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HUMAN RESOURCE MANAGEMENTChapter 10
WHAT ARE THE PURPOSE AND LEGAL CONTEXT OF HUMAN RESOURCE MANAGEMENT? Human resource management attracts,
develops and maintains a talented workforce
Strategic human resource management aligns human capital with organizational strategies
Human capital – the economic value of people with job-relevant abilities, knowledge, ideas, energies and commitments.
Government legislation protects against employment discrimination
Job discrimination – someone is denied a job or job assignment for non-job relevant reasons
Equal Employment Opportunity (EEO) – the right to employment advancement without regard to race, sex, religion, color or national origin.
Affirmative action – an effort to give preference in employment to women and minority group members
Bona fide occupational qualifications – employment criteria justified by capacity to perform a job
Laws can’t guarantee that employee discrimination won’t happen
Employee privacy – right to privacy on and off the job
Pay discrimination – occurs when women and men are paid differently for doing equal work
Pregnancy discrimination – penalizes a woman on the job or as a job applicant for being pregnant
Age discrimination – penalizes an employee in a job or as a job applicant for being over the age of 40
WHAT ARE THE ESSENTIAL HUMAN RESOURCE MANAGEMENT PRACTICES?
Person-job fit – match of individual skills, interests an personal characteristics with the job
Person-organization fit – is the match of individual values, interests and behavior with the organizational culture
Recruitment attracts qualified job applicants Recruitment – a set of activities designed to
attracts a qualified pool of applicants Realistic job previews – provide job
candidates with all pertinent information about a job and organization
Selection makes decisions to hire qualified job applicants
Selection – choosing whom to hire from a pool of qualified job applicants
Reliability – a selection device gives consistent results over repeated measures
Validity – the scores on a selection device have demonstrated links on job performance
Assessment center – examines how job candidates handle simulated work situations
Work sampling – evaluates applicants as they perform actual work talents
Socialization and organization integrate new employees into the organization
Socialization – systematically influences the expectations, behavior and attitudes of new employees
Orientation – familiarizes new employees with jobs, co-workers and organizational policies and services
Training continually develops employee skills and capabilities
Coaching – occurs as an experienced person offers performance advice to a less experienced person
Mentoring – assigns early-career employees as protégés to more senior ones
Reverse Mentoring – younger and newly-hired employees mentor senior executives often on latest developments with digital technologies
Performance management appraises and rewards accomplishments
Performance appraisal – process of formally evaluating performance and providing feedback to a job holder
Graphic rating scale – uses a checklist of traits or characteristics to evaluate performance
Behavior-anchored rating scale (BARS) – uses specific descriptions of actual behaviors to rate various levels of performance
Critical-incident technique – keeps a log of someone’s effective and ineffective job behaviors
360⁰ feedback – includes superiors, subordinates, peers and even customers in the appraisal process
Multiperson comparison – compares one person’s performance with that of others
Retention and career development provide career paths
Career development – process of managing how a person grows and progresses in a career
Career planning – process of matching career goals and individual capabilities with opportunities for their fulfillment
WHAT ARE THE CURRENT ISSUES IN HUMAN RESOURCE MANAGEMENT?
Today’s lifestyle increases demands for flexibly and work-life balance
Work-life balance - involves balancing career demands with personal and family needs
Organizations are using more independent contractors and party-time workers
Independent contractors – hired on temporary contracts and are not part of the organization’s permanent workforce
Contingency workers – work as needed and part-time, often on a longer-time basis
Compensation plans influence employee recruitment and retention
Merit pay – awards pay increases in proportion to performance contributions
Bonus pay – plans provide one-time payments based on performance accomplishments
Profit-sharing – distributes to employees a proportion of net profits earned by the organization
Gain sharing – allows employees to share in cost savings or productivity gains realized by their efforts
Stock options – give the right to purchase shares at a fixed price in the future
Fringe Benefits are an important part of employee compensation packages
Fringe benefits – non-monetary forms of compensation such as health insurance and retirement plans
Family-friendly benefits – help employees achieve better work-life balance
Flexible benefits – programs allow choice to personalize benefits within a set dollar allowance
Employee assistance programs – helps employees cope with personal stresses and problems
Labor relations and collective bargaining are closely governed by law
Labor union – an organization that deals with employers on the workers’ collective behalf
Labor contract – formal agreement between a union and an employer about the terms of work for union members
Collective bargaining – the process of negotiating, administering and interpreting a labor contract
Two-tie wager systems – pay new hires less than the workers already doing the same jobs with more seniority