pool of qualified job applicants from outside the company.
    • Advertising
    • Employee referrals
    • Walk-ins
    • Outside organizations
    • Employment services
    • Special events
    • Internet job sites
    • © 2015 Cengage Learning
  14. Selection

    Slide 14 - Selection

    • Selection
    • the process of gathering information about job applicants to decide who should be offered a job
    • Validation
    • the process of determining how well a selection test or procedures predict future job performance
    • © 2015 Cengage Learning
  15. Application Forms and Résumés

    Slide 15 - Application Forms and Résumés

    • Application forms may only ask for valid, job-related information
    • Résumés pose a problem because of false data.
    • © 2015 Cengage Learning
  16. References and Background Checks

    Slide 16 - References and Background Checks

    • Employment references
    • contacting previous employers or coworkers to learn more about the candidate
    • Background checks
    • used to verify accuracy of information that applicants provide about themselves
    • © 2015 Cengage Learning
  17. Getting Background Information

    Slide 17 - Getting Background Information

    • Conduct criminal record checks
    • Ask applicants to sign a waiver to check references, run a background check, or contact people with knowledge of work history
    • Ask applicants if there is anything they want the company to know
    • Consider hiring a private investigator
    • © 2015 Cengage Learning
  18. Selection Tests

    Slide 18 - Selection Tests

    • Specific ability tests
    • Cognitive ability tests
    • Biographical data (biodata)
    • Work sample tests (performance tests)
    • Assessment centers
    • in-basket exercise
    • leaderless group discussion
    • © 2015 Cengage Learning
  19. Don’t Ask! Topics to Avoid in an Interview

    Slide 19 - Don’t Ask! Topics to Avoid in an Interview

    • © 2015 Cengage Learning
    • Children
    • Age
    • Disabilities
    • Physical Characteristics
    • Name
    • Citizenship
    • Lawsuits
    • Arrest records
    • Smoking
    • AIDS/HIV
  20. Interviews

    Slide 20 - Interviews

    • Unstructured interviews
    • Structured interviews
    • Semistructured interviews
    • © 2015 Cengage Learning
  21. Structured Interview Questions

    Slide 21 - Structured Interview Questions

    • Situational questions
    • Behavioral questions
    • Background questions
    • Job-knowledge questions
    • © 2015 Cengage Learning
    • 11-3
  22. Guidelines for Conducting Effective Structured Interviews

    Slide 22 - Guidelines for Conducting Effective Structured Interviews

    • © 2015 Cengage Learning
  23. Training and Training Needs

    Slide 23 - Training and Training Needs

    • Training
    • providing opportunities for employees to develop the job-specific skills, experience, and knowledge they need to do their jobs or improve their performance
    • Needs assessment
    • the process of identifying and prioritizing the learning needs of employees
    • © 2015 Cengage Learning
  24. Training Objectives and Methods

    Slide 24 - Training Objectives and Methods

    • © 2015 Cengage Learning
  25. E-Learning

    Slide 25 - E-Learning

    • Advantages
    • reduce travel costs
    • increase productivity
    • decrease employee stress
    • Disadvantages
    • not always the appropriate method
    • not effective for changing behavior or developing problem- solving skills
    • require significant investment in technology
    • many employees find it boring and unengaging
    • © 2015 Cengage Learning
  26. Evaluating Training

    Slide 26 - Evaluating Training

    • Reactions
    • Learning
    • Behavior
    • Results
    • © 2015 Cengage Learning
  27. Performance Appraisal

    Slide 27 - Performance Appraisal

    • The process of appraising how well employee are doing their jobs.
    • © 2015 Cengage Learning
  28. Accurately Measuring Job Performance

    Slide 28 - Accurately Measuring Job Performance

    • Objective performance measures
    • measures of performance that are easily and directly counted or quantified (output, scrap, sales, etc)
    • Subjective performance measures
    • require that someone judge or assess a worker’s performance
    • © 2015 Cengage Learning
  29. Subjective Performance Appraisal Scales

    Slide 29 - Subjective Performance Appraisal Scales

    • © 2015 Cengage Learning
  30. Rater Training

    Slide 30 - Rater Training

    • Frame-of-reference training
    • a group of trainees learns how to do performance appraisals by watching a video of an employee at work and then evaluating the person’s performance
    • a trainer shares his or her evaluations, and trainees’ evaluations are compared with experts’
    • expert explains his or her evaluation
    • process repeated until the differences are minimized
    • © 2015 Cengage Learning
  31. Sharing Performance Feedback

    Slide 31 - Sharing Performance Feedback

    • 360-degree feedback
    • feedback comes from four sources: the boss, subordinates, peers and coworkers, and the employees themselves
    • © 2015 Cengage Learning
  32. What to Discuss in a Performance Appraisal Feedback Session

    Slide 32 - What to Discuss in a Performance Appraisal Feedback Session

    • © 2015 Cengage Learning
  33. Improving Performance Reviews

    Slide 33 - Improving Performance Reviews

    • Separate developmental feedback from administrative feedback
    • Performance appraisal feedback sessions should be based on employee self-appraisals
    • What people do with the feedback matters; it helps if people discuss their performance feedback with others, and discuss it with people who provided it
    • © 2015 Cengage Learning
    • 11-5
  34. Compensation

    Slide 34 - Compensation

    • The financial and nonfinancial rewards that organizations give employees in exchange for their work.
    • © 2015 Cengage Learning
  35. Compensation Decisions

    Slide 35 - Compensation Decisions

    • Pay-level decisions
    • Decisions about whether to pay workers at a level above, below, or at current market wages.
    • Job evaluation
    • determines the worth of each job by determining market value of skills required to perform it
    • © 2015 Cengage Learning
    • 11-6
  36. Compensation Decisions

    Slide 36 - Compensation Decisions

    • Pay-variability decisions
    • The extent to which employees’ pay varies with individual and company performance
    • Piecework
    • Commission
    • Profit sharing
    • Employee stock ownership plans (ESOP)
    • Stock options
    • © 2015 Cengage Learning
  37. Compensation Decisions

    Slide 37 - Compensation Decisions

    • Pay-structure decisions
    • Concerned with internal pay distribution
    • Hierarchical pay structures
    • Compressed pay structures
    • © 2015 Cengage Learning
  38. Employment Separation

    Slide 38 - Employment Separation

    • A broad term covering the loss of an employee for any reason.
    • Involuntary separation
    • Voluntary separation
    • © 2015 Cengage Learning
  39. Terminating Employees

    Slide 39 - Terminating Employees

    • In most situations, firing should not be the first option.
    • Employees should be fired only for a good reason (wrongful discharge).
    • Employees should always be fired in private.
    • © 2015 Cengage Learning
  40. Downsizing

    Slide 40 - Downsizing

    • The planned elimination of jobs in a company.
    • May actually decrease productivity and lead to loss of skilled workers.
    • © 2015 Cengage Learning
  41. Guidelines for Conducting Layoffs

    Slide 41 - Guidelines for Conducting Layoffs

    • Provide clear reasons and explanations for the layoffs.
    • To avoid laying off employees with critical or irreplaceable skills, knowledge, and expertise, get input from human resources, the legal department, and several levels of management.
    • Train managers in how to tell employees that they are being laid off (i.e., stay calm; make the meeting short; explain why, but don’t be personal; and provide information about immediate concerns such as benefits, finding a new job, and collecting personal goods).
    • © 2015 Cengage Learning
  42. Guidelines for Conducting Layoffs

    Slide 42 - Guidelines for Conducting Layoffs

    • Give employees the bad news early in the day, and try to avoid laying off employees before holidays.
    • Provide outplacement services and counseling to help laid-off employees find new jobs.
    • Communicate with employees who have not been laid off to explain how the company and their jobs will change.
    • © 2015 Cengage Learning
    • 11-6
  43. Retirement

    Slide 43 - Retirement

    • Early retirement incentive program (ERIP)
    • offer financial benefits to employees to encourage them to retire early.
    • reduces number of employees, lowers costs, creates new openings
    • Phased retirement
    • employees transition to retirement by working reduced hours before completely retiring
    • © 2015 Cengage Learning
  44. Employee Turnover

    Slide 44 - Employee Turnover

    • The loss of employees who choose to leave the company.
    • Functional turnover
    • Dysfunctional turnover
    • © 2015 Cengage Learning
  45. Barcelona Restaurant Group

    Slide 45 - Barcelona Restaurant Group

    • List the three main activities of human resource management (HRM) and identify which activity is examined at length in the video.
    • Of the various steps in Barcelona’s employee selection process, the job interview is the most brief. Do you agree with the company’s approach to interviewing? Why or why not?
    • Describe Barcelona’s three-stage process for matching job applicants with its organizational objectives, and explain how each stage reveals the fit between job applicants and the needs of the restaurant.
  46. Barcelona Restaurant Group

    Slide 46 - Barcelona Restaurant Group