1. Human Resources Management
Business in Action
Eighth Edition
Chapter 11
Human Resources Management
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2. Learning Objectives (1 of 2)
11.1 Identify four contemporary staffing challenges, and explain the process of planning for a company’s staffing needs Discuss the challenges and advantages of a diverse workforce, and identify five major dimensions of workforce diversity Describe the three phases involved in managing the employment life cycle.

3. Learning Objectives (2 of 2)
11.4 Explain the steps used to develop and evaluate employees Describe the major elements of employee compensation Identify the most significant categories of employee benefits and services.

4. Keeping Pace with Today’s Workforce
Human resources (HR) management
The specialized function of planning how to obtain employees, oversee their training, evaluate them, and compensate them
The field of human resources (HR) management encompasses all the tasks involved in attracting, developing, and supporting an organization’s staff, as well as maintaining a safe working environment that meets legal requirements and ethical expectations.

5. Contemporary Staffing Challenges (1 of 2)
Aligning the workforce
Fostering employee loyalty
Monitoring workloads and avoiding employee burnout
Managing work–life balance
Managers in every organization face an ongoing array of staffing challenges, including aligning the workforce with organizational needs, fostering employee loyalty, adjusting workloads and monitoring for employee burnout, and helping employees balance their work and personal lives.

6. Contemporary Staffing Challenges (2 of 2)
Work–life balance
Efforts to help employees balance the competing demands of their personal and professional lives
Quality of work life (QWL)
An overall environment that results from job and work conditions
The concern over workloads is one of the factors behind the growing interest in work–life balance—the idea that employees, managers, and entrepreneurs need to balance the competing demands of their professional and personal lives. Many companies are trying to make it easier for employees to juggle multiple responsibilities with on-site daycare facilities, flexible work schedules, and other options designed to improve quality of work life (QWL).

7. Exhibit 11-1: Steps in Human Resources Planning
Careful attention to each phase of this sequence helps ensure that a company will have the right human resources when it needs them.

8. Evaluating Job Requirements
Job description
A statement of the tasks involved in a given job and the conditions under which the holder of a job will work
Job specification
A statement describing the kind of person who would be best for a given job—including the skills, education, and previous experience that the job requires
Through the process of job analysis, employers try to identify the nature and demands of each position within the firm as well as the optimal employee profile to fill each position. Once job analysis has been completed, the HR staff develops a job description, a formal statement summarizing the tasks involved in the job and the conditions under which the employee will work. In most cases, the staff will also develop a job specification, which identifies the type of personnel a job requires, including the skills, education, experience, and personal attributes that candidates need to possess.

9. Forecasting Supply and Demand (1 of 2)
Turnover rate
The percentage of the workforce that leaves every year
Employee retention
Efforts to keep current employees
To forecast demand for the numbers and types of employees who will be needed at various times, HR managers weigh: (1) forecasted sales revenues; (2) the expected turnover rate – the percentage of the workforce that leaves every year; (3) the current workforce’s skill level relative to the company’s future needs; (4) impending strategic decisions; (5) changes in technology or other business factors that could affect the number and type of workers needed; and (6) the company’s current and projected financial status.
To ensure a steady supply of experienced employees for new opportunities and to maintain existing operations, successful companies focus heavily on employee retention.

10. Forecasting Supply and Demand (2 of 2)
Succession planning
Workforce planning efforts that identify possible replacements for specific employees, usually senior executives
Contingent employees
Non-permanent employees, including temporary workers, independent contractors, and full-time employees hired on a probationary basis
In addition to overall workforce levels, every company has a number of employees and managers who are considered so critical to the company’s ongoing operations that HR managers work with top executives to identify potential replacements in the event of the loss of any of these people, a process known as succession planning.
If existing employees cannot be tapped for new positions, the HR team looks outside the company for people to join as either permanent employees or contingent employees who fulfill many of the responsibilities of regular employees but on a temporary basis. Roughly a third of the U.S. workers fall in this broad category of contractors and freelancers, and all signs are that this portion will continue to grow.

11. Alternative Work Arrangements
Flextime
Telecommuting
Job sharing
Alternative work arrangements include:
Flextime: a scheduling system that allows employees to choose their own hours, within certain limits.
Telecommuting: working from home or another location using electronic communications to stay in touch with colleagues, suppliers, and customers.
Job sharing: lets two employees share a single full-time job and split the salary and benefits.

12. Managing a Diverse Workforce (1 of 4)
Diversity
All the characteristics and experiences that define each of us as individuals
Includes race, age, military experience, parental status, marital status, and thinking style
Although the concept is often framed in terms of ethnic background, a broader and more useful definition of diversity includes “all the characteristics and experiences that define each of us as individuals.”

13. Managing a Diverse Workforce (2 of 4)
Sexism
Discrimination on the basis of gender
Glass ceiling
An invisible barrier that can be attributed to subtle discrimination keeping women and minorities out of the top positions in business
Perceptions, roles, and treatment of men and women in the workplace has been a complex and at times contentious issue. The Equal Pay Act of 1963 mandated equal pay or comparable work, and the Civil Rights Act of 1964 made it illegal for employers to practice sexism, which is discrimination on the basis of gender. The United States has made important strides toward gender equity since then, but significant issues remain. For example, the Equal Employment Opportunity Commission (EEOC) fields 25,000 to 30,000 complaints a year regarding gender discrimination.
Although women now hold half of all managerial positions, that ratio shrinks dramatically the higher you look in an organization. For example, among the 500 largest U.S. corporations, fewer than 5 percent have women as CEOs. A lack of opportunities to advance into the top ranks is often referred to as the glass ceiling, implying that one can see the top but can’t get there. The glass ceiling is an important issue for both women and minorities.

14. Managing a Diverse Workforce (3 of 4)
Sexual harassment
Unwelcome sexual advances, request for sexual favors, or other verbal or physical conduct of a sexual nature within the workplace
Beyond pay and promotional opportunities, many working women also have to deal with sexual harassment, defined as either an obvious request for sexual favors with an implicit reward or punishment related to work, or the more subtle creation of a sexist environment in which employees are made to feel uncomfortable by lewd jokes, remarks, or gestures. Even though male employees may also be targets of sexual harassment and both male and female employees may experience same-sex harassment, sexual harassment of female employees by male colleagues continues to make up the majority of reported cases. Most corporations now publish strict policies prohibiting harassment, both to protect their employees and to protect themselves from lawsuits.

15. Managing a Diverse Workforce (4 of 4)
Diversity initiatives
Programs and policies that help companies support diverse workforces and markets
To respond to the many challenges—and to capitalize on the business opportunities offered by both diverse marketplaces and diverse workforces—companies across the country are finding that embracing diversity in the richest sense is simply good business. In response, thousands of U.S. companies have established diversity initiatives, which can include such steps as contracting with more suppliers owned by women and minorities, targeting a more diverse customer base, and supporting the needs and interests of a diverse workforce.

16. Exhibit 11-3 Generations in the Workplace (1 of 2)
Common Label
Range of Birth Years
Some Workforce Implications
Radio Generation
1925–1945
People in this group are beyond what was once considered the traditional retirement age of 65, but many want or need to continue working.
Baby Boomers
1946–1964
This large segment of the workforce, which now occupies many mid- and upper-level managerial positions, got its name from the population boom in the years following World War II. The older members of this generation are now past traditional retirement age, but many will continue to work—meaning that younger workers waiting for some of these management spots to open up might have to wait a while longer.
Generation X
1965–1980
This relatively smaller “MTV generation” is responsible for many of the innovations that have shaped today’s communication and business habits but sometimes feels caught between the large mass of Baby Boomers ahead of them and the younger Generation Y employees behind them in the workforce. As Generation X takes the reins of corporate leadership, it is overseeing in a vastly different business landscape, one in which virtual and networked organizations replace much of the hierarchy inherited from the Baby Boomers.

17. Exhibit 11-3 Generations in the Workplace (2 of 2)
Generation Y
1981–1995
Often known as millennials, this generation has been noted for its technology-centric approach to communication,
impatience with corporate hierarchy, and the desire for a meaningful and personalized work experience. Many in this generation are now managers with power to reshape organizational cultures. New research suggests, however, that millennials aren’t dramatically different from their predecessors and generally value the same rewards and express the same career concerns.
Generation Z
1996–
Generation Z, also known as Generation I (for Internet) or the Net Generation, is the first full generation to be born after the World Wide Web was invented. With a global, socially aware outlook shaped by lifelong networking and media usage, this diverse group appears to be highly entrepreneurial and interested in new ways of approaching business.
Lumping people into generations is an imprecise science at best, but it helps to know the labels commonly applied to various age groups and to have some idea of their broad characteristics. (Note that these labels are not official, and there is no general agreement on when some generations start and end.)

18. Managing the Employment Life Cycle
Recruiting
The process of attracting appropriate applicants for an organization’s jobs
The employment life cycle starts with recruiting—the process of attracting suitable candidates for an organization’s jobs. The recruiting function is often judged by a combination of criteria known as quality of hire, which measures how closely incoming employees meet the company’s needs.

19. Exhibit 11-4 The Recruiting Process
Recruiters use a variety of resources, including internal searches, advertising, union hiring halls, college campuses and career offices, trade shows, headhunters (outside agencies that specialize in finding and placing employees), and social networking technologies. Exhibit 11.4, shown here, illustrates the general process that companies go through to hire new employees.

20. Terminating Employees
Termination
The process of getting rid of an employee by firing him
Layoffs
Termination of employees for economic or business reasons
HR managers have the unpleasant responsibility of termination—permanently laying off employees because of cutbacks, or firing employees for poor performance or other reasons. Layoffs are the termination of employees for economic or business reasons unrelated to employee performance. Rightsizing is a euphemism used to suggest that an organization is making changes in the workforce to match its business needs more precisely. Although rightsizing usually involves downsizing the workforce, companies sometimes add workers in some areas while eliminating jobs in others.

21. Exhibit 11-5 Major Employment Legislation (1 of 2)
Category
Legislation
Highlights
Labor and
unionization
National Labor Relations Act,
also known as the Wagner Act
Establishes the right of employees to form, join, and assist unions and the right to strike;
prohibits employers from interfering in union activities
blank
Labor-Management Relations
Act, also known as the Taft- Hartley Act
Expands union member rights; gives employers free speech rights to oppose unions; restricts
union’s strike options; gives the president the authority to impose injunctions against strikes
Blank
Labor-Management Reporting
and Disclosure Act, also
known as the Landrum-Griffin Act
Gives union members the right to nominate and vote for union leadership candidates;
Combats financial fraud within unions
State right-to-work laws
Give individual employees the right to choose not to join a union
Fair Labor Standards Act
Establishes minimum wage and overtime pay for nonexempt workers; sets strict guidelines for child labor
Immigration Reform and Control Act
Prohibits employers from hiring illegal immigrants

22. Exhibit 11-5 Major Employment Legislation (2 of 2)
Workplace safety
State workers’ compensation Acts
Require employers (in most states) to carry either private or government sponsored insurance that provides income to injured workers
blank
Occupational Health and Safety Act
Empowers the Occupational Safety and Health Administration (OSHA) to establish, monitor, and enforce standards for workplace safety
Compensation
and benefits
Employee Retirement Income Security Act
Governs the establishment and operation of private pension programs
Blank
Consolidated Omnibus
Budget Reconciliation
Act (usually known by the Acronym COBRA)
Requires employers to let employees or their beneficiaries buy continued health insurance coverage after employment ends
Federal Unemployment Tax Act and similar state laws
Requires employers to fund programs that provide income for qualified unemployed persons
Social Security Act
Provides a level of retirement, disability, and medical coverage for employees and their dependents; jointly funded by employers and employees
Lilly Ledbetter Fair Pay Act
Amends and modifies several pieces of earlier legislation to make it easier for employees to file lawsuits over pay and benefit discrimination
Patient Protection and Affordable Care Act
Requires companies with more than 50 full-time employees to offer health insurance coverage for employees

23. Replacing Retiring Employees
Worker buyouts
Distributions of financial incentives to employees who voluntarily depart; usually undertaken in order to reduce the payroll
Mandatory retirement
Required dismissal of an employee who reaches a certain age
Companies can face two dramatically different challenges regarding retiring employees. For companies that are short-handed, the challenge is to persuade older employees to delay retirement. Conversely, companies with too many employees may induce employees to depart ahead of scheduled retirement by offering them early retirement, using financial incentives known as worker buyouts.
In the past, mandatory retirement policies forced people to quit working as soon as they turned a certain age. However, the Age Discrimination in Employment Act now outlaws mandatory retirement based on age alone, unless an employer can demonstrate that age is a valid qualification for “normal operation of the particular business.”

24. Evaluating Employees (1 of 2)
Performance appraisals
Periodic evaluations of employees’ work according to specific criteria
Electronic performance monitoring (EPM)
Real-time, computer-based evaluation of employee performance
How do employees (and their managers) know whether they are doing a good job? How can they improve their performance? What new skills should they learn? Managers attempt to answer these questions by conducting performance appraisals, or performance reviews, to objectively evaluate employees according to set criteria. The ultimate goal of performance appraisals is not to judge employees but rather to guide them in improving their performance.
In addition to formal, periodic performance evaluations, many companies evaluate some workers’ performance continuously, using electronic performance monitoring (EPM), sometimes called computer activity monitoring.

25. Evaluating Employees (2 of 2)
360-degree review
A multidimensional review in which a person is given feedback from subordinates, peers, superiors, and possibly outside stakeholders such as customers and business partners
Many performance appraisals require the employee to be rated by several people (including more than one supervisor and perhaps several coworkers). This practice further promotes fairness by correcting for possible biases. The ultimate in multidimensional reviews is the 360-degree review, in which a person is given feedback from subordinates (if the employee has supervisory responsibility), peers, superiors, and possibly customers or outside business partners. The multiple viewpoints can uncover weaknesses that employees and even their direct managers might not be aware of, as well as contributions and achievements that might have been overlooked in normal reviews.

26. Training and Developing Employees
Orientation programs
Sessions or procedures for acclimating new employees to the organization
Skills inventory
A list of the skills a company needs from its workforce, along with the specific skills that the individual employees currently possess
Training usually begins with orientation programs designed to ease the new hire’s transition into the company and to impart vital knowledge about the organization and its rules, procedures, and expectations. Effective orientation programs help employees become more productive in less time, help eliminate confusion and mistakes, and can significantly increase employee retention rates.
Training and other forms of employee development continue throughout the employee’s career in most cases. Many HR departments maintain a skills inventory, which identifies both the current skill levels of all the employees and the skills the company needs in order to succeed. (If your employer doesn’t maintain one for you, be sure to maintain your own skills inventory so you can stay on top of developments and expectations in your field.)

27. Administering Employee Compensation
Money, benefits, and services paid to employees for their work
Salary
Fixed cash compensation for work, usually by a yearly amount; independent of the number of hours worked
Wages
Cash payment based on the number of hours an employee has worked or the number of units an employee has produced
For many companies, payroll is the single biggest expense, and the cost of benefits, particularly health care, continues to climb. Consequently, compensation, the combination of direct payments such as wages or salary and indirect payments through employee benefits, is one of the HR manager’s most significant responsibilities.
Most employees receive the bulk of their compensation in the form of a salary, if they receive a fixed amount per year, or wages, if they are paid by the unit of time (hourly, daily, or weekly) or by the unit of output (often called “getting paid by the piece” or “piecework”).

28. Incentive Programs (1 of 3)
Bonus
A cash payment, in addition to regular wage or salary, that serves as a reward for achievement
Commissions
Employee compensation based on a percentage of sales made
For both salaried and wage-earning employees, one type of incentive compensation is a bonus—a payment in addition to the regular wage or salary. Paying performance-based bonuses has become an increasingly popular approach to compensation as more companies shift away from automatic annual pay increases.
In contrast to bonuses, commissions are a form of compensation that pays employees in sales positions based on the level of sales they make within a given time frame.

29. Incentive Programs (2 of 3)
Profit sharing
The distribution of a portion of the company’s profits to employees
Gain sharing
Tying rewards to profits or cost savings achieved by meeting specific goals
Employees may be rewarded for staying with a company and encouraged to work harder through profit sharing, a system in which employees receive a portion of the company’s profits.
Similar to profit sharing, gain sharing ties rewards to profits (or cost savings) achieved by meeting specific goals such as quality and productivity improvement.

30. Incentive Programs (3 of 3)
Pay for performance
An incentive program that rewards employees for meeting specific, individual goals
Knowledge-based pay
Pay tied to an employee’s acquisition of knowledge or skills
Also called competency-based pay or skill-based pay
A variation of gain sharing, pay for performance requires employees to accept a lower base pay but rewards them with bonuses, commissions, or stock options if they reach agreed-upon goals. To be successful, this method needs to be complemented with effective feedback systems that let employees know how they are performing throughout the year.
Another approach to compensation being explored by some companies is knowledge-based pay, also known as competency-based pay or skill-based pay, which is tied to employees’ knowledge and abilities rather than to their job per se. More than half of all large U.S. companies now use some variation on this incentive.

31. Employee Benefits and Services
Compensation other than wages, salaries, and incentive programs
Cafeteria plans
Flexible benefit programs that let employees personalize their benefits packages
Companies regularly provide employee benefits—elements of compensation other than wages, salaries, and incentives. These benefits may be offered as either a preset package—that is, the employee gets whatever insurance, paid holidays, pension plan, and other benefits the company sets up—or as flexible plans, sometimes known as cafeteria plans (so called because of the similarity to choosing items in a cafeteria). The benefits most commonly provided by employers are insurance, retirement benefits, employee stock-ownership plans, stock options, and family benefits.

32. Retirement Benefits (1 of 2)
Retirement plans
Company-sponsored programs for providing retirees with income
401(k) plan
A defined-contribution retirement plan in which employers often match the amount employees invest
Many employers offer retirement plans, which are designed to provide continuing income after an employee retires. Company-sponsored retirement plans can be categorized as either defined-benefit plans, in which companies specify how much they will pay employees upon retirement, or defined-contribution plans, in which companies specify how much they will put into the retirement fund (by matching employee contributions, for instance), without guaranteeing specific payout levels during retirement.
Defined-contribution plans are similar to savings plans; they provide a future benefit based on annual employer contributions, voluntary employee matching contributions, and accumulated investment earnings. Employers can choose from several types of defined-contribution plans, the most common being the 401(k) plan.

33. Retirement Benefits (2 of 2)
Employee stock-ownership plan (ESOP)
A program that enables employees to become partial owners of a company
Roughly 10 million U.S. employees are now enrolled in an employee stock-ownership plan (ESOP), in which a company places some or all of its stock in trust, with each eligible employee entitled to a certain portion. (Most ESOPs are in closely held corporations whose stock isn’t available for sale to the public.) Many companies report that ESOPs help boost employee productivity because workers perceive a direct correlation between their efforts and the value of the company stock price.

34. Stock Options Stock options
A contract that allows the holder to purchase or sell a certain number of shares of a particular stock at a given price by a certain date
One method for tying employee compensation to company performance is the stock option plan. Stock options grant employees the right to purchase a set number of shares of the employer’s stock at a specific price, called the grant or exercise price, during a certain time period. Options typically vest over a number of years, meaning that employees can purchase a prorated portion of the shares every year until the vesting period is over (at which time they can purchase all the shares they are entitled to).

35. Other Employee Benefits
Paid vacations and sick leave
Family and medical leave
Child-care assistance
Elder-care assistance
Tuition loans and reimbursements
Employee assistance programs
Employers offer a variety of other benefits in addition to those just discussed. Some of them are mandated by government regulation and some are offered voluntarily to attract and support employees. Here are some of the most common benefits.

36. Applying What You’ve Learned (1 of 2)
Identify four contemporary staffing challenges, and explain the process of planning for a company’s staffing needs.
Discuss the challenges and advantages of a diverse workforce, and identify five major dimensions of workforce diversity.
Describe the three phases involved in managing the employment life cycle.

37. Applying What You’ve Learned (2 of 2)
Explain the steps used to develop and evaluate employees.
Describe the major elements of employee compensation.
Identify the most significant categories of employee benefits and services.

38. Copyright