Managing Human Resources and Labor Relations Chapter 8 Managing Human Resources and Labor Relations PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.

“Whenever you are asked if you can do a job, tell 'em, ‘Certainly, I can!’ Then get busy and find out how to do it.” —Theodore Roosevelt Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Key Topics Human resource management Staffing, developing, and evaluating human resources Compensation packages Legal issues in human resources Changes in the contemporary workplace Unionization and collective bargaining Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Human Resource Management Attracting, developing, and maintaining an effective workforce—A critical, bottom-line function! Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Job Analysis: Systematic Review of Jobs Within a Firm Job Description Responsibilities and working conditions, plus tools, materials and equipment to perform the job Job Specification Skills, abilities, and credentials needed to perform the job Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Forecasting Labor Supply Internal Forecasting: Replacement Charts Skills Inventories External Forecasting: State Employment Commissions Government Reports College Information Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Managing a Projected Shortfall Hire new employees Consider hiring temporary workers Retrain and transfer current employees into understaffed areas Convince older workers not to retire The creative solution: Develop and install productivity enhancing systems Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Recruiting: Attracting Qualified Candidates to Apply for a Job Internal Recruiting Considering current employees for new positions External Recruiting Attracting outside candidates to apply for jobs What are the strengths and weaknesses of each approach? Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Selecting Human Resources Application Forms Tests Interviews Validity The predictive value of a selection technique Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Developing the Workforce Training On-the-job training Off-the-job training Vestibule training Performance Appraisal Evaluating job performance Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Compensation and Benefits Wages Money paid for time worked Salary Money paid for accomplishing a specific job Incentive Programs Money linked specifically to high performance Incentives Bonuses Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Benefits: Compensation Other Than Wages and Salaries Optional Benefits Retirement plans Health, life, and disability insurance Vacations and holidays Counseling services Mandatory Benefits Social security Workers’ compensation Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Equal Opportunity: Unfair Discrimination Is Illegal Equal Opportunity Laws Protect workers from discrimination based on prejudice Protected Class People with common characteristics as indicated by law EEOC Federal agency that enforces discrimination-related laws Affirmative Action Plan to hire and develop members of protected classes Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Contemporary Legal Issues in Human Resource Management Employee safety and health AIDs in the workplace Sexual harassment Quid pro quo Hostile work environment Employment-at-will Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Managing Knowledge Workers Knowledge workers add value because of what they know. Computer Scientists Physical Scientists Engineers Hiring and retaining knowledge workers is a critical HR challenge Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Contingent Workers: A Rapidly Growing Trend Management challenges: Careful Planning Understanding Pros and Cons Assessing True Costs Developing a Management Strategy Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Managing Organized Labor Labor Union People working together to achieve shared job-related goals Labor Relations Managing unionized employees Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Trends in Organized Labor Union-Management Relations Bargaining Perspectives Future Outlook Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Contract Issues Compensation Benefits Job Security Other Union Issues Management Rights Copyright © 2005 Prentice Hall, Inc. All rights reserved.

When Bargaining Fails… Union Tactics: Strike Picketing Boycott Work slowdown Management Tactics: Lockouts Strikebreakers Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Resolving Disputes Mediation Voluntary Arbitration Compulsory Arbitration Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Chapter Review Define human resource management Discuss staffing, developing human resources, and evaluating performance Describe the role of compensation in attracting and keeping skilled workers Identify the key legal issues surrounding human resource management Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Chapter Review (cont’d) Discuss important changes in the contemporary workplace Explain why workers unionize and discuss the collective bargaining process Copyright © 2005 Prentice Hall, Inc. All rights reserved.