Management by chuch williams chapter 11

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Management by chuch williams chapter 11

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Chapter 11 Managing Human Resource Systems MGMT Chuck Williams Designed & Prepared by B-books, Ltd Copyright ©2008 Cengage Learning All rights reserved The Human Resource Management Process Attracting Qualified Employees Developing Qualified Employees Keeping Qualified Employees Recruiting Selection Training Performance Appraisal Compensation Employee Separation Copyright ©2008 Cengage Learning All rights reserved Employment Laws After reading this section, you should be able to: explain how different employment laws affect human resource practice Copyright ©2008 Cengage Learning All rights reserved Employment Legislation Federal Employment Laws Adverse Impact and Employment Discrimination Sexual Harassment Laws Copyright ©2008 Cengage Learning All rights reserved Federal Employment Laws Equal EqualPay PayAct Actof of1963 1963 prohibits prohibitsunequal unequalpay payfor formales malesand and females femalesdoing doingsimilar similarwork work Civil CivilRights RightsAct Actof of1964 1964 prohibits prohibitsdiscrimination discriminationon onbasis basisof of race, color, religion, gender, origin race, color, religion, gender, origin Age AgeDiscrimination Discriminationin in Employment Act of 1967 Employment Act of 1967 prohibits prohibitsdiscrimination discriminationagainst against persons age 40 and over persons age 40 and over Pregnancy PregnancyDiscrimination Discrimination Act Actof of1978 1978 prohibits prohibitsdiscrimination discriminationininemployment employment against againstpregnant pregnantwomen women 1.1 Copyright ©2008 Cengage Learning All rights reserved Federal Employment Laws (cont.) Americans Americanswith with Disabilities Act Disabilities Actof of1990 1990 prohibits prohibitsdiscrimination discriminationon onthe thebasis basisof of physical or mental disabilities physical or mental disabilities Civil CivilRights RightsAct Actof of1991 1991 strengthened strengthenedthe theCivil CivilRights RightsAct Actof of1964 1964 Family Family&&Medical MedicalLeave Leave Act Actof of1993 1993 permits permitsworkers workersto totake takeup upto to12 12weeks weeks of ofunpaid unpaidleave leavefor forpregnancy, pregnancy,etc etc Uniformed UniformedServices Services Employment Employment&& Reemployment ReemploymentRights RightsAct Act prohibits against those prohibitsdiscrimination discriminationAdapted against fromthose Exhibit 11.2 serving servingin inthe theArmed ArmedForces Forces 1.1 Copyright ©2008 Cengage Learning All rights reserved Adverse Impact and Employment Discrimination Disparate Disparate Treatment Treatment Intentional discrimination that results in equally qualified people being treated differently Adverse Adverse Impact Impact Unintentional discrimination that works to the disadvantage of members of protected groups Four-Fifths Four-Fifths Rule Rule 1.2 Comparison of selection rates of a protected to a nonprotected group to determine if adverse impact has occurred Copyright ©2008 Cengage Learning All rights reserved Equal Employment Opportunity Equal Employment Opportunity Laws Laws – Title VII Civil Rights Act (Cont.) 1964Four-Fifths Rule Copyright ©2008 Cengage Learning All rights reserved Sexual Harassment Quid Quid Pro ProQuo Quo Employee Employee outcomes outcomes depend dependon on whether whether an anindividual individualsubmits submits to to sexual sexualharassment harassment Unwelcome Unwelcomeand anddemeaning demeaningsexually sexually Hostile Hostile related behavior creates an related behavior creates an Work Work intimidating and offensive work intimidating and offensive work Environment Environment environment environment 1.3 Copyright ©2008 Cengage Learning All rights reserved Common Managerial Mistakes in Sexual Harassment Laws Assuming: • …that the victim and harasser must be of the opposite sex • …that harassment can only occur between coworkers or supervisors and subordinates • …that only victims can file complaints 1.3 10 Copyright ©2008 Cengage Learning All rights reserved Performance Feedback What to Discuss in Performance Appraisal Feedback Sessions •• Overall Overallprogress progress •• Problems Problemsencountered encounteredin inmeeting meetingjob job requirements requirements •• Opportunities Opportunitiesto toimprove improveperformance performance •• Long-range Long-rangeplans plansand andopportunities opportunities 5.2 •• General Generaldiscussion discussionof ofpossible possibleplans plansand and goals goalsfor forthe thecoming comingyear year 43 Copyright ©2008 Cengage Learning All rights reserved Keeping Qualified Workers After reading this section, you should be able to: describe basic compensation strategies and discuss the four kinds of employee separations 44 Copyright ©2008 Cengage Learning All rights reserved Compensation Compensation Compensation Decisions Decisions Employment Employment Benefits Benefits 45 Copyright ©2008 Cengage Learning All rights reserved Compensation Decisions Pay Level • Job evaluation Pay Variability Pay Structure • Piecework • Hierarchical • Commission • Compressed • Profit sharing • Employee stock ownership plans • Stock options 6.1 Employment Benefits • Cafeteria plans • Flexible plans • Payroll deductions Beyond the Book 46 Copyright ©2008 Cengage Learning All rights reserved Pay-Level Decisions • Job evaluation is used to determine the worth of jobs – pay the “going rate” • Should workers be paid at, below, or above current market wage? – attracts a larger, more qualified pool of applicants – increases the rate of job acceptance – decreases the time it takes to fill positions – increases the time that employees stay 6.1 47 Copyright ©2008 Cengage Learning All rights reserved Pay-Variability Decisions • • • • • Piecework Commission Profit sharing Employee stock ownership plans (ESOPs) Stock options 6.1 48 Copyright ©2008 Cengage Learning All rights reserved Pay-Structure Decisions  Hierarchical pay structures  big differences from one pay level to another  work best for independent work  Compressed pay structures  fewer pay levels with smaller differences in pay between pay levels  work best for interdependent work 6.1 49 Copyright ©2008 Cengage Learning All rights reserved Beyond the Book Employment Benefits • Compensation other than direct wages • Employee benefits are legally mandated: – Social Security – worker’s compensation – unemployment insurance • Cafeteria benefit plans – employees can select from optional benefits • Payroll deductions 50 Copyright ©2008 Cengage Learning All rights reserved Employee Separations Terminations Terminations Downsizing Downsizing Retirements Retirements Turnover Turnover 6.2 51 Copyright ©2008 Cengage Learning All rights reserved Terminating Employees • • Often mismanaged Minimize problems in firing employees • • firing should not be the first option firing should be for a good reason • • • “employment at will” wrongful discharge firing should be done in private 6.2 52 Copyright ©2008 Cengage Learning All rights reserved Downsizing Provide clear reasons for the layoffs Get information to avoid laying off employees with critical skills Train managers how to tell employees Give employees the bad news early in the day Provide outplacement services and counseling Communicate with survivors 6.3 53 Copyright ©2008 Cengage Learning All rights reserved Retirement Early Retirement Incentive Programs… • offer financial benefits to encourage employees to retire • are attractive to many employees • are difficult to predict which or how many employees will use the program • may cause the company to lose valuable employees 6.4 54 Copyright ©2008 Cengage Learning All rights reserved Voluntary Employee Turnover  Loss of employees who voluntarily choose to leave the company  Functional turnover (encouraged) • the loss of poor-performing employees  Dysfunctional turnover (discouraged) • the loss of high performing employees 6.5 55 Copyright ©2008 Cengage Learning All rights reserved Beyond the Book Human Resource Information Systems • Computerized employee information systems use: • transaction processing • employee self-service • decision support 56 Copyright ©2008 Cengage Learning All rights reserved Human Resource Information Systems Beyond the Book Personal PersonalData Data Promotion PromotionData Data Work WorkHistory History Educational Educational Data Data Performance Performance Appraisal Appraisal HRIS HRIS Company Company Employment Employment History History 57 Copyright ©2008 Cengage Learning All rights reserved ...The Human Resource Management Process Attracting Qualified Employees Developing Qualified Employees Keeping Qualified... prohibits against those prohibitsdiscrimination discriminationAdapted against fromthose Exhibit 11. 2 serving servingin inthe theArmed ArmedForces Forces 1.1 Copyright ©2008 Cengage Learning All... reporting procedures  Be in compliance with federal, state, and local sexual harassment laws 1.3 11 Copyright ©2008 Cengage Learning All rights reserved Finding Qualified Workers After reading

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Mục lục

  • Chapter 11 Managing Human Resource Systems

  • The Human Resource Management Process

  • Employment Laws

  • Employment Legislation

  • Federal Employment Laws

  • Federal Employment Laws (cont.)

  • Adverse Impact and Employment Discrimination

  • Slide 8

  • Sexual Harassment

  • Common Managerial Mistakes in Sexual Harassment Laws

  • Company Responsibilities

  • Finding Qualified Workers

  • Human Resource Planning

  • Slide 14

  • Internal Forecast Factors

  • External Forecast Factors

  • Forecast Methods

  • Recruiting

  • Job Analysis and Recruiting

  • Slide 20

  • Slide 21

  • Internal Recruiting

  • Methods for External Recruiting

  • Ari Weinzweig’s Tips on Hiring for Cultural Fit

  • Selection

  • Topics Employers Should Avoid

  • References and Background Checks

  • Selection Tests

  • Interviews

  • Questions in Structured Interviews

  • Developing Qualified Workers

  • Training

  • Determining Training Needs

  • Training Methods

  • Evaluating Training

  • Performance Appraisal

  • Measuring Job Performance: Common Rating Errors

  • Measuring Job Performance

  • Improving Performance Appraisal Measures

  • Subjective Performance Appraisal Scales

  • Rater Training

  • Sharing Performance Feedback

  • Performance Feedback

  • Keeping Qualified Workers

  • Compensation

  • Compensation Decisions

  • Pay-Level Decisions

  • Pay-Variability Decisions

  • Pay-Structure Decisions

  • Employment Benefits

  • Employee Separations

  • Terminating Employees

  • Downsizing

  • Retirement

  • Voluntary Employee Turnover

  • Human Resource Information Systems

  • Slide 57

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