Human Resource Management, Motivation, and Labor- Management Relations

Human resource management - function ofattracting, developing, and retaining enoughqualified employees to perform the activitiesnecessary to accomplish organizationalobjectives. Three main objectives:1) Providing qualified, well-trainedemployees for the organization.2) Maximizing employee effectiveness inthe organization.
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Human Resource Management, Motivation, and Labor- Management Relations> > > > > > > > Chapter 9Human Resource Management, Motivation, and Labor- Management Relations Learning Goals1 Explain the importance of human Discuss employee separation and resource management. 5 the impact of downsizing and outsourcing. Describe how recruitment and2 selection contribute to placing the Explain how Maslow’s hierarchy- right person in a job. 6 of-needs theory, goal setting, job design, and managers’ attitudes Explain how training programs relate to employee motivation.3 and performance appraisals help employees grow and develop. Summarize the role of 7 labor unions and the tactics of Outline the methods employers labor-management conflicts.4 use to compensate employees. Vital to AllOrgan izations Human resource management - function of attracting, developing, and retaining enough qualified employees to perform the activities necessary to accomplish organizational objectives. Three main objectives: 1) Providing qualified, well-trained employees for the organization. 2) Maximizing employee effectiveness in the organization. 3) Satisfying individual employee needs through monetary compensation, benefits, opportunities to advance, and job satisfaction.Human Resource Respon sibilities Recr uitment & Selection• 25% of human resource professionals report a shortage of job candidates with degrees in science, engineering, technology and mathematics.• 78 million Baby Boomers will retire with only 46 million Generation X workers to replace them.• HR must be creative in searching for qualified employees.• Businesses look both internally and externally. Sel ecting andHiring Employees • Must follow legal requirements. • Civil Rights Act of 1964 • Equal Employment Opportunity Commission programs • Civil Rights Act of 1991 • Failure to follow these exposes company to risk of litigation. • Hiring is a costly process for employers. • Some employers require employment tests. Orientation and Training• Newly hired employee often completes an orientation program – Inform employees about company policies – Employee manuals – Describe benefits/programs – Training• Training Programs – On-the-job Training – Classroom and Computer-based Training – Management Development Performance A ppraisals• Performance appraisal - evaluation of an employee’s job performance• Some firms conduct peer reviews while other firms allow employees to review their supervisors and managers.• May conduct a 360-degree performance review, a process that gathers feedback from a review panel that includes co-workers, supervisors, team members, subordinates, and sometimes customers. Compensation• Wages - compensation based on an hourly pay rate or the amount of output produced.• Salary - compensation calculated on a periodic basis, such as weekly or monthly.• Most firms base compensation decisions on five factors: 1) Salaries and wages paid by other companies that compete for the same people 2) Government legislation, including the federal, state, or local minimum wage 3) The cost of living 4) The firm’s ability to pay 5) Worker productivity I ncentiveCompe nsation E mployee enefits B Benefits - Rewards such as retirement plans,• Employee health insurance, vacation, and tuition reimbursement provided for employees either entirely or in part at the company’s expense• 30% of total employee compensation.• Some benefits required by law: – Social Security and Medicare contributions – State unemployment insurance and workers’ compensation programs• Costs of health care are increasingly being shifted to workers.• Retirement plans have become a big area of concern for businesses. Flexible fi s Benearetprovided a range of options from• Employees which they can choose. – Medical, dental, vision, life and disability insurance• Many companies also offer flexible time off policies instead of establishing a set number of holidays, vacations days and sick days.• 56% of companies surveyed use paid time off (PTO) programs. – More than ½ claim they have reduced unscheduled absences Flexible Work• ...