Human Resource Management, Motivation, and Labor- Management Relations

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Human resource management - function of attracting, developing, and retaining enough qualified employees to perform the activities necessary to accomplish organizational objectives. Three main objectives:1) Providing qualified, well-trained employees for the organization. 2) Maximizing employee effectiveness in the organization.

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Nội dung Text: Human Resource Management, Motivation, and Labor- Management Relations

> > > > > > > > Chapter 9 Human Resource Management, Motivation, and Labor- Management Relations
Learning Goals 1 Explain the importance of human Discuss employee separation and resource management. 5 the impact of downsizing and outsourcing. Describe how recruitment and 2 selection contribute to placing the Explain how Maslow’s hierarchy- right person in a job. 6 of-needs theory, goal setting, job design, and managers’ attitudes Explain how training programs relate to employee motivation. 3 and performance appraisals help employees grow and develop. Summarize the role of 7 labor unions and the tactics of Outline the methods employers labor-management conflicts. 4 use to compensate employees.
Vital to All Organ izations Human resource management - function of attracting, developing, and retaining enough qualified employees to perform the activities necessary to accomplish organizational objectives. Three main objectives: 1) Providing qualified, well-trained employees for the organization. 2) Maximizing employee effectiveness in the organization. 3) Satisfying individual employee needs through monetary compensation, benefits, opportunities to advance, and job satisfaction.
Human Resource Respon sibilities
Recr uitment & Selection • 25% of human resource professionals report a shortage of job candidates with degrees in science, engineering, technology and mathematics. • 78 million Baby Boomers will retire with only 46 million Generation X workers to replace them. • HR must be creative in searching for qualified employees. • Businesses look both internally and externally.
Sel ecting and Hiring Employees • Must follow legal requirements. • Civil Rights Act of 1964 • Equal Employment Opportunity Commission programs • Civil Rights Act of 1991 • Failure to follow these exposes company to risk of litigation. • Hiring is a costly process for employers. • Some employers require employment tests.
Orientation and Training • Newly hired employee often completes an orientation program – Inform employees about company policies – Employee manuals – Describe benefits/programs – Training • Training Programs – On-the-job Training – Classroom and Computer-based Training – Management Development
Performance A ppraisals • Performance appraisal - evaluation of an employee’s job performance • Some firms conduct peer reviews while other firms allow employees to review their supervisors and managers. • May conduct a 360-degree performance review, a process that gathers feedback from a review panel that includes co-workers, supervisors, team members, subordinates, and sometimes customers.
Compensation • Wages - compensation based on an hourly pay rate or the amount of output produced. • Salary - compensation calculated on a periodic basis, such as weekly or monthly. • Most firms base compensation decisions on five factors: 1) Salaries and wages paid by other companies that compete for the same people 2) Government legislation, including the federal, state, or local minimum wage 3) The cost of living 4) The firm’s ability to pay 5) Worker productivity
I ncentive Compe nsation
E mployee enefits B Benefits - Rewards such as retirement plans, • Employee health insurance, vacation, and tuition reimbursement provided for employees either entirely or in part at the company’s expense • 30% of total employee compensation. • Some benefits required by law: – Social Security and Medicare contributions – State unemployment insurance and workers’ compensation programs • Costs of health care are increasingly being shifted to workers. • Retirement plans have become a big area of concern for businesses.
Flexible fi s Benearetprovided a range of options from • Employees which they can choose. – Medical, dental, vision, life and disability insurance • Many companies also offer flexible time off policies instead of establishing a set number of holidays, vacations days and sick days. • 56% of companies surveyed use paid time off (PTO) programs. – More than ½ claim they have reduced unscheduled absences
Flexible Work • Allow employees to adjust their working hours and places of work to accommodate their personal needs. • Flextime allows employees to set their own work hours within constraints specified by the firm. • A compressed workweek allows employees to work the regular number of weekly hours in fewer than the typical five days. • A job sharing program allows two or more employees to divide the tasks of one job. • A home-based work program allows employees, or telecommuters, to perform their jobs from home instead of at the workplace. – Nearly 75% of the U.S. workforce will soon have the ability to telecommute from home—or almost anywhere else.
Em ployee Separation • Voluntary turnover: employees leave firms to start their own businesses, take jobs with other firms, move to another city, or retire. – Some firms ask employees who leave voluntarily to participate in exit interviews to find out why they decided to leave. – Successful companies are clearly focused on retaining their best workers. • Involuntary turnover: employers terminate employees because of poor job performance, negative attitudes toward work and co-workers, or misconduct such as dishonesty or sexual harassment. – Necessary because poor performers lower productivity and employee morale. – Employers must carefully document reasons when terminating employees.
ownsizing/Outsourc D ing • Downsizing - process of • Outsourcing - contracting with reducing the number of another business to perform employees within a firm by tasks or functions previously eliminating jobs handled by internal staff • members Downsizing doesn’t guarantee improvements or cost savings. • Focus on business • competitiveness and flexibility Devastating impact on employee morale • Get best price among • competing bidders while Encourages employees to put avoiding long-term costs of in- individual career success ahead house operations of company loyalty
Motivating Em ployees • Motivation starts with good employee morale, the mental attitude of employees toward their employer and jobs. • High morale = sign of a well-managed organization • Poor morale shows up through absenteeism, employee turnover, strikes, falling productivity, and rising employee grievances
Maslow’s Hierarchy of Needs Theory • Maslow’s hierarchy of needs: people have five levels of needs that they seek to satisfy. • A satisfied need is not a motivator; only needs that remain unsatisfied can influence behavior. • People’s needs are arranged in a hierarchy of importance; once they satisfy one need, at least partially, another emerges and demands satisfaction. – Physiological needs – Safety needs – Social (belongingness) needs – Esteem needs – Self-actualization needs
erzberg’s Two- H Factor Theory Hygiene Factors Motivator Factors • Job Environment • Achievement • Salary • Recognition • Job Security • Advancement • Personal Life • The job itself • Working Conditions • Growth Opportunities • Status • Responsibility • Interpersonal Relations • Supervision • Company Policies
Theory Ex pectancy and Equity Theory Expectancy Theory – the Equity Theory – process people use to individual’s perception of fair evaluate the likelihood their and equitable treatment. effort will yield the desired outcome and how much they want the outcome.
Goal-Setting Theory • Goal: target, objective, or result that someone tries to accomplish. • Goal-setting theory - people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement.