Domain V-Management
Topic A- Human Resources
1. Recruitment and selection
Manager works closely with HR to accomplish the goals of the organization. Staffing is the process by which the organization is supplied with the right people in the right positions to meet objectives of the organization. Steps in the staffing process:
Job analysis-> human resources planning->recruitment-> selection->orientation-> training/development-> performance-> appraisal->separation
Recruitment inside organization- many companies try to fill positions via promotions and transfers. Use job posting and bidding. Unions generally recommend seniority but this may negatively impact minorities and women. Limitations to recruiting within include: new ideas may not be heard, can promote inbreeding of ideas and attitudes.
Recruiting outside organization- The decision a manger faces is at which level a person should be recruited. One of the most widely sources of obtaining qualified candidates is want ads, trade journals, TV, radio, billboards, etc. Use the statement “Equal Opportunity Employer.” Often recommendations from current employees are used, search firms are employed, and temporary employment agencies are also used.
Selection- begins after recruiting applicants. Process includes comparison of applicant skills, knowledge and education with requirements of the job. Also, qualifications for each applicant must be compared to the job requirements identified in the job specification. After thorough screening a decision is made. Union agreements that protect employees with job tenure provide management with incentive for making a good selection.
a. Laws and Regulations
Equal Employment Opportunity Legislation- The Equal Employment Opportunity Commission (EEOC) is the federal agency charged with protecting employees from discrimination and regulating hiring, compensation policies, disciplinary actions, dismissals and layoffs and access to training and advancement.
Civil Rights Act (1964) - regulates employment practices with 15 or more employees. Prohibits discrimination based on race, color, religion, gender, or national origin from recruitment through termination. Amended by the Equal Employment Opportunity Act of 1972.
Age Discrimination in Employment Act (1967) - prohibits discrimination based on age. Amended in 1986 to prohibit forced retirement at any age, it protects workers aged 40 and up regarding pay, benefits, and continued employment.
Rehabilitation Act (1973) - Employers must take affirmative action to seek out, recruit, and advance reasonably well-qualified individuals with history of being under-represented with the organization. Protects qualified disabled.
Americans with Disabilities Act (1990) - Protects people with disabilities against employment discrimination. Employer discrimination includes: 1) limiting, segregating, or classifying the disabled in a way that limits their status 2) entering into discriminatory third party contracts 3) denying health insurance coverage 4) discriminating against qualified individual with a disability 5) using tests that screen out people with disabilities 6) Upholding discriminatory employment standards 7) failing to make reasonable accommodations 8) conducting discriminatory medical examinations or inquiries
Pregnancy Disability Act (1978)-Treats pregnancy as a temporary disability and prohibits discrimination based pregnancy, childbirth, and related medical conditions
Civil Rights Act (1980)-Prohibits sexual and ethnic harassment of employees
Vietnam Veteran’s Adjustment Act (1974)-protects veterans who have incurred an injury or had one aggravated while serving in the military.
National Labor Relations Act (1935) - AKA Wagner Act- employees may act as a group in bargaining with management. It describes a union as a bargaining agent and protects employees who organize and bargain collectively. Entirely “pro” union.
Taft Hartley Act (1974) - aka- Labor Management Relations Act- revision to Wagner act that attempts to equalize the power of employers and labor unions. Places limitations on labor union practices.
Labor Management Reporting and Disclosure Act (1959)- aqua Landrum-Griffin Act- protects union members form illegal activity by union leaders. Limits political and economic power of unions and attempts to ensure unions run fairly and honestly.
Equal Pay Amendment (1963) - amendment to the fair labor standards act. Requires equal pay for men and women performing equal work.
Social Security Act (1935) - created Social Security insurance- insurance paid by employee and employer to protect against loss of income due to age, disability, or death.
Fair Labor Standards Act (1938) - aka Wage and Hour Law- Designed to eliminate poverty. Established: minimum wages to non-salaried employees, maximum working hours (40 hrs/wk), overtime pay rate as “time and a half,” age requirements.
Employee Retirement Income Security Act (1974) - imposes standards for private pension plans and requires a system for providing federal retirement insurance in case of bankruptcy.
Immigration reform and control act (1986) - employers are required to request job applicant’s proof of eligibility to work in the US. Applicants protected by discrimination laws.
Occupational Safety and Heath Act (1970)- Dept of Labor enforces this act (OSHA) to provide workers with a place of employment which is safe from recognized hazards that are causing or likely to cause death or serious physical harm. Employers with 11 or more employees must report all occupational injuries and illness.
b. Job analysis, specifications, and descriptions
Job analysis- process of defining and studying all aspects of a job to see ho one job differs from another in terms of the demands, activities, skills, resources, responsibilities, training, and qualifications required.
Specification- written statement of the minimum acceptable qualifications that the applicant should have in order to perform the tasks required.
Descriptions- developed form job analysis. A document that provides clear and concise statements of what employees will do, how the duties will be accomplished, what performance standards are to be achieved, and the working conditions and possible hazards of the position. Lists qualifications needed such as education, skills, experience, etc that the employee will be required to have. Also includes % of time devoted to each task, and the working and reporting relationships.
c. Performance Standards- desired results at a definite level of quality for a specific job.
d. Candidate Interviews- gathering info that about the applicant that is relevant to the job. Info is gathered through carefully planned useful questions that are asked to all candidates and apply to a particular position. Questions regarding medical condition, marital status, or number of dependants should only be asked after the person is hired. Questions regarding race, religion, age, national origin, should not be asked. Guidelines for effective interviews: 1) plan for interview by reviewing job descriptions, job significance, and job applications 2)have an open and friendly rapport with applicant 3)allow sufficient time and avoid unnecessary interruptions 4)ask relevant questions 5)record the results of the interview
Types of interviews-
Structured interview- the interviewer asks specific questions of all candidates. Interviewer knows in advance which questions will be asked. This gives a common body of data on all candidates, is systematic, and minimizes personal bias. Frequently used for lower level jobs. More attention being given due to EEOC requirements. Helps reduce possibility of legal action for discrimination
Unstructured interview- allows interviewer to ask questions they feel are important. Broad questions can be asked. Can be used to assess interpersonal and communication skills. Comparison of candidates more difficult. Generally used for higher-level positions.
e. Orientation and Training
Orientation- provides the employee with the information needed to function effectively within the company. The new hire learns about daily work routines, work rules, policies, employee benefits, and the organization’s mission.
Training- help employees overcome their deficiencies and increase their performance effectiveness. Training increases productivity and quality of work, raises employee morale, and raises awareness of the importance of safety.
f. Compensation- the financial remuneration given by the organization to its employees in exchange for their work. It includes salaries or wages and benefits. Salary is the tern used to refer to earnings of managerial and professional personnel; wages refer to hourly earnings of employees covered by the Fair Labor Standards Act
2. Employment process
a. Personnel information- should include only those documents necessary to meet regulatory agency requirements. Include work related records such as evaluations, work performance appraisals, applications, and resumes. Employee files are regarded as confidential and states have laws ensuring confidentiality.
b. Unions- organize workers, negotiate favorable terms and conditions of employment and protect the rights of workers. Most unions belong to AFL-CIO federation which serves its members by lobbying before legislative bodies, coordinating organized efforts among affiliated unions, publicize concerns and benefits to public, and resolve disputes between unions. Officers of local unions are responsible for negotiating local labor agreements and investigating member grievances. Union stewards represent union members in relations with immediate supervisors or other managers.
Collective bargaining- management and union representatives negotiate in good faith to reach and agreement concerning employee issues. Laws provide the legal framework for the interested parties. Free collective bargaining is historically unworkable (“free” meaning free from government intervention).
c. Grievances-specified in the labor contract. Employees are given due process and a fair hearing regarding unfair treatment. Allows employees to voice their complaints and have them considered fairy. Responding to grievances in fair manner improves employee productivity and morale. The following steps are involved in a disciplinary procedure- unrecorded oral warning, oral warning with notation in employee’s personnel file, written reprimand, suspension, discharge.
d. Performance management-
Performance standards- desired results at a definite level of quality for a specific job. Specific measures that can be measured objectively are quality, quantity, and time factors and they can be grouped under productivity. Generally used for salary increases and promotions. Usually performance management instruments systems are developed by HR.
Personal Action
- Promotion- change in job to higher level position in organization. Generally provides higher pay and status as well as requires higher skill levels. Tied closely to performance appraisals. Individuals should not be promoted to positions in which their abilities are not appropriate.
- Transfer- moving an employee to another job at approximately the same level in the organization with essentially the same pay, performance requirements, and status. Transfers permit the placement of employees in jobs in which their services are needed. Allow employees to be placed in jobs they prefer.
- Separation- voluntary or involuntary termination of employee. If voluntary may use exit interviews to determine employee’s reason for leaving. This can help identify personnel problems and helps devise plans to eliminate/reduce turnover. Firing an employee should be an action of last resort. Training and counseling should be tried. Thorough documentation of poor performance is needed to fire and employee. Layoffs are another form of separation. This usually happens as a result of elimination of jobs. Every attempt should be made to helping the employee find another job if possible.