Chapter 11 Managing Human Resource Systems MGMT6 © 2014 Cengage Learning

Chapter 11 Managing Human Resource Systems

MGMT6© 2014 Cengage Learning

© 2014 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


Federal Employment Laws


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.”

11-1

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

© 2014 Cengage Learning 11-1

Adverse Impact and Employment Discrimination

• Disparate treatment

• Adverse impact

• The four-fifths rule

© 2014 Cengage Learning11-1

Sexual Harassment


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

11-1

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


Job Analysis and Recruiting


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

11-2

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

11-2

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.


Internal Recruiting

The process of developing a pool of qualified job applicants from people

who already work within the company.

• Job posting

• Career path


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


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


Application Forms and Résumés

• Application forms may only ask for valid, job-related information

• Résumés pose a problem because of false data.


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

11-3

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


Selection Tests

• Specific ability tests• Cognitive ability tests• Biographical data (biodata)• Work sample tests (performance

tests)• Assessment centers

– in-basket exercise– leaderless group discussion




Interviews• Unstructured interviews

• Structured interviews

• Semistructured interviews


Structured Interview Questions

• Situational questions

• Behavioral questions

• Background questions

• Job-knowledge questions



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 © 2014 Cengage Learning 11-4


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


Evaluating Training


• Reactions

• Learning

• Behavior

• Results

11-4

Performance Appraisal

The process of appraising how well employee are doing their jobs.


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



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© 2014 Cengage Learning 11-5

Sharing Performance Feedback

• 360-degree feedback– feedback comes from four

sources: the boss, subordinates, peers and coworkers, and the employees themselves



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


Compensation

The financial and nonfinancial rewards that organizations give employees in

exchange for their work.


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



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



Pay-structure decisions• Concerned with internal pay

distribution

• Hierarchical pay structures• Compressed pay structures


Employment Separation

A broad term covering the loss of an employee for any reason.

•Involuntary separation•Voluntary separation


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.


Downsizing

The planned elimination of jobs in a company.

May actually decrease productivity and lead to loss of skilled workers.


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).

11-6

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.

11-6

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


Employee Turnover

The loss of employees who choose to leave the company.

•Functional turnover

•Dysfunctional turnover


<click screenshot for video>

Barcelona Restaurant Group

1. List the three main activities of human resource management (HRM) and identify which activity is examined at length in the video.

2. 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?

3. 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.


http://www.cengage.com/management/webtutor/daft_mgt10e/video/ojt/ch12.html

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Chapter 11 Managing Human Resource Systems MGMT6 © 2014 Cengage Learning