Chapter Objectives
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10/21/2010 Chapter Objectives Recruiting, Motivating, And Keeping Quality Employees 1) 2) 3) 4) 5) 6) Human Resource Management •“…all actions that an organization takes to attract, develop, and retain t i quality lit employees.” l ” HR Process Strategic Plan Develop Job Analysis Select Forecast Recruit Define human resource management and explain development/implementation of plan Explain training/developing employees and need for diverse workforce Define/describe theories of motivation Identify factors of a good workplace Explain performance evaluation and retention Explain unionization, its structure and collective bargaining Strategic Human Resource Planning •“…developing a plan for satisfying y g an organization’s g HR needs.” Job Analysis “…identify the tasks and responsibilities and skills that it entails, as well as the knowledge and abilities needed to perform it. it Documents of Job Analysis Job Description Job Specification 1 10/21/2010 How to Forecast Hiring/Firing Needs HR Supply & Demand Forecasting 9Demand > Supply 9Hire more workers 9Extra hours 9Subcontract/ / outsource 9Labor-saving initiatives 8Supply > Demand 8Not replace 8Encourage early retirement 8Layoffs 8Fire Recruiting Discrimination •“…identifying suitable candidates and encouraging them to apply for openings...” •“…a person is treated unfairly y on the basis of a characteristic unrelated to ability.” Equal Employment Opportunity Commission Enforces: (Title VII of the Civil Rights Act of 1964 (Equal Pay Act of 1963 (Age A Discrimination Di i i ti iin E Employment l tA Actt off 1964 (Title I & Title V of the Americans with Disabilities Act of 1990 Sources Of Qualified Candidates-- Internal Candidates 1Bulletin Board 1Online 1Newsletter 1Direct Recommendation 2 10/21/2010 Sources Of Qualified Candidates- External Candidates1Classified Ads 1Local Job Fairs 1Corporate Web Site 13rd Partyy Web Sites 1In-Store Recruiting Posters 1“Business Cards” 1College-Campus Recruiting 1Internships •“…gathering information on candidates, evaluating their qualifications and choosing qualifications, the right one.” Selection Process Application Testing Decision Exam/Checks Independent Contractors Consultants F l Freelancers On-Call Contingent Workers •“…hired to supplement a company’s permanent workforce.” Interview Types Of Contingent Workers # # # # # Selection Employer’s Benefits Of Using Contingent Workers ®Hired/Fired Easily ®Control of Labor Costs ®Often Cheaper/No Benefits ®Specialized Skills/Talents ®“Try Out” Temps 3 10/21/2010 Developing Employees New-Employee NewOrientation Orientation • “…the way (the employer) introduces new employees to the organization and their jobs. jobs ” Training & Development Employee Sensations in Orientation <Nervous/Enthusiatic <Anxious but not wanting too much attention <Interested I d but b fearful f f l off being b i overwhelmed <Fit in but worried about being new/inexperienced Training And Development Employer Pitfalls of Orientation ' No workspace ' Ignore/fail to supervise ' Neglecting to introduce or too much ' No N work k assigned i d or “busy” “b ” work k ' Swamp with company facts Motivation •“…internally generated drive to achieve a goal or follow a particular course of action.” p Off-The-Job On-The-Job 4 10/21/2010 Maslow’s Hierarchy--OfHierarchy Of-Needs Theory Key Aspects of Maslow’s Model 1) 2)) Points to Maslow’s Model 1) Not all employees driven by same needs 2) Needs N d that th t motivate ti t iindividuals di id l can change over time Two--Factor Theory Two Satisfy lower-level before seeking to satisfy higher-level Once need satisfied no longer g motivates; next higher need takes its place Herzberg’s Categories Motivation- strong contributors to job satisfaction Hygiene- not strong contributors to satisfaction but must be present to meet expectations/prevent job dissatisfaction Expectancy Theory •“…proposes...employees will work hard to earn rewards...they value and...consider obtainable.” 5 10/21/2010 Expectancy Theory Equity Theory •“…motivation…which focuses on our perceptions off how h fairly f i l we’re ’ treated d relative to others.” Equity Theory Comparisons Similar Position Different Position-Same Organization g Similar Occupation Shared Characteristics Self At Different Time Job Enlargement V. Enrichment Job Redesign Job Rotation- Systematic Job Enlargement- Enhancement Job J bE Enrichmenti h t Increased I d responsibility/opportunity for growth Alternative Work Arrangements o Flextime o Compressed Workweeks o Part-Time at e Work o o Job Sharing o Telecommuting 6 10/21/2010 Family--Friendly Programs Family +Dependent Care +Paid Parental Leave +Caring For Yourself +Unmarried…Without Children? How to do a Performance Appraisal Compensation and Benefits $Wages & Salaries • Piecework • Commissions $Incentive Programs • Bonus • Profit-Sharing • Stock-Option $Benefits • • • • Legally Required Paid Time Off Insurance Retirement Benefits Of Appraisal ® Opportunity to discuss performance and set goals ® Identify/discuss appropriate training ® Documentation for salary, salary promotion, promotion demotion, or dismissal (also disadvantage) Feedback 2360-Degree – Employees (mostly managers) get feedback from all directions 2Upward – Manager’s subordinates participate Retaining Employees ,Negative impact = turnover ,Create Positive Work Environment = Employee-friendly workplace ,Recognize Contributions ,Involve In Decision Making 7 10/21/2010 Why People Quit Unreasonable Demands Opinion Not Valued No Clear Expectations Work Rejection Favoritism Labor Union Involuntary Termination ÁDownsize ÁEmployment-at-Will – Both employee and employer p y can terminate at anytime, just cause Labor Union Density •“…an organized group of workers that bargains with p y to improve p its employers members’ pay, job security, and working conditions.” Union Structure Labor Federation National Union Local Union Shop Steward Collective Bargaining • “The process of settling differences and establishing mutually agreeable conditions under which employees will work… Shop Steward 8 10/21/2010 Negotiation Process Negotiation Breakdown Union Tactics Negotiations Mediation Arbitration Grievance Strike Picket Boycott Mngm’t Tactics Lockout Strike Breakers 9
