Human Resource
Management
Other Teaching Tools 8.3
Video Notes 8.4
Brief Chapter Outline and Learning Goals 8.5
Lecture Outline and Lecture Notes 8.7
Career and Study Skills Notes 8.35
Career Development: Assessing Your Strengths and Weaknesses 8.35
study skills: Write Your Own Ticket! 8.39
Lecture Links 8.40
lecture link 8-1 Finding Google People 8.40
lecture link 8-2 Should You Hire a Former Employee? 8.41
LectURE LINK 8-3 Interview Blunders 8.42
LectURE LINK 8-4 Other Issues in Human Resource Management 8.43
A. Background Checks: Security and Privacy Issues
B. Networking
C. Pay Equity
D. Child Care
E. Elder Care
LectURE LINK 8-5 Microsoft Revises Performance Appraisal 8.47
LectURE LINK 8-6 Moving Employees Up, Over, and Out 8.48
LectURE LINK 8-7 Additional Labor/Management Tactics 8.49
LectURE LINK 8-8 CEOs Respond to the Compensation Controversy 8.50
LectURE LINK 8-9 Why Employees Leave 8.51
LectURE LINK 8-10 Using the Exit Interview for Feedback 8.52
Bonus Internet Exercises 8.53
Bonus INternet Exercise 8-1 Practicing Job Interviews 8.53
Bonus INternet Exercise 8-2 Job Search via the Internet 8.54
Bonus INternet Exercise 8-3 Executive Compensation Watch 8.55
Bonus INternet Exercise 8-4 Best Companies for Working Mothers 8.56
Critical Thinking Exercises 8.57
critical thinking exercise 8-1 Expanding the Workforce 8.57
Critical thinking Exercise 8-2 Are Unions Good or Bad for Business? 8.60
critical thinking exercise 8-3 Human Relations Department: 8.62
Serving Many Masters
Bonus Cases 8.65
Bonus case 8-1 Patagonia: Surf’s Up at Patagonia! (Video Case) 8.65
Bonus case 8-2 The Department Store Dilemma 8.67
Bonus case 8-3 Reshaping the Union to Save the Union 8.69
Bonus case 8-4 SAG/AFTRA/WGA: United We Stand (Video Case) 8.71
Other Teaching Tools
For a description of each of these valuable teaching tools, please see the Preface in this manual.
Student Learning Tools
Student Online Learning Center (OLC) www.mhhe.com/diasbusiness
Student Study Guide
Spanish Translation Glossary (OLC)
Spanish Translation Quizzes (OLC)
Instructor Teaching Tools
Annotated Instructor’s Resource Manual
IRCD (Instructor’s Resource Manual, Test Bank, PowerPoints, EZtest)
Asset Map
Online Learning Center (OLC) www.mhhe.com/diasbusiness
PageOut
PowerPoint Presentations (on IRCD and OLC)
Test Bank
Business Videos on DVD
Enhanced Cartridge option
Spanish Translation Glossary (OLC)
video NOTES
Twenty videos are available, geared to individual chapter topics. The teaching notes for these videos are also included in the Video Notes section of this Instructor’s Resource Manual, beginning on page V.1.
Video 8: “Patagonia: Surf’s Up at Patagonia!”
Patagonia is a clothing store founded by an ardent sportsman and environmentalist. Patagonia is an excellent example of a socially responsible corporation. Its unique benefits program is one reason Patagonia employees are so passionate and loyal.
(Bonus Case 8-1, “Patagonia: Surf’s Up at Patagonia!” on page 8.65 of this manual relates to this video.)
Alternative: “SAG/AFTRA/WGA: United We Stand”
This video focuses on labor issues in the entertainment industry. Three unions—the Screen Actors’ Guild, the American Federation of Radio Artists, and the Writers’ Guild of America—often work together in bargaining campaigns, illustrating the union principle of strength in unity.
(Bonus Case 8-4, “SAG/AFTRA/WGA: United We Stand on page 8.71 of this manual relates to this video.)
BRIEF CHAPTER OUTLINE AND LEARNING GOALS
CHAPTER 8
Human Resource Management
I. Introduction to HRM
II. The Human Resource Process
A. Determining Human Resource Needs
B. Recruiting from a Diverse Population
Learning objective 1
Understand how human resource managers recruit and select employees.
C. Selecting Employees
D. Training and Development
Learning objective 2
Illustrate the various types of employee training and development methods.
1. Management Training
E. Compensating
Learning objective 3
Describe different types of pay systems and how to evaluate employees.
1. Pay Systems
F. Appraising Employees
G. Alternatives to Traditional Scheduling
III. Laws Affecting Human Resource Management
Learning objective 4
Describe the most important laws affecting the workplace of which human resource managers need to be aware.
A. Laws and Government Programs Protecting Equal Opportunity
B. Laws Protecting Disabled Employees
C. Laws Protecting Aging Employees
IV. CHallenges in Human Resources
Learning objective 5
Describe the key human resource management challenges facing managers today.
A. Working with Unions
1. Negotiation Tactics Used by Unions
2. Negotiation Tactics Used by Management
B. Executive Compensation
C. Globalization
D. Work-Life Balance
E. Sexual Harassment
F. Securing and Retaining the Best Workers
V. SUMMARY
LECTURE OUTLINE AND LECTURE NOTES
CHAPTER OPENING PROFILE
Certes Financial Pros (Text pages 240-241)
Businesses today face a critical employment problem. In order to respond to the ups and downs of the global and local economy, firms need a flexible workforce made up of people who can come and go. Certes Financial Pros finds financial professionals to fit these flexible work environments. Karen Oman, founder and president, likes the motto “We work to live, not live to work,” and it captures the spirit of her company. In an industry with a turnover rate of over 400%, Certes boasts a turnover of just 25%.
Lecture outline lecture notes /I. Introduction to HRM
A. Human resources are one of the most valuable assets that any company has.
B. HRM challenges include:
1. determining how many people are needed;
2. executing hiring and training;
3. compensating them correctly;
4. evaluating employees in an unbiased manner;
5. ensuring that employee schedules are appropriate.
C. Above all, HR managers ensure employees are treated fairly and consistently. / PowerPoint 8-1
Chapter Title
(Refers to text page 240)
PowerPoint 8-2
Learning Objectives
(Refers to text page 241)
PowerPoint 8-3
Introduction to HRM
(Refers to text pages 242-243)
II. The Human Resource Process
A. HUMAN RESOURCE MANAGEMENT is the process of determining human resource needs and then recruiting, selecting, training and developing, compensating, appraising, and scheduling employees to achieve organizational goals.
1. HR departments are involved in the legal aspects of employment and motivating people.
2. They are also involved in outsourcing decisions about which, if any jobs can be performed overseas, and who may have to be laid off.
B. Determining Human Resource Needs
1. All management begins with planning.
2. Steps in human resource planning:
a. Prepare a human resource inventory of the organization’s employees;
b. Prepare a job analysis.
i. A JOB ANALYSIS is a study of what is done by employees who hold various job titles.
ii. The results of the job analysis are two written statements.
iii. A JOB DESCRIPTION specifies the objectives of a job, the type of work to be done, the responsibilities and duties, the working conditions, and the relationship of the job to other functions.
iv. JOB SPECIFICATIONS are written summaries of the minimum qualifications (education, skills, etc.) required of workers to do a particular job.
c. Assess future human resource demand: HR managers must be proactive to anticipate future needs of their organizations.
d. Assess future supply in a constantly changing labor market.
e. Establish a strategic plan addressing recruiting, selecting, training and developing, appraising, compensating, and scheduling the labor force.
C. Recruiting from a Diverse Population
Learning objective 1
Understand how human resource managers recruit and select employees. (Text pages 245-250)
1. RECRUITMENT is the set of activities used to obtain a sufficient number of the right people at the right time; its purpose is to select those who best meet the needs of the organization.
2. Recruiting is difficult for several reasons:
a. Some organizations have policies that demand promotion from within, operate under union regulations, or offer low wages.
b. It is important to hire skilled people who also fit in with the culture.
c. People with the necessary skills may not be available inside the organization and must be hired and then trained.
d. The geographic area of the business can make recruitment difficulty.
e. Globalization makes recruiting more complex because customs and cultures are different.
3. Human resource managers have many potential sources.
a. internal candidates are employees who are already within the firm.
i. Internal sources are usually less expensive.
ii. Hiring from within helps maintain employee morale.
b. When it isn’t possible to find qualified workers within the company, HR managers must use external recruitment sources.
i. External candidates are people who are not currently working within the company.
ii. Sources include online or print ads, public and private employment agencies, walk-in applications, and so on.
c. Recruiting qualified workers may be particularly difficult for small businesses.
D. Selecting Employees
1. SELECTION is the process of gathering information and deciding who should be hired, under legal guidelines, in the best interests of the individual and the organization.
a. The selection process is a key element in human resource management.
b. Selection expenses can cost one and one-half of an employee’s annual salary.
2. Steps of the selection process:
a. Obtain complete application form
i. Legal guidelines limit the kinds of questions that may appear on an application form.
ii. Allowed information includes the applicant’s educational background, past work experience, career objectives, and other qualifications.
iii. Many large organizations use an artificial intelligence program, Smart Assessment, to screen applicants.
b. Conduct initial and follow-up interviews
i. A human resource department staff member often screens applicants in a first interview.
ii. Potential employees are then interviewed by the manager who will supervise the new employee.
iii. Mistakes, such as not asking the right questions, can creep in here.
c. Give employment tests
i. Some organizations continue to use tests to measure basic competencies in specific job skills, although testing has been severely criticized.
ii. It is important that the assessments be directly related to the job.
d. Conduct background investigations
i. Checking backgrounds helps determine which candidates are most likely to succeed in a given position.
ii. Most organizations investigate an applicant’s work record, school records, credit history, and references.
iii. Websites such as PeopleWise streamline background checks.
e. Obtain results from physical exams
i. Medical tests cannot be given just to screen out individuals.
ii. In some states, physical exams can be given only after an offer of employment has been accepted.
iii. Pre-employment testing to detect drug or alcohol abuse is controversial.
f. Establish trial (probationary) periods
i. Probationary periods, usually six months to a year, allow organizations to hire an employee conditionally.
ii. After this period, the firm either permanently hires or discharges the employee on supervisor evaluations.
iii. Probationary periods do not eliminate the high cost of turnover.
3. The selection process is difficult but helps ensure that new employees meet requirements in all relevant areas.
4. It may be more cost-effective to hire contingent workers when a company has a varying need for employees.
a. CONTINGENT WORKERS are workers who do not have the expectation of regular, full-time employment.
b. These include part-time workers, temporary workers, independent contractors, and interns.
E. Training and Development
Learning objective 2
Illustrate the various types of employee training and development methods. (Text pages 245-250)
1. Companies often must offer sophisticated training programs to train employees on new equipment.
a. TRAINING AND DEVELOPMENT includes all attempts to improve productivity by increasing an employee’s ability to perform.
i. Training focuses on short-term skills.
ii. Development focuses on long-term abilities.
b. Creating training and development programs includes:
i. Assessing the needs of the organization and the skills of the employees to determine training needs;
ii. Designing training activities to meet the identified needs;
iii. Evaluating the effectiveness of the training.
2. EMPLOYEE ORIENTATION is the activity that initiates new employees to the organization; to fellow employees; to their immediate supervisors; and to the policies, practices, and objectives of the firm.
3. ON-THE-JOB (OTJ) TRAINING immediately begins with the new employee learning by doing, or watching others for a while and then imitating them.
a. OTJ training is easy and effective for learning low skill, repetitive jobs, but can be disastrous if used in areas demanding more knowledge and expertise.
b. Cost-effective on-the-job training programs can be created using intranets.
c. Computer systems can monitor workers input and provide feedback.
4. APPRENTICESHIP PROGRAMS are training programs involving a period during which a learner works alongside an experienced employee to master the skills and procedures of a craft.
a. In many skilled crafts, a new worker is required to serve several years as an apprentice.
b. Workers who successfully complete an apprenticeship earn the classification of journeyman.
c. Apprenticeship programs will change in the future, as jobs require more intense training.
5. OFF-THE-JOB TRAINING occurs away from the workplace and consists of internal or external programs to develop any of a variety of skills or to foster personal development, such as health or stress management classes.
6. ONLINE TRAINING means training programs in which employees “attend” classes via the Internet.
a. In such training, employees “attend” classes via the Internet.
b. Another option is Web conferencing.
c. Educational institutes offer distance learning programs.
7. VESTIBULE TRAINING (near-the-job training) is done in classrooms were employees are taught on equipment similar to that used on the job.
8. JOB SIMULATION is the use of equipment that duplicates the job conditions and tasks so that trainees can learn skills before attempting them on the job.
9. Managers need special training.
a. They must learn communication, planning, and human relations skills.
b. MANAGEMENT DEVELOPMENT is the process of training and educating employees to become good managers and then monitoring the progress of their managerial skills over time.
c. Management development programs are offered at many colleges, universities, and private management firms.
F. Compensating
1. Companies compete for employees.
2. Compensation is the combination of salary, vacation time, paid health care, and other benefits.
a. The long-term success of a firm may depend on how well it can control employee costs and optimize employee efficiency.
b. Service industries are labor intensive, a type of business where the primary cost of operations is the cost of labor.
3. The objectives of compensation and benefit programs include:
a. attracting the kinds of people needed in sufficient numbers;
b. providing employees with the incentive to work efficiently and productively;