Upload
veronica-elinor-glenn
View
217
Download
0
Tags:
Embed Size (px)
Citation preview
*
*Chapter Eleven
Human Resource
Management: Finding and Keeping the
Best Employees
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
*
*CHALLENGES in FINDING
HIGH-LEVEL WORKERS
• A shortage of trained workers in key areas
• Worker shortage in skilled trades
• Changes in employee attitudes about work
• A declining economy with fewer full-time jobs
• Expanding global markets with low-wage workers
• Increasing benefit demands and benefit costs
• A decreased sense of employee loyalty
LG1
The Human Resource Challenge
11-2
*
*CIVIL RIGHTS ACT of 1964
• Title VII prohibits discrimination in hiring, firing, compensation, apprenticeships, training, terms, conditions or privileges of employment based on:- Race- Religion- Creed- Sex- Age - National Origin
LG2
Laws Affecting Human Resource Management
11-3
*
*HUMAN RESOURCE PLANNING
PROCESS
Determining a Firm’s Human Resource Needs
LG3
• Preparing a human resource inventory of employees.
• Preparing a job analysis.
• Assessing future human resource demand.
• Assessing future labor supply.
• Establishing a strategic plan.
11-4
*
*RECRUITING EMPLOYEES
Recruiting Employees from a Diverse Population
LG4
• Recruitment -- The set of activities for obtaining the right number of qualified people at the right time.
• Human resource managers use both internal and external sources to recruit employees.
• Small businesses often make use of web sources like CareerBuilder and Monster to recruit employees.
11-5
*
*EMPLOYEE SOURCES
LG4
Recruiting Employees from a Diverse Population
11-6
*
*SELECTION
Selecting Employees Who Will be Productive
LG5
• Selection -- The process of gathering information and deciding who should be hired, under legal guidelines, to fit the needs of the organization and individuals.
11-7
*
*TRAINING and DEVELOPING
EMPLOYEES
Training and Developing Employees for Optimum Performance
LG6
• Training and Development -- All attempts to improve productivity by increasing an employee’s ability to perform.
• Training focuses on short-term skills.
• Development focuses on long-term abilities.
11-8
*
*MOST COMMONLY USED TRAINING
and DEVELOPMENT ACTIVITIES
Training and Developing Employees for Optimum Performance
LG6
• Orientation
• On-the-Job Training
• Apprenticeships
• Off-the-Job Training
• Online Training
• Vestibule Training
• Job Simulation
11-9
*
*DEVELOPING EFFECTIVE
MANAGERS
Management Development
LG6
• Management Development -- The process of training and educating employees to become good managers and tracking the progress of their skills over time.
• Management training includes:
- On-the-job coaching
- Understudy positions
- Job rotation
- Off-the-job courses and training
11-10
*
*COMPENSATION PROGRAMS
Compensating Employees: Attracting and Keeping the Best
LG8
• A managed and competitive compensation program helps:
- Attract the kinds of employees the business needs.
- Build employee incentive to work efficiently and productively.
- Keep valued employees from going to competitors or starting their own firm.
- Maintain a competitive market position by keeping costs low due to high productivity from a satisfied workforce.
- Provide employee financial security through wages and fringe benefits.
11-11
*
*TYPES of PAY SYSTEMS Pay Systems
LG8
• Salary
• Hourly Wage/Day Work
• Piecework System
• Commission Plans
• Bonus Plans
• Profit Sharing Plans
• Gain-Sharing Plans
• Stock Options
11-12
*
*FLEXIBLE SCHEDULING PLANS
Scheduling Employees to Meet Organizational and Employee Needs
LG9
• Flextime Plan -- Gives employees some freedom to choose which hours to work as long as they work the required number.
• Compressed Work Week -- Employees work the full number of work hours, but in fewer than the standard number of days.
• Job Sharing -- Lets two or more part-time employees share on a full-time job.
11-13