Chapter 11 Managing Human Resource Systems

Transcription

1 Chapter 11 Managing Human Resource Systems MGMT3 Chuck Williams Designed & Prepared by B-books, Ltd. 1 The Human Resource Management Process Attracting Qualified Employees Developing Qualified Employees Keeping Qualified Employees Recruiting Selection Training Performance Appraisal Compensation Employee Separation 2 Employment Laws After reading this section, you should be able to: 1. explain how different employment laws affect human resource practice. 3 1

2 Human Resource Planning Supply and Demand of of Human Resources Human Resource Information Systems 4 Forecasting Demand and Supply Work Force Forecasting Forecasting Methods Internal forecasts External forecasts Direct managerial input Best guess Statistical // historical ratios 5 Forecasting Demand and Supply Internal Factors Work Force Forecast External Factors 6 2

3 Internal Forecast Factors New positions New equipment and technology Eliminated positions Terminations Retirements Resignations Turnover Transfers Deaths Promotions Organization s mission Productivity of current employees Skills/education of current employees 7 External Forecast Factors Demographics of labor supply Geographic population shifts Manufacturing-to service-to informationbased economy shift Economic conditions Unemployment rate Labor unions Availability of applicants Technological advances Competitors Growth of businesses 8 Forecast Methods Direct Managerial Input Best Guess Statistical/ Historical Ratios Based on projections of of cash flows, expenses, or or financial measures Based on managers assessment of of current head count plus a guess on relevant internal/external factors Based on statistical methods, such as multiple regression, in in combination with historical data 9 3

4 Human Resource Information Systems Computerized employee information systems use: transaction processing employee self-service decision support 10 Human Resource Information Systems Personal Data Promotion Data Work History HRIS Educational Data Performance Appraisal Company Employment History 11 Employment Legislation Federal Employment Laws Adverse Impact and Employment Discrimination Sexual Harassment Laws

5 Federal Employment Laws Equal Pay Act Act of of 1963 Civil Rights Act Act of of 1964 Age Discrimination in in Employment Act Act of of 1967 Pregnancy Discrimination Act Act of of 1978 prohibits unequal pay pay for for males and and females doing similar work prohibits discrimination on on basis of of race, color, religion, gender, origin prohibits discrimination against persons age age and and over prohibits discrimination in in employment against pregnant women Federal Employment Laws (cont.) Americans with Disabilities Act Act of of 1990 Civil Rights Act Act of of 1991 Family & Medical Leave Act Act of of 1993 Uniformed Services Employment & Reemployment Rights Act Act prohibits discrimination on on the the basis of of physical or or mental disabilities strengthened the the Civil Rights Act Act of of 1964 permits workers to to take up up to to weeks of of unpaid leave for for pregnancy, etc. etc. prohibits discrimination against Adapted those from Exhibit 11.2 serving in in the the Armed Forces Adverse Impact and Employment Discrimination Disparate Treatment Intentional discrimination that results in equally qualified people being treated differently Adverse Impact Unintentional discrimination that works to the disadvantage of members of protected groups 1.2 Four-Fifths Fifths Rule Comparison of selection rates of a protected to a nonprotected group to determine if adverse impact has occurred 15 5

6 Sexual Harassment Quid Pro Quo Employee outcomes depend on on whether an an individual submits to to sexual harassment Hostile Work Environment Unwelcome and demeaning sexually related behavior creates an an intimidating and offensive work environment Sexual Harassment Abercrombie & Fitch paid $50 million to settle a lawsuit that alleged systematic discrimination against Latino, African American, Asian American and female applicants and employees in its employment practices. Shown here is EEOC commissioner Stuart Ishimaru leaving the podium after addressing reporters at a news conference announcing the settlement. AP Photo/Ric Francis 17 Company Responsibilities Respond immediately to make sure sexual harassment laws are followed Write a clear, understandable sexual harassment policy Establish clear reporting procedures Be in compliance with federal, state, and local sexual harassment laws

7 Finding Qualified Workers After reading these sections, you should be able to: 2. explain how companies use recruiting to find qualified job applicants. 3. describe the selection techniques and procedures that companies use when deciding which applicants should receive job offers. 19 Recruiting Job Analysis and Recruiting Internal Recruiting External Recruiting 2 20 Job Analysis and Recruiting Information Collected by a Job Analysis work activities tools and equipment used to to do the job context in in which the job is is performed personnel requirements for performing the job

8 Job Analysis and Recruiting Recruiting Selection Training Performance Separation Appraisal HR Subsystems Job Description Job Specification 2.1 Job Analysis 22 Job Analysis and Recruiting Job Description written description of of the the basic tasks, duties, and responsibilities required of of an an employee holding a particular job job Job Specification a written summary of of the the qualifications needed to to successfully perform a job job Internal Recruiting A pool of applicants who already work for the company Promotion from within Improves employee morale and motivation Reduces employer time and cost Job posting is the procedure for internal advertising Career path is a planned sequence of jobs 24 8

9 2.3 Methods for External Recruiting Advertising Employee referrals Walk-ins Outside organizations Employment services Special events Internet job sites Jessica Rinaldi/Reuters/Landov 25 Company Websites: The New Job Board Many companies are focusing on their own websites, rather than traditional job boards, when searching for prospective employees. This can save the company the cost of advertising on other sites, and on average they are finding the applicants that come through the company web site better qualified. They are also focusing on social media sites like LinkedIn and Facebook. For job seekers, this means expanding their efforts to include every possible resource available. Source: J. De Avila, Beyond Job Boards: Targeting the Source, The Wall Street Journal, 2 July D1. 26 Selection Application Forms and Résumés References and Background Checks Selection Tests Interviews

10 Topics Employers Should Avoid Children Age Disabilities Physical Characteristics Name Citizenship Lawsuits Arrest records Smoking 10. AIDS/HIV SERDAR YAGCI/iStockphoto.com 28 References and Background Checks References or background checks are not always provided by previous employers Making background checks more effective dig deeper for more information get permission in writing document all checks consider hiring private investigators Selection Tests Specific Ability Assessment Cognitive Centers Ability Selection Tests Work Biographical Sample Data Personality

11 Interviews Unstructured Interviews free-flow of questions Structured Interviews interviewer uses standard set of prepared questions 3.4 Semi-structured Interviews some structure combined with interviewer judgement 31 Questions in Structured Interviews Situational Questions Behavioral Questions Background Questions Job-Knowledge Questions Guidelines for Conducting Effective Structured Interviews Planning the Interview Identify and define the KSAO needed for job Develop key behavioral questions for each KSAO For each KSAO, develop a list of things to look for in applicant s responses 3.4 KSAO: Knowledge, skills, abilities, and other characteristics 33 11

12 Guidelines for Conducting Effective Structured Interviews Conducting the Interview 3.4 Create a relaxed interview atmosphere Review the applicant s information Allocate adequate time Put the applicant at ease Tell the applicant what to expect Obtain job-related information (refer to KSAO) Describe the job and organization 34 Guidelines for Conducting Effective Structured Interviews After the Interview Review your notes immediately Evaluate the applicant on each KSAO Determine each applicant s probability of success and make a hiring decision Finding the Right People Here are six key characteristics that help create a good fit with your company. 1. Hire people who fit the company s core values. 2. Look for people who don t need constant supervision. 3. Prospective hires should understand that have responsibilities, not jobs. 4. Look for people who fulfill their commitments. 5. People who are passionate about the company and their work will make the best fits. 6. Look for people who credit factors other than themselves for success and take personal responsibility for their mistakes. Source: M. V. Copeland, Tapping Tech s beautiful Minds, Fortune, 12 October

13 Developing Qualified Workers After reading these sections, you should be able to: 4. describe how to determine training needs and select the appropriate training methods. 5. discuss how to use performance appraisal to give meaningful performance feedback. 37 Training Training Needs Training Methods Training Evaluation 4 38 Determining Training Needs Identify Performance Deficiencies Listen to to Customer Complaints 4.1 Conducting Needs Assessments Survey Employers and Managers Test Employee Skills and Knowledge 39 13

14 Work Keys Needs Assessment Step 1 Job Analysis Step 2 Test Employee Skills Step 3 Compare Employee Skills to to Required Skills 40 Work Keys Needs Assessment 41 Training Methods Impart Information and Knowledge Develop Analytical and Problem-Solving Skills Practice, Learn, or or Change Job Behaviors All of of the above films and videos lecture planned readings case studies coaching and mentoring group discussions on-the-job training role-playing simulations and games vestibule training Computer-based learning

15 Evaluating Training Reactions Learning Behavior Results how satisfied trainees were with the program how much employees improved their knowledge or or skills how much employees actually changed their on-the-job behavior how much training improved job performance Performance Appraisal Measuring Job Performance Sharing Performance Feedback 5 44 Measuring Job Performance: Common Rating Errors Central tendency all workers are rated as being average Halo error all workers are rated as performing at the same level in all parts of their jobs Leniency error all workers are rated as performing at a high level

16 Measuring Job Performance Improving Job Performance Measurements Improve Performance Appraisal Measures Train Performance Raters Improving Performance Appraisal Measures Objective performance measures quantifiable outcomes (output, scrap, waste, sales, customer complaints, or rejection rates) Subjective performance measures trait rating scales behavioral observation scales (BOS) Subjective Performance Appraisal Scales

17 Rater Training Teach raters how to avoid errors Improve rating accuracy Video training and role playing often used Sharing Performance Feedback Managers often fail to effectively give employees performance feedback 360-degree feedback boss, subordinates, peers, and the employee best for employee development Performance Feedback Recommendations for Sharing Performance Feedback Separate developmental feedback from administrative feedback Base performance appraisal feedback sessions on on self-appraisals Have people discuss the the feedback they received with executive coaches or or the the people who provided it it

18 5.2 Performance Feedback What to Discuss in Performance Appraisal Feedback Sessions Overall progress Problems encountered in in meeting job job requirements Opportunities to to improve performance Long-range plans and opportunities General discussion of of possible plans and goals for for the the coming year 52 Keeping Qualified Workers After reading this section, you should be able to: 6. describe basic compensation strategies and discuss the four kinds of employee separations. 53 Compensation Compensation Decisions Employment Benefits

19 Compensation Decisions Pay Level Pay Variability Pay Structure Employment Benefits 6.1 Job evaluation Piecework Commission Profit sharing Employee stock ownership plans Stock options Hierarchical Compressed Cafeteria plans Flexible plans Payroll deductions Beyond the Book 55 Pay-Level Decisions Job evaluation is used to determine the worth of jobs pay the going rate 6.1 Should workers be paid at, below, or above current market wage? Above-market wages attract 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 56 Pay Raises in the Recession Since the end of 2007, pay raises have been among the many cutbacks companies are making to get through the downturn. The U.S. Labor Department reported that average pay had increased 2.2% at the end of March 2009, down a full percentage point from a year earlier. Analysts, however, estimate that top performing employees received on average 4% raises, compared to 0.2% for lowest-ranking employees. Source: M. Sanserino, Pay Raises Are the Smallest In Decades, Surveys Show, The Wall Street Journal, 21 July D

20 Pay-Variability Decisions 6.1 Piecework Commission Profit sharing Employee stock ownership plans (ESOPs) Stock options 58 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 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 60 20

21 Employee Separations Terminations Downsizing Retirements Turnover Terminating Employees 6.2 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 62 Wendell Franks/ istockphoto.com / John Lund/Tiffany Schoepp/Blend Images/Jupiterimages Downsizing 1. Provide clear reasons for the layoffs. 2. Get information to avoid laying off employees with critical skills. 3. Train managers how to tell employees. 4. Give employees the bad news early in the day. 5. Provide outplacement services and counseling. 6. Communicate with survivors

22 6.4 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. 64 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