Introduction to management 13th schemerhorn bachrach chapter 13

13 John R Schermerhorn, Jr Daniel G Bachrach Introduction to Management 13th edition Chapter 13 Human Resource Management Planning Ahead — Key Takeaways  Explain the human resource management process and the legal framework that governs it  Identify how managers help organizations attract a quality workforce  Identify how managers help organizations develop a quality workforce  Identify how managers help organizations maintain a quality workforce Copyright ©2015 John Wiley & Sons, Chapter 13 Outline Human Resource Management a) b) c) Human resource management process Strategic human resource management Legal environment of human resource management Attracting a Quality Workforce a) b) c) Human resource planning Recruitment process Selection techniques Copyright ©2015 John Wiley & Sons, Chapter 13 Outline Developing a Quality Workforce a) b) c) Onboarding and socialization Training and development Performance management Maintaining a Quality Workforce a) b) c) d) Flexibility and work-life balance Compensation and benefits Retention and turnover Labor-management relations Copyright ©2015 John Wiley & Sons, Human resource management  Human capital is the economic value of people with job-relevant knowledge, abilities, ideas, energies, and commitments  Human Resource Management is a process of attracting, developing, and maintaining a talented work force Copyright ©2015 John Wiley & Sons, Human resource management  Major human resource management responsibilities: Attracting a quality Human resource planning, workforce recruitment, and selection Developing a Employee quality orientation, training workforce and development, and performance management Career Maintaining a development, quality work-life balance, compensation and workforce benefits, retention and turnover, and labor-management relations Copyright ©2015 John Wiley & Sons, Human resource management  Person-job  fit The individual’s skills, interests, and personal characteristics are consistent with the requirements of work  Person-organization  fit The individual’s values, interests, and behavior are consistent with the culture of the organization Copyright ©2015 John Wiley & Sons, Human resource management  Strategic human resource management mobilizes human capital to implement organizational strategies  Indicator that HRM is truly strategic: When it is headed by a senior executive reporting directly to the chief executive officer Copyright ©2015 John Wiley & Sons, Human resource management  Job  discrimination Occurs when someone is denied a job or job assignment for reasons that are not job relevant Copyright ©2015 John Wiley & Sons, Human resource management  Equal     employment opportunity The right to employment without regard to race, color, national origin, religion, gender, age, or disability status Title VII of the Civil Rights Act of 1964 Equal Employment Opportunity Act of 1972 Civil Rights Act (EEOA) of 1991 Copyright ©2015 John Wiley & Sons, Developing a Quality Workforce Recency bias is the tendency for evaluators to focus on recent behaviors instead of behavior that occurred throughout the evaluation period Copyright ©2015 John Wiley & Sons, Developing a Quality Workforce  Critical-incident   techniques Keeping a running log or inventory of effective and ineffective behaviors Documents success or failure patterns Copyright ©2015 John Wiley & Sons, Developing a Quality Workforce  Results-based performance assessments focus on accomplishments   Usually qualitative and objective Determining what to measure may be difficult Copyright ©2015 John Wiley & Sons, Developing a Quality Workforce  Leniency  error: the tendency for supervisors to rate employees more favorably than they deserve in order to avoid the unpleasant task of giving negative feedback  Multiperson comparisons Formally compare one person’s performance with that of one or more others  Types of multiperson comparisons:  Rank ordering  Forced distributions  Copyright ©2015 John Wiley & Sons, Developing a Quality Workforce  360°  feedback Occurs when superiors, subordinates, peers, and even inside and outside customers are involved in the appraisal of a jobholder’s performance Copyright ©2015 John Wiley & Sons, Maintaining a Quality Workforce  Work-life   balance How people balance career demands with personal and family needs Progressive employers support a healthy work-life balance Copyright ©2015 John Wiley & Sons, Maintaining a Quality Workforce  Compensation  and benefits Base compensation  Salary or hourly wages Copyright ©2015 John Wiley & Sons, Maintaining a Quality Workforce Merit pay   Awards a pay increase in proportion to individual performance contributions Provides performance contingent reinforcement Copyright ©2015 John Wiley & Sons, Maintaining a Quality Workforce • Bonus pay plans – One-time payments based on the accomplishment of specific performance targets or some extraordinary contribution • Profit-sharing plans – Some or all employees receive a proportion of net profits earned by the organization • Gain-sharing plans – Groups of employees share in any savings realized through their efforts to reduce costs and increase productivity Copyright ©2015 John Wiley & Sons, Maintaining a Quality Workforce  Employee  Employees purchase company stock directly through employer, sometimes at a discount  Stock  stock ownership plans options Employees have the right to purchase company stock at a fixed price in the future as a performance incentive Copyright ©2015 John Wiley & Sons, Maintaining a Quality Workforce Benefits  Non-monetary forms of compensation  Required Social security  Unemployment insurance  Worker’s compensation   Not required Health insurance  Retirement plans  Paid time off  Copyright ©2015 John Wiley & Sons, Maintaining a Quality Workforce  Flexible benefits   Family-friendly benefits   Allow employees to choose from a set of benefits Help in balancing work and nonwork responsibilities Employee assistance programs  Help employees deal with troublesome personal problems Copyright ©2015 John Wiley & Sons, Maintaining a Quality Workforce  Early retirement   Termination   Involuntary dismissal of an employee Employment-at-will   Financial incentive offered to employees who retire early Employees can be terminated at any time for any reason Wrongful discharge  Workers have legal protection from discriminatory firings Copyright ©2015 John Wiley & Sons, Maintaining a Quality Workforce Labor-management relations    Labor unions deal with employers on the workers’ behalf A labor contract is a formal agreement between a union and an employer about the terms of work for union members Collective bargaining  Process of negotiating, administering and interpreting a labor contract Copyright ©2015 John Wiley & Sons, Maintaining a Quality Workforce Copyright ©2015 John Wiley & Sons, ... John Wiley & Sons, Chapter 13 Outline Human Resource Management a) b) c) Human resource management process Strategic human resource management Legal environment of human resource management Attracting... ©2015 John Wiley & Sons, Human resource management  Strategic human resource management mobilizes human capital to implement organizational strategies  Indicator that HRM is truly strategic: When... Resource Management is a process of attracting, developing, and maintaining a talented work force Copyright ©2015 John Wiley & Sons, Human resource management  Major human resource management