Chapter 11

StudyBlue printing of Chapter 11 html, body, div, span, applet, object, iframe, h1, h2, h3, h4, h5, h6, p, blockquote, pre, a, abbr, acronym, address, big, cite, code, del, dfn, em, font, img, ins, kbd, q, s, samp, small, strike, strong, sub, sup, tt, var, b, u, i, center, fieldset, form, label, legend, table, caption, tbody, tfoot, thead, tr, th, td { margin: 0; padding: 0; border: 0; outline: 0; font-size: 100%; background: transparent; } body { line-height: 1; } blockquote, q { quotes: none; } blockquote:before, blockquote:after, q:before, q:after { content: ''; content: none; } /* remember to define focus styles! */ :focus { outline: 0; } /* remember to highlight inserts somehow! */ ins { text-decoration: none; } del { text-decoration: line-through; } /* tables still need 'cellspacing="0"' in the markup */ table { border-collapse: collapse; border-spacing: 0; } /* end RESET */ .header { min-width:800px; } .logo { padding:6px 20px 2px 20px; margin:0; font-size:25px; font-weight:bold; color:#808285; position:relative; border-bottom: 1px solid #c5c5c5; } .logo-blue { color:#70adc4; } .logo-desc { font-weight:normal; font-size:19px; color:#cccccc; margin-top:50px; position:absolute; display: none; } .back-button { position:absolute; top:20px; right:20px; font-size:13px; line-height:25px; color:rgb(0,175,225); font-weight:normal; } .back-button a { color:rgb(0,175,225); } .instructions { padding:0; margin:0; width:100%; position:relative; color:rgb(100,100,100); } .step-holder { border-left:1px solid #ededed; margin-left:20px; } .steps { padding:15px 0; float:left; width:24%; border-right:1px solid #ededed; text-align:center; } .steps-01 { } .steps-02 { } .steps-03 { } .steps-04 { } .label { padding:5px 10px; } .print-button { } .print-button a { background-color:rgb(0,175,225); color:white; line-height: 19px; padding:9px 8px 5px 30px; font-size:14px; text-decoration:none; background-image: url(images/printer.png); background-repeat: no-repeat; background-position: 7px 50%; -moz-border-radius: 5px; -webkit-border-radius: 5px; } .print-button a:hover { background-color:black; } .theNote .content { width: 8.0in !important; margin: 5px auto; padding:20px; background-color:white; } .theNote .header { border-bottom: 1px dashed #C8C8C8; font-size: 17px; padding: 0 0 10px; line-height: 19px; color: #00ADE1; min-width:500px; } .theNote .body { font-size: 14px; line-height: 19px; padding: 10px 0; } .theNote{ padding:6px 0; clear:both; background-color: rgb(200,200,200); } .theNote h3{ color: rgb(100,100,100); } .theNote h1, .theNote h3{ background-color:white; padding:2px 20px; width:8.0in !important; margin: 0 auto; font-size: 15px; } .theNote h1{ padding-top: 10px; font-size: 15px; } .theNote h1:first-child{ font-size: 20px; } .theNote h3 { font-size: 14px; font-weight: normal; } #options { border: 3px double #ccc; padding: 5px 12px; margin: 10px 50px 10px 20px; float: left; } #info { border-top: 1px solid #ccc; padding-top: 5px; font-style: italic; } li { margin: 5px 10px 5px 25px; } ul li { list-style: disc; } ol li { list-style: decimal; } img { border: 0; } table { clear: both; width: 100%; border: 1px solid #c5c5c5; border-width: 1px 0; margin: 0; page-break-after: always; } table#page { page-break-after: auto; } td { text-align: center; font-size: 12px; border-bottom: 1px dashed #c5c5c5; height: 1.75in; width: 50%; padding-left: 15px; } .leftside { border-right: 1px solid #cccccc; padding: 0 15px 0 0; } .bottom td { border-bottom: none; } .clearfix { clear:both; line-height:1px; height:1px; } img { max-width:80%; max-height:150px; margin:20px; } @media print {.header { display: none; } .content .header{ display:inherit; } table { border: 1px dashed #bbb; border-width: 1px 0; } .theNote{ background-color:white; } } Exam next week Wednesday- Multiple Choice - Unit 1 - Unit 5 - 60 questions (12 questions per unit) 3 pts. ea. - 90 mins. Human Resource Management(HRM) Working with People is Just the Beginning Human Resource Management--the process of determining human resource needs and then recruiting (招聘) , selecting, developing, motivating, evaluating, compensating (付报酬) and scheduling employees to achieve organizational goals HRM's role has grown because: Increased recognition of employees as a resource Changes in law that rewrote old workplace practices Developing the Firm's Ultimate Resource service and high-tech manufacturing requires employees with highly technical job skill such workers are scarce, making recruiting and retention more important and more difficult the human resource job is now the job of all managers in an organization Human Resource Challenges A shortage of trained workers in key areas Worker shortage in skilled trades Changes in employee atitudes about work A declining economy with fewer full-time jobs Expanding global markets with low-wage workers Increasing benefit demands and benefit costs A decreased sense of employee loyalty(忠诚) Minding The Law in HRM Effects of Legislation(法律) employers must know the law and act accordingly legislation affects all areas of HRM court cases(法律案例) highlight that sometimes it's proper to go beyond providing equal rights changes in law and legislation occur regularly Human Resource Planning PRocess preparing a human resource inventory(目录including ages, names, education, capabilities, training, specialized skills, and other relevant information) of employees preparing a job analysis assessing(评估) future human resource demand assessing future labor supply establishing a strategic plan What's a Job Analysis? Position Description job analysis --a study of what employees who holds various job titles do job description --specifies the objectives of the job the type of work the r esponsibilities and duties , working conditions and relationship to other jobs job specifications --a summary the minimal(最低限度) education and skills needed to do a particular job Formatted job Description: job title:xxx job description: xxxx xxx xxx xxx job specifications: xxxxx xxx xxx Recruiting Employees Recruitment --the set of activities for obtaining the right number of qualified people at the right time Human resource managers use both internal (cheaper) and external (fresh ideas) sources to recruit employees small businesses often make use of web sources like CareerBuilder and Monster to recruit employees Employee Sources (pg293) Selection --the process of gathering informations and deciding who should be hired (under legal guidelines) to fit the need of the organization and individuals Selection Process:（may cost much money for some firms） obtaining complete application forms conducting initial and follow-up interviews giving employment tests conducting background investigations(指挥背景的调查) obtaining results from physical exams establishing trial (probationary试用) work periods--easier to fire people when they aren't "fully an employee yet" Areas where job applicants make mistakes interview 32% resume 21%(简历) cover letter 9% reference checks 9% follow up interview 7% screening calls 6% other 16% HIring Contingent Workers Contingent Workers -- (cheaper[no benefits] and easier to get rid of ) Include part-time and temporary workers, seasonal workers, independent contractors, interns, etc. there are about 5.7 million contingent workers in the U.S. Why Hire Contingent Workers? companies hire contingent workers... -when full-time workers are on leave -during periods of peak demand -in uncertain economic times -to save on employee benefits -to screen(选拔) candidates for further employment Training and Developing Employees training and development --the efforts to improve productivity by increasing an employee's ability to perform training focuses on short-term skills development focuses on long-term abilities Both include three steps: (1). assessing organization needs and employee skills to determine training needs. (2). designing training activities to meet identified needs. (3) evaluatingthe training's effectiveness. Most Commonly Used training and Development Activities orientation on-the-job training apprenticeship(学徒期) off-the-job training online training vestibule training-set aside area for training( training done in schools where employees are taught on equipment similar to that used on the job) job simulation management development --the process of good training and educating employees to become good managers and tracking the progress of their skills over time Most management training programs include several of the following: (1) on-the-job coaching (2) Understudy position(充当...的角色） (3) job rotation(循环) (4) Off-the-job courses and training why good employees quit unhappy with management limited advancement no recognition etc. Using Networks and Mentoring networking --establishing and maintaining contacts with key managers in and out of the organization and using those contacts to develop relationships mentors -- managers who supervise, coach and guide selected lower-level employees by actin as corporate sponsors networking and mentoring go beyond the work environment Appraising(评价) Performance performance appraisal --an evaluation that measures employees performance against established standards in order to make decisions about promotions, compensation, training or termination a 360-degree review gives managers opinions from people at different levels to get a more accurate idea of the worker's ability Six Steps of Performance Appraisals establishing performance standards that are understandable, measurable and reasonable clearly communicating those standards evaluating performance against the standards discussing the results with employees (feedback) taking corrective action using the results to make decisions Major Uses of performance appraisals identifying training needs use as a promotion tool recognize worker's achievements evaluate the firm's hiring process judge the effectiveness of the firm's orientation process use as a basis for possible termination of a worker Performance Appraisal Mistakes Contrast Effect --comparing one employee to another Halo/Horn Effect --allowing performances in specific areas to unfairly influence overall performance evaluation Similar-to-Me Effect --generosity to those you feel are more like you Compensation Programs competitive compensation programs help... attract the kinds of employees the business needs build employees incentive to work efficiently and productively keep valued employees from going to competitors or starting their own firm maintain a competitive market position by keeping costs low due to high productivity from satisfied workforce provide employee financial... Types of Pay Systems salary-set amount per year (ex.) hourly wage-amount per hour piecework system-paid by the piece commission plans-earn a % of what they make bonus plans-unplanned! profit sharing plans-planned,"if we make yadda percent return we will split between employees" gain-sharing plans-same as profit sharing but with manufacturing,individuals taking part in the gains the manufacturing company has made stock options-you have an option to buy a share in their stock for less than usual Fringe Benefits on the Job fringe benefits --sick leave, vacation pay, pension and health plans that provide additional compensation to employees beyond base wages (THE RANGE OF FRINGE BENEFITS: company cars, country club membership, recreation facilities, special home mortgage rates, paid and unpaid sabbaticals, day-care and elder care services, dental and eye care, legal counseling, short or compressed work weeks) ("SOFT" BENEFITS: onsite haircuts and shoe repair, concierge services, free meals at work, doggie daycare, onsite farmer's market) in 1929, Fringe benefits accounted for less than 2% of payroll cost. Today it's about 30% healthcare has been the most significant increase in fringe benefit cost cafeteria-style fringe benefits --allow employees to choose the benefits they want (up to a certain dollar amount) Flexible Scheduling Plans flextime plan --gives employees some freedom to choose which hours to work as long as they work the required number compressed work week --employees work the full number of work hours, but in fewer than the standard number of days job sharing --lets two or motor part-time employees share on a full-time job