1. Fourth Edition Copyright ©2003 Prentice Hall, Inc. PART 3........................ Understanding People in Organizations

2. Copyright ©2003 Prentice Hall, Inc. 9 - 2 Chapter 9 Managing Human Resources and Labor Relations

3. Copyright ©2003 Prentice Hall, Inc. 9- 3 “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

4. Copyright ©2003 Prentice Hall, Inc. 9- 4 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

5. Copyright ©2003 Prentice Hall, Inc. 9- 5 Human Resource Management Attracting, developing, and maintaining an effective workforce A critical, bottom-line function!

6. Copyright ©2003 Prentice Hall, Inc. 9- 6 Human Resource Planning Process Conduct analysis Forecast demand for labor Forecast internal supply of labor Forecast external supply of labor Develop plan to match demand with supply

7. Copyright ©2003 Prentice Hall, Inc. 9- 7 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

8. Copyright ©2003 Prentice Hall, Inc. 9- 8 Forecasting Labor Supply Internal Forecasting Replacement Charts Skills Inventories External Forecasting State Employment Commissions Government Reports College Information

9. Copyright ©2003 Prentice Hall, Inc. 9- 9 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

10. Copyright ©2003 Prentice Hall, Inc. 9- 10 External Recruiting Attracting outside candidates to apply for jobs External Recruiting Attracting outside candidates to apply for jobs Recruiting Attracting Qualified Candidates to Apply for a Job Internal Recruiting Considering current employees for new positions Internal Recruiting Considering current employees for new positions What are the strengths and weaknesses of each approach?

11. Copyright ©2003 Prentice Hall, Inc. 9- 11 Selecting Human Resources Application Forms Tests Interviews Validity The predictive value of a selection technique Validity

12. Copyright ©2003 Prentice Hall, Inc. 9- 12 Developing the Workforce Training On-the-job training Off-the-job training Vestibule training Performance Appraisal Evaluating job performance Performance Appraisal Evaluating job performance

13. Copyright ©2003 Prentice Hall, Inc. 9- 13 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

14. Copyright ©2003 Prentice Hall, Inc. 9- 14 Benefits Compensation Other Than Wages and Salaries Optional Benefits Retirement plans Health, life, & disability insurance Vacations & holidays Counseling services Mandatory Benefits Social security Workers’ compensation

15. Copyright ©2003 Prentice Hall, Inc. 9- 15 Woman Managers Earn Significantly Less Than Men Source: Appendix I: Congressional Briefing Slides: Women in Management, Sept. 26, 2001, p. 19. 0$.20 $.40$.60 $.80$1.00 Professional Medical Services Finance, Insurance & Real Estate Retail Trade Other Professional Services Entertainment & Recreational Services Business & Repair Services Communications 20001995INDUSTRY Full-time Female Earnings for Every $1.00 Earned by Full-time Male Managers $.88 $.90 $.68 $.76 $.65 $.69 $.83 $.88 $.62 $.83 $.76 $.82 $.73 $.86

16. Copyright ©2003 Prentice Hall, Inc. 9- 16 Equal Opportunity Unfair Discrimination Is Not Legal 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

17. Copyright ©2003 Prentice Hall, Inc. 9- 17 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

18. Copyright ©2003 Prentice Hall, Inc. 9- 18 Managing Workforce Diversity BlackHispanicAsian & OtherWhite 1986 10.6% 6.9% 2.8% 79.8% 1996 11.0% 9.5% 4.1% 75.3% 2006* 10.6% 11.7% 4.9% 72.7% *Projection

19. Copyright ©2003 Prentice Hall, Inc. 9- 19 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

20. Copyright ©2003 Prentice Hall, Inc. 9- 20 Developing a Management Strategy Assessing True Costs Understanding Pros & Cons Contingent Workers A Rapidly Growing Trend Management challenges: Careful Planning

21. Copyright ©2003 Prentice Hall, Inc. 9- 21 Labor Relations Managing unionized employees Labor Relations Managing unionized employees Managing Organized Labor Labor Union People working together to achieve shared job-related goals

22. Copyright ©2003 Prentice Hall, Inc. 9- 22 Union Membership Has Declined Significantly25201510 Percentage Unionized 197719801985199019952000 Data for 1981 and 1982 were not available.

23. Copyright ©2003 Prentice Hall, Inc. 9- 23 Union-Management Relations Bargaining Perspectives Trends in Organized Labor Future Outlook

24. Copyright ©2003 Prentice Hall, Inc. 9- 24 Collective Bargaining Negotiating a Labor Contract Union's Demand Union's Expectation Union's Minimum Limit Employer's Maximum Limit Employer's Expectation Employer's Desired Result BARGAINING ZONE

25. Copyright ©2003 Prentice Hall, Inc. 9- 25 Contract Issues  Compensation  Benefits  Job Security  Other Union Issues  Management Rights

26. Copyright ©2003 Prentice Hall, Inc. 9- 26 When Bargaining Fails… Union Tactics: Strike Picketing Boycott Work slowdown Management Tactics: Lockouts Strikebreakers

27. Copyright ©2003 Prentice Hall, Inc. 9- 27 Mediation Voluntary Arbitration Compulsory Arbitration Resolving Disputes

28. Copyright ©2003 Prentice Hall, Inc. 9- 28 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

29. Copyright ©2003 Prentice Hall, Inc. 9- 29 Chapter Review Discuss important changes in the contemporary workplace Explain why workers unionize and discuss the collective bargaining process