PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved. Chapter 8 Managing Human Resources and Labor Relations
Copyright © 2005 Prentice Hall, Inc. All rights reserved.8–2 “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.8–3 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.8–4 Human Resource Management Set of Organizational activities directed at… Attracting, developing, and maintaining an effective workforce —A critical, bottom-line function!
Copyright © 2005 Prentice Hall, Inc. All rights reserved.8–5 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 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 Job Specification Skills, abilities, and credentials needed to perform the job
Copyright © 2005 Prentice Hall, Inc. All rights reserved.8–6 Recruiting: Attracting Qualified Candidates to Apply for a Job Internal Recruiting Considering current employees for new positions (openings) 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.8–7 Selecting Human Resources Application Forms Tests Interviews Validity The predictive value of a selection technique Validity
Copyright © 2005 Prentice Hall, Inc. All rights reserved.8–8 Developing the Workforce Training On-the-job training Off-the-job training Vestibule training Performance Appraisal Evaluating job performance Performance Appraisal Evaluating job performance
Copyright © 2005 Prentice Hall, Inc. All rights reserved.8–9 Incentive Programs Money linked specifically to high performance Incentive Programs Money linked specifically to high performance Bonuses Incentives Compensation and Benefits Wages Money paid for time worked Salary Money paid for accomplishing a specific job Individual performance incentive paid over and above the employee’s salary
Copyright © 2005 Prentice Hall, Inc. All rights reserved.8–10 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.8–11 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.8–12 Labor Relations Managing unionized employees Labor Relations Managing unionized employees Managing Organized Labor Labor Union People working together to achieve shared job-related goals
Copyright © 2005 Prentice Hall, Inc. All rights reserved.8–13 Collective Bargaining Process by which Labour and Management negotiate conditions of employment for union represented workers
Copyright © 2005 Prentice Hall, Inc. All rights reserved.8–14 Trends in Organized Labor Union-Management Relations Bargaining Perspectives Future Outlook
Copyright © 2005 Prentice Hall, Inc. All rights reserved.8–15 Contract Issues Compensation Benefits Job Security Other Union Issues Management Rights
Copyright © 2005 Prentice Hall, Inc. All rights reserved.8–16 When Bargaining Fails… Union Tactics: Strike Picketing Boycott Work slowdown Management Tactics: Lockouts Strikebreakers
Copyright © 2005 Prentice Hall, Inc. All rights reserved.8–17 Mediation Voluntary Arbitration Compulsory Arbitration Resolving Disputes
Copyright © 2005 Prentice Hall, Inc. All rights reserved.8–18 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.8–19 Chapter Review (cont’d) Discuss important changes in the contemporary workplace Explain why workers unionize and discuss the collective bargaining process