Human resource 1e by denisi griffin chapter 06

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Human resource 1e by denisi griffin chapter 06

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Prepared by Joseph B Mosca, Monmouth University and © 2012 South-Western, Cengage Learning, Inc All rights reserved Marla M Kameny, Baton Rouge Community College PowerPoint Presentation Design by Charlie Cook The University of West Alabama Learning Objectives After studying this chapter, you should be able to: Discuss the role of ethics in HR decision making Describe the concept of and organizational strategies for rightsizing Describe how to manage termination and retention Describe the elements of voluntary turnover Discuss key HR issues during mergers and acquisitions © 2012 South-Western, Cengage Learning, Inc All rights reserved 6–2 Ethics and HRM • Ethics  Are an individual’s beliefs about what is right and wrong, and good and bad  Are formed by the societal context in which people and organizations function Ethical Behavior versus Legal Behavior â 2012 South-Western, Cengage Learning, Inc All rights reserved 6–3 Rightsizing the Organization The process of monitoring and adjusting the composition of the organization’s workforce to its optimal size © 2012 South-Western, Cengage Learning, Inc All rights reserved 6–4 Temporary Solutions for Increased Demand for Employees Meeting Meeting the the Demand Demand for for Employees Employees Overtime Overtime Employee Employee leasing leasing © 2012 South-Western, Cengage Learning, Inc All rights reserved Part-time Part-time workers workers 6–5 Dealing with a Decrease in Demand for Employees Adjusting Adjusting for for Fewer Fewer Employees Employees Reduce Reduce contingent contingent workforce workforce Retain Retaincore coreof of permanent permanent workers workers © 2012 South-Western, Cengage Learning, Inc All rights reserved Utilize Utilizestrategic strategic layoffs layoffs 6–6 Justice in Organizations Types Types of of Justice Justice Distributive Distributive justice justice Procedural Procedural justice justice © 2012 South-Western, Cengage Learning, Inc All rights reserved Interactional Interactional justice justice 6–7 Critical Dimensions of Procedural Justice © 2012 South-Western, Cengage Learning, Inc All rights reserved 6–8 Legal Issues in Layoffs • Protecting Employee Rights  If layoffs result in disparate impact for protected groups, legal actions can become problematic  Decisions to layoff more senior employees can result in age discrimination suits  Layoff decisions related to performance must be based on a defensible performance appraisal process © 2012 South-Western, Cengage Learning, Inc All rights reserved 6–9 Is Downsizing Effective? • Stable Employers  Have changes in employment between plus and minus 5% • Employment Downsizers  Have employment declines of more than 5%; plant and equipment declines of less than 5%  Have the lowest levels of return on assets and did poorly on stock price • Asset Downsizers  Have employment declines of less than 5% but plant and assets declines were at least 5% greater than declines in unemployment © 2012 South-Western, Cengage Learning, Inc All rights reserved 6–10 Beyond the Book: Should Firms Use Downsizing When Employees Are No Longer Needed? • YES  It leads to quicker decision making, more precise accountability, and harder-working employees  It can significantly reduce a firm’s salary expense when unneeded employees are terminated © 2012 South-Western, Cengage Learning, Inc All rights reserved • NO  Employees are needed or they wouldn’t have been hired in the first place  It is expensive because firms must make severance payments and fund retirement plans 6–11 Progressive Discipline • Punishment  Is following unacceptable behavior with some type of negative consequences • Discipline  Is a system of rules and procedures for how and when punishment is administered and how severe the punishment © 2012 South-Western, Cengage Learning, Inc All rights reserved 6–12 Typical Disciplinary Problems © 2012 South-Western, Cengage Learning, Inc All rights reserved 6–13 Progressive Progressive Disciplinary Disciplinary Plans Plans Verbal Verbal warning warning Written Written warning warning Suspension Suspension Termination Termination © 2012 South-Western, Cengage Learning, Inc All rights reserved 6–14 Employment-at-Will Doctrine An employer can terminate any employee at any time, for any reason (good or bad), or for no reason at all © 2012 South-Western, Cengage Learning, Inc All rights reserved 6–15 Exceptions to the Doctrine of Employment-atWill © 2012 South-Western, Cengage Learning, Inc All rights reserved 6–16 Beyond the Book: Preventing Employment-at-Will Problems  Make explicit statements that employment is at-will  Write contracts specifying termination procedures  Document performance or behavior problems that may lead to discharge © 2012 South-Western, Cengage Learning, Inc All rights reserved 6–17 Causes of Job Dissatisfaction • Job Dissatisfaction  Is the feeling of being unhappy with one’s job  Is a major cause of voluntary turnover • Job Embeddedness  Refers to the fact that people will stay on their jobs, even when they are unhappy and should leave  Community ties or obligations keep the employee on the job © 2012 South-Western, Cengage Learning, Inc All rights reserved 6–18 Beyond the Book: A Traditional Model of Quitting © 2012 South-Western, Cengage Learning, Inc All rights reserved 6–19 A Model of the Turnover Process © 2012 South-Western, Cengage Learning, Inc All rights reserved 6–20 Causes Causesof ofJob Job Dissatisfaction Dissatisfaction Nature Natureof ofthe the work work Pay Payand and benefits benefits © 2012 South-Western, Cengage Learning, Inc All rights reserved Supervisors Supervisorsand and co-workers co-workers 6–21 The Effects of Job Dissatisfaction • Organizational commitment • Organizational citizenship behaviors (OCBs) © 2012 South-Western, Cengage Learning, Inc All rights reserved 6–22 Measuring and Monitoring Job Satisfaction • Primarily done through attitude surveys distributed to employees • Responses are used to track changes in employees’ attitudes © 2012 South-Western, Cengage Learning, Inc All rights reserved 6–23 Retention Strategies • Realistic job previews (RJPs) Stock Options â 2012 South-Western, Cengage Learning, Inc All rights reserved 6–24 Managing HR During Mergers and Acquisitions • HR manager plays a key role as communicator because:  Employees are concerned about their jobs  Speculation and rumors begin circulating  An atmosphere of distrust emerges © 2012 South-Western, Cengage Learning, Inc All rights reserved 6–25 ...Learning Objectives After studying this chapter, you should be able to: Discuss the role of ethics in HR decision making Describe the concept... Ethics  Are an individual’s beliefs about what is right and wrong, and good and bad  Are formed by the societal context in which people and organizations function • Ethical Behavior versus Legal

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Mục lục

  • Slide 1

  • Slide 2

  • Ethics and HRM

  • Rightsizing the Organization

  • Slide 5

  • Slide 6

  • Slide 7

  • Slide 8

  • Legal Issues in Layoffs

  • Is Downsizing Effective?

  • Slide 11

  • Progressive Discipline

  • Slide 13

  • Slide 14

  • Employment-at-Will Doctrine

  • Slide 16

  • Slide 17

  • Causes of Job Dissatisfaction

  • Slide 19

  • Slide 20

  • Slide 21

  • The Effects of Job Dissatisfaction

  • Measuring and Monitoring Job Satisfaction

  • Retention Strategies

  • Managing HR During Mergers and Acquisitions

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