Marketing Manager Course - Chapter 10

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Marketing Manager Course - Chapter 10

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  1. © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  2. Chapter 10 Human Resource Management McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  3. Learning Objectives After reading this chapter, you should be able to: Determine appropriate responses to major changes in the environment affecting human resources. Comply with the legal framework governing human resources. Develop tactics to implement desired human resource strategies. Prepare a staffing program to recruit and select the best applicants. Establish orientation, training, and career development programs to enhance employees’ contributions to the firm. Implement an effective performance appraisal program to capitalize on employees’ strengths and reduce employees’ weaknesses. Develop a reward system to attract, retain, and motivate employees. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  4. D ealng ef ectvel w ih i f i y t hum an resource ( R ) H i ssues i essentalf al s i or l m anagers. The hum an resource st f af support m anagers i s n carryi outH R ng responsi ltes. biii McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  5. Skills for Managing Human Resources C ongruency Skil ls Perform ance A pprai Skil sal ls H i ng Skil ri ls Pay A locaton l i Trai ng Skil ni ls Skil ls McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  6. Environment of Human Resources W orkforce Gl obalzaton i i Diversiy t U ni ons Legi aton sl i McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  7. Key Federal Legislation and Regulations Affecting Human Resources Social Security Act (1935) Occupational Safety and Health Act Wagner Act (1935) (1970) Vocational Rehabilitation Act (1973) Fair Labor Standards Act (1938) Health Maintenance Organization Act Taft-Hartley Act (1947) (1973) Landrum-Griffin Act (1959) Employee Retirement Income Equal Pay Act (1963) Security Act (1974) Title VII of Civil Rights Act (1964) Vietnam-Era Veterans Readjustment Executive Order 11246 (1965) Act (1974) Privacy Protection Act (1974) Age Discrimination in Employment Act (1967) Pregnancy Discrimination Act (1978) Wage Garnishment Act (1968) McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  8. Key Federal Legislation and Regulations Affecting Human Resources (continued) Job Training Partnership Act Family and Medical Leave Act (1993) (1982) Health Insurance Portability and Consolidated Omnibus Budget Accountability Act (1996) Reconciliation Act (1985) Small Business Job Protection Act (1996) Immigration Reform and Control Fair Credit Reporting Act (1970, Act (1986) 1996) Worker Adjustment and Retraining Act (1988) Drug-Free Workplace Act (1988) Employee Polygraph Protection Act (1988) Americans with Disabilities Act (1990) Civil Rights Act (1991) McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  9. Di scri i i m naton Prot ed ect Em ploym ent K ey H R Class atW il l Legi atve I sl i ssues A f i atve frm i Sexual A cton i H arassm ent Disparate B FO Q Treat ent m A dverse Job I pact m R el edness at McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  10. Unions Membership has been declining steadily (13% in 2003) Factors contributing to this decline: Strong employer challenges to unions Plant closures International competition Shrinking manufacturing sector Labor Contract: Written agreement between union and management that specifies pay schedule, fringe benefits, COLA, and the like. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  11. Unions (continued) Union-related legislations: The Wagner Act (1935) – created the NLRB The Taft-Hartley Act (1947) – specified a set of unfair labor practices by unions along with the remedies The Landrum-Griffin Act (1959) – requires each union to report its financial activities and the financial interests of its leaders to the Department of Labor In the U.S., labor relations are characterized by: Business unionism Job-based unionism Collective bargaining Voluntary contracts Adversarial relationships McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  12. Human Resource Management Process Strategic HR Planning HR Tactics Career Staffing Orientation Training Development Performance Compensation Appraisal and Benefits McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  13. Strategic Human Resource Planning (SHRP) The development of a vision about where the company wants to be and how it can use human resources to get there. The ultimate objective of SHRP is a sustained competitive advantage. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  14. H um an R esource Pl anni ng Product Labor Internal Labor External Labor Demand Productivity Market Market Labor Demand Labor Supply Conditions and Select Responses 1. Labor demand exceeds labor supply 2. Labor supply exceeds labor demand Training or retraining Pay cuts Succession planning Reduced hours Promotion from within Work sharing Recruitment from outside Voluntary early retirements Subcontracting Inducements to quit Use of contingent workers Layoffs Use of overtime 3. Labor demand equals labor supply Replacement of quits from inside or outside Internal transfers and redeployment McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  15. Staffing Process Recruitment – the process of generating a pool of qualified candidates for a particular job. An effective recruitment effort should create a pool of qualified applicants. Selection – the screening process used to decide which of the applicants to hire. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  16. Validity and Reliability of Selection Tools Validity is how well a technique used to assess candidates is related to performance on the job. Validity can be demonstrated by: Content Validity Empirical Validity Reliability is a measure of the consistency of results of the selection method. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  17. A pplcaton i i Let ers of t A biiy Test lt s Form s R ecom m endaton i Perform ance Personalt iy Si ul i Test m aton s SELECTION Tests TOOLS Psychol cal ogi Tests H onest Test y s I ervi s nt ew Physi Exam s cal McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  18. Orientation Helps new employees to: Learn more about the company Learn what is expected of them in the job Reduce the initial anxiety of a transition Become familiar with co-workers Learn about work rules and personnel policies McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  19. Employee Training Training is a planned effort to provide employees with specific skills to improve their performance. Effective training can also improve morale and increase an organization’s potential. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
  20. The Training Process N eeds A ssessm ent D evel and op C onductTrai ng ni • Organization Needs • Location • Task Needs • Presentation • Person Needs • Type Eval i uaton McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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