Management by chuch williams chapter 11

Chapter 11
Managing Human Resource
Systems
MGMT
Chuck Williams

Designed & Prepared by
B-books, Ltd.
1

Copyright ©2008 Cengage Learning. All rights reserved


The Human Resource Management
Process

Attracting Qualified
Employees
Developing Qualified
Employees

Keeping Qualified
Employees

Recruiting
Selection
Training
Performance Appraisal
Compensation
Employee Separation
2

Copyright ©2008 Cengage Learning. All rights reserved


Employment Laws
After reading this section,
you should be able to:

1. explain how different employment laws affect
human resource practice.

3
Copyright ©2008 Cengage Learning. All rights reserved


Employment Legislation

Federal
Employment
Laws

Adverse Impact
and
Employment
Discrimination

Sexual
Harassment
Laws

1
4
Copyright ©2008 Cengage Learning. All rights reserved


Federal Employment Laws
Equal
EqualPay
PayAct
Actof
of1963
1963

prohibits
prohibitsunequal
unequalpay
payfor
formales
malesand
and
females
femalesdoing
doingsimilar
similarwork
work

Civil
CivilRights
RightsAct
Actof

of1964
1964

prohibits
prohibitsdiscrimination
discriminationon
onbasis
basisof
of
race,
color,
religion,
gender,
origin
race, color, religion, gender, origin

Age
AgeDiscrimination
Discriminationin
in
Employment
Act
of
1967
Employment Act of 1967

prohibits
prohibitsdiscrimination
discriminationagainst
against

persons
age
40
and
over
persons age 40 and over

Pregnancy
PregnancyDiscrimination
Discrimination
Act
Actof
of1978
1978

prohibits
prohibitsdiscrimination
discriminationininemployment
employment
against
againstpregnant
pregnantwomen
women

1.1
5
Copyright ©2008 Cengage Learning. All rights reserved


Federal Employment Laws

(cont.)

Americans
Americanswith
with
Disabilities
Act
Disabilities Actof
of1990
1990

prohibits
prohibitsdiscrimination
discriminationon
onthe
thebasis
basisof
of
physical
or
mental
disabilities
physical or mental disabilities

Civil
CivilRights
RightsAct
Actof
of1991

1991

strengthened
strengthenedthe
theCivil
CivilRights
RightsAct
Actof
of1964
1964

Family
Family&&Medical
MedicalLeave
Leave
Act
Actof
of1993
1993

permits
permitsworkers
workersto
totake
takeup
upto
to12
12weeks
weeks
of

ofunpaid
unpaidleave
leavefor
forpregnancy,
pregnancy,etc.
etc.

Uniformed
UniformedServices
Services
Employment
Employment&&
Reemployment
ReemploymentRights
RightsAct
Act

prohibits
against
those
prohibitsdiscrimination
discriminationAdapted
against
fromthose
Exhibit 11.2
serving
servingin
inthe
theArmed
ArmedForces

Forces

1.1
6
Copyright ©2008 Cengage Learning. All rights reserved


Adverse Impact and
Employment Discrimination
Disparate
Disparate
Treatment
Treatment

Intentional discrimination that
results in equally qualified people
being treated differently

Adverse
Adverse
Impact
Impact

Unintentional discrimination that
works to the disadvantage of
members of protected groups

Four-Fifths
Four-Fifths
Rule

Rule
1.2

Comparison of selection rates of a
protected to a nonprotected group to
determine if adverse impact has
occurred
7

Copyright ©2008 Cengage Learning. All rights reserved


Equal Employment Opportunity
Equal
Employment
Opportunity
Laws
Laws – Title VII Civil Rights Act
(Cont.)
1964Four-Fifths Rule

8
Copyright ©2008 Cengage Learning. All rights reserved


Sexual Harassment
Quid
Quid
Pro
ProQuo

Quo

Employee
Employee outcomes
outcomes depend
dependon
on
whether
whether an
anindividual
individualsubmits
submits to
to
sexual
sexualharassment
harassment

Unwelcome
Unwelcomeand
anddemeaning
demeaningsexually
sexually
Hostile
Hostile
related
behavior
creates
an
related
behavior

creates
an
Work
Work
intimidating
and
offensive
work
intimidating
and
offensive
work
Environment
Environment environment
environment
1.3
9
Copyright ©2008 Cengage Learning. All rights reserved


Common Managerial Mistakes
in Sexual Harassment Laws
Assuming:
•

…that the victim and harasser must be of
the opposite sex

•

…that harassment can only occur between
coworkers or supervisors and subordinates

•

…that only victims can file complaints

1.3
10
Copyright ©2008 Cengage Learning. All rights reserved


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
1.3
11
Copyright ©2008 Cengage Learning. All rights reserved


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.

12
Copyright ©2008 Cengage Learning. All rights reserved


Beyond the Book

Human Resource Planning

Supply
Supplyand
andDemand
Demand
of
of
Human
HumanResources
Resources

Human
HumanResource
Resource
Information
Information
Systems
Systems

13
Copyright ©2008 Cengage Learning. All rights reserved


Forecasting Demand and Supply

Internal
Internal
Factors
Factors

Work
Work
Force
Force
Forecast
Forecast

External
External
Factors
Factors

14
Copyright ©2008 Cengage Learning. All rights reserved


Beyond the Book

Internal Forecast Factors

 New positions
 New equipment and
technology
 Eliminated positions



Transfers



Deaths



Promotions



Organization’s mission

 Terminations
 Retirements



Productivity of current
employees

 Resignations

 Turnover



Skills/education of
current employees

15
Copyright ©2008 Cengage Learning. All rights reserved


Beyond the Book

External Forecast Factors
•

Demographics of labor
supply



Unemployment rate

•



Geographic population
shifts

Labor unions



•

Manufacturing-to

service-to information
based economy shift

Economic conditions

Availability of
applicants

•

Technological advances
Competitors
Growth of businesses

16
Copyright ©2008 Cengage Learning. All rights reserved


Beyond the Book

Forecast Methods
Direct

Direct
Managerial
Managerial
Input
Input

Based
Based on
on projections
projections of
of cash
cash flows,
flows,
expenses,
expenses, or
or financial
financial measures
measures

Best
Best
Guess
Guess

Based
Based on
on managers’
managers’assessment
assessment of
of

current
current head
head count
count plus
plus aa guess
guess on
on
relevant
relevant internal/external
internal/external factors
factors

Statistical/
Statistical/
Historical
Historical Ratios
Ratios

Based
Based on
on statistical
statistical methods,
methods, such
such as
as
multiple
multiple regression,
regression, in
in combination
combination

with
with historical
historical data
data

17
Copyright ©2008 Cengage Learning. All rights reserved


Recruiting

Job
JobAnalysis
Analysis
and
and
Recruiting
Recruiting

Internal
Internal
Recruiting
Recruiting

External
External
Recruiting
Recruiting

2

18
Copyright ©2008 Cengage Learning. All rights reserved


Job Analysis and Recruiting
Information Collected by a Job Analysis

 work
workactivities
activities
 tools
toolsand
andequipment
equipmentused
usedto
todo
dothe
thejob
job
 context
contextin
inwhich
whichthe
thejob
jobisisperformed
performed
 personnel
personnelrequirements
requirementsfor
forperforming

performingthe
thejob
job
2.1
19
Copyright ©2008 Cengage Learning. All rights reserved


Job Analysis and Recruiting
Recruiting
Recruiting

Selection
Selection

Training
Training

Performance
Performance Separation
Separation
Appraisal
Appraisal

HR
HR Subsystems
Subsystems
Job
JobDescription
Description

Job
Job
Specification
Specification

Job
JobAnalysis
Analysis
2.1
20
Copyright ©2008 Cengage Learning. All rights reserved


Job Analysis and Recruiting
Job
Job
Description
Description

written
writtendescription
descriptionof
ofthe
thebasic
basictasks,
tasks,
duties,
duties,and
andresponsibilities

responsibilitiesrequired
required
of
ofan
anemployee
employeeholding
holdingaaparticular
particularjob
job

Job
Job
Specification
Specification

aawritten
writtensummary
summaryof
ofthe
thequalifications
qualifications
needed
neededto
tosuccessfully
successfullyperform
performaajob
job

2.1
21

Copyright ©2008 Cengage Learning. All rights reserved


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
2.2
22
Copyright ©2008 Cengage Learning. All rights reserved


Methods for External
Recruiting
•
•
•
•
•
•
•

Advertising

Employee referrals
Walk-ins
Outside organizations
Employment services
Special events
Internet job sites

2.3
23
Copyright ©2008 Cengage Learning. All rights reserved


Ari Weinzweig’s Tips on
Hiring for Cultural Fit

Beyond the Book

• Ari Weinzweig is the co-founder of Zingerman’s, one
of the most successful delis in the United States.
• Cultural fit is important at Zingerman’s. To succeed,
employees must love food, serve other employees
(not just customers), be flexible about job roles, and
want to be great.
• Ari’s tips: (1) Share the company vision in the
interview. (2) Interview in the conditions in which an
employee will be working—at Zingerman’s, on a
busy, noisy deli floor. (3) Involve the candidate’s
future co-workers in the interview; they have to work
with the candidate if hired. (4) If a candidate doesn’t
smile, he or she is out.

24
Copyright
Cengage
Learning.
Source:
“Ask ©2008
Inc.,” Inc.,
December
2007, All
84.rights reserved


Selection

Application
Application Forms
Forms
and
and Résumés
Résumés

References
References and
and
Background
Background Checks
Checks

Selection
Selection

Tests
Tests

Interviews
Interviews

3
25
Copyright ©2008 Cengage Learning. All rights reserved