1. Managing Human Resources and Labor Relations
Chapter 8
Managing Human Resources and Labor Relations
PowerPoint Presentation by Charlie Cook
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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
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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
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4. Human Resource Management
Attracting, developing, and maintaining an effective workforce—A critical, bottom-line function!
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5. The Human Resource Planning Process
Forecast demand for labor
Conduct analysis
Forecast internal supply of labor
Forecast external supply of labor
Develop plan to match demand with supply
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Figure 8–1

6. 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
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7. Forecasting Labor Supply
Internal Forecasting:
Replacement Charts
Skills Inventories
External Forecasting:
State Employment Commissions
Government Reports
College Information
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8. 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
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9. 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?
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10. Selecting Human Resources
Application Forms
Tests
Interviews
Validity
The predictive value of a selection technique
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11. Developing the Workforce
Training
On-the-job training
Off-the-job training
Vestibule training
Performance Appraisal
Evaluating job performance
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12. Performance Rating Scale
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Figure 8–2

13. 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
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14. 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
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15. Woman Managers Earn Significantly Less Than Men
$ .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
2000
1995
INDUSTRY
Full-time Female Earnings for Every $1.00 Earned by Full-time Male Managers
$ .86
$ .73
$ .82
$ .76
$ .83
$ .62
$ .88
$ .83
$ .69
$ .65
$ .76
$ .68
$ .90
$ .88
Source: Appendix I: Congressional Briefing Slides: Women in Management, Sept. 26, 2001, p. 19.
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16. 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
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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
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18. Managing Workforce Diversity: Changing Composition of the U. S
Managing Workforce Diversity: Changing Composition of the U.S. Workforce
*Projection
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Figure 8–3a

19. Changing Composition of the U.S. Workforce
*Projection
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Figure 8–3b

20. 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
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21. Contingent Workers: A Rapidly Growing Trend
Management challenges:
Careful
Planning
Understanding
Pros and Cons
Assessing
True Costs
Developing a Management
Strategy
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22. Managing Organized Labor
Labor Union
People working together to achieve shared job-related goals
Labor Relations
Managing unionized employees
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23. Trends in Union Membership
Overall Union Membership Has Declined Significantly
Data for 1981 and 1982 were not available.
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Figure 8–3

24. Trends in Organized Labor
Union-Management Relations
Bargaining Perspectives
Future Outlook
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25. The Bargaining Zone
Collective Bargaining: Negotiating a Labor Contract
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Figure 8–5

26. Contract Issues Compensation Benefits Job Security Other Union Issues
Management Rights
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27. When Bargaining Fails…
Union Tactics:
Strike
Picketing
Boycott
Work slowdown
Management Tactics:
Lockouts
Strikebreakers
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28. Resolving Disputes Mediation Voluntary Arbitration
Compulsory Arbitration
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29. 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
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30. Chapter Review (cont’d)
Discuss important changes in the contemporary workplace
Explain why workers unionize and discuss the collective bargaining process
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