chapter 10 human resource management and labor relations prepared by mostafa kamel
TRANSCRIPT
![Page 1: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/1.jpg)
Prepared By Mostafa Kamel
Chapter 10Human Resource Management and
Labor Relations
![Page 2: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/2.jpg)
Prepared By Mostafa Kamel
Learning Objectives• Define human resource management and explain how managers plan for their organization’s
human resource needs.
• Identify the tasks in staffing a company and discuss ways in which organizations select new employees.
• Describe how managers develop the workforce in their organization through training and performance appraisal.
• Describe the main components of a compensation system and describe some of the key legal issues involved in hiring, compensating, and managing workers in today’s workplace.
• Discuss the legal context of human resource management and identify the contemporary legal issues.
• Discuss workforce diversity, the management of knowledge workers, and the use of a contingent workforce as important changes in the contemporary workplace.
• Explain why workers organize into labor unions.
• Describe the collective bargaining process.
![Page 3: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/3.jpg)
Prepared By Mostafa Kamel
Foundations of HumanResource Management (HRM)
![Page 4: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/4.jpg)
Prepared By Mostafa Kamel
What is HRM
• Human Resource Management (HRM) is a set of organizational activities directed at attracting, developing, and maintaining an effective workforce.• Human has a great impact on a firm’s bottom-line performance. • Many firms are developing strategic HR plans that are integrated with
other strategic planning activities.
![Page 5: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/5.jpg)
Prepared By Mostafa Kamel
HR Planning
• The starting point in attracting qualified human resources is planning. • HR planning involves job analysis and forecasting the demand for,
and supply of, labor.
![Page 6: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/6.jpg)
Prepared By Mostafa Kamel
Job analysis• Job analysis is a systematic analysis of jobs within an organization.• A job analysis results in two things:
1. Job Description: is the list of the duties and responsibilities of a job, its working conditions, and the tools, materials, equipment, and information used to perform it.2. Job Specification: is the list of the skills, abilities, and other credentials and Qualifications required by a job.
• Job analysis information is used in many HR activities:• Using appropriate selection methods. • creating performance appraisal systems.• setting compensation rates.
![Page 7: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/7.jpg)
Prepared By Mostafa Kamel
Forecasting HR Demand and Supply• The manager starts forecasting by assessing:
- Trends in past HR usage. - Future organizational plans.- And general economic trends.
• Forecasting the supply of labor is really two tasks:• Forecasting internal supply: The number and type of employees who will be
in the firm at some future date.• Forecasting external supply: The number and type of people who will be
available for hiring from the labor market at large.
![Page 8: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/8.jpg)
Prepared By Mostafa Kamel
Important HR Planning Techniques • Replacement Chart is a list of each management position, who
occupies it, how long that person will likely stay in the job, and who is qualified as a replacement.• It is a technique commonly used to plan for specific positions at higher
organizational level.
• Skills Inventories (Employee Information Systems): is a computerized systems that contain information on each employee’s education, skills, work experience, and career aspirations.
• How can we forecast the external supply?
![Page 9: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/9.jpg)
Prepared By Mostafa Kamel
Matching HR Supply and Demand• After comparing future demand and internal supply, managers can
make plans to manage predicted shortfalls or overstaffing. • If a shortfall is predicted:• New employees can be hired, present employees can be retrained and
transferred into understaffed areas, individuals approaching retirement can be convinced to stay on, or labor-saving or productivity-enhancing systems can be installed.
• If overstaffing is expected:• Options are transferring the extra employees, not replacing individuals who
quit, encouraging early retirement, and laying off workers.
![Page 10: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/10.jpg)
Prepared By Mostafa Kamel
Staffing the Organization
![Page 11: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/11.jpg)
Prepared By Mostafa Kamel
• When managers have determined that new employees are needed, they must then turn their attention to recruiting and hiring the right mix of people. • This involves two processes: • Acquiring staff from outside the company (External staffing) • Promoting staff from within (Internal staffing).
![Page 12: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/12.jpg)
Prepared By Mostafa Kamel
Recruiting Human Resources
• Recruiting: is the process of attracting qualified persons to apply for jobs an organization is seeking to fill. • There are two types of recruiting:• Internal Recruiting: is considering present employees as candidates for
openings. Methods include:• Promotions• Skill inventory system
• External Recruiting: is attracting persons outside the organization to apply for jobs. Methods include:• Posting jobs on the company website or other job sites (e.g. Monster.com).• Campus interviews.• Employment agencies.
![Page 13: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/13.jpg)
Prepared By Mostafa Kamel
Selecting Human Resources
• The intent of the selection process is to gather from applicants the information that will predict job success and then to hire the candidates likely to be most successful.
![Page 14: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/14.jpg)
Prepared By Mostafa Kamel
Selections Devices include
• Application Forms: is an efficient way of gathering information about the applicant’s work history, education, and other demographic data.• Tests: Tests of ability, skills, aptitude, or knowledge relevant to a particular job
are usually the best predictors of job success, although tests of general intelligence or personality are occasionally useful as well.• Interviews: • Structured interview, questions are written in advance, and all inter viewees follow the
same question list with each candidate. • Unstructured interview, questions are asked at random.
• Other Techniques: Organizations often require applicants to take physical exams and drug tests. Some organizations also run credit checks on prospective employees.
![Page 15: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/15.jpg)
Prepared By Mostafa Kamel
Developing the Workforce
![Page 16: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/16.jpg)
Prepared By Mostafa Kamel
Training
• Training is a necessary practice if the organization wants to maintain a qualified and effective workforce.• On-the-Job Training: Training, sometimes informal, conducted while
an employee is at work.• Off-the-Job Training: Training conducted in a controlled environment
away from the work site.• Vestibule Training: off-the-job training conducted in a simulated
environment.
![Page 17: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/17.jpg)
Prepared By Mostafa Kamel
Performance appraisals
• Performance Appraisal: is the evaluation of an employee’s job performance in order to determine the degree to which the employee is performing effectively.• The appraisal process begins when a manager defines performance
standards for an employee. The manager then observes the employee’s performance.
![Page 18: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/18.jpg)
Prepared By Mostafa Kamel
Performance Evaluation Form
![Page 19: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/19.jpg)
Prepared By Mostafa Kamel
Compensation and Benefits
![Page 20: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/20.jpg)
Prepared By Mostafa Kamel
• Compensation System: is the total package of rewards that organizations provide to Individuals in return for their work.
• Finding the right combination of compensation elements is always complicated by the need to make employees feel valued, while holding down company costs.
![Page 21: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/21.jpg)
Prepared By Mostafa Kamel
Wages and Salaries
• Wages compensation in the form of money paid for time worked.• Salary compensation in the form of money paid for performing of a
job.• In setting wage and salary levels, a company may start by looking at
its competitors’ levels. Firms must also decide how their internal wage and salary levels will compare for different jobs.
![Page 22: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/22.jpg)
Prepared By Mostafa Kamel
Incentive Programs
• Incentive Program is a special compensation program designed to motivate high performance.• There are two types of incentive programs:
1. Individual Incentives.2. Companywide Incentives.
![Page 23: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/23.jpg)
Prepared By Mostafa Kamel
1. Individual Incentives
• Examples could be:• Sales bonus • Merit salary systems: link pay raises to performance levels in non-
sales jobs.• Stock options: Executives commonly receive Stocks as incentives• Pay for Performance (or variable pay) in which middle managers
are rewarded for especially productive output.
![Page 24: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/24.jpg)
Prepared By Mostafa Kamel
2. Companywide Incentives
Are incentive programs apply to all the employees in a firm. • Profit-sharing plans: Profits earned above a certain level are
distributed to employees. • Gain sharing plans: Distribute bonuses to Employees when a
company’s costs are reduced through greater work efficiency. • Pay for Knowledge plans: Pay workers to learn new skills and to
become proficient at different jobs.
![Page 25: Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel](https://reader030.vdocuments.site/reader030/viewer/2022033022/56649e425503460f94b347ef/html5/thumbnails/25.jpg)
Prepared By Mostafa Kamel
Benefits Programs
• Benefits: are compensation other than wages and salaries and other incentives offered by a firm to its workers.• Benefits examples could be:
• Health, life, and disability insurance.• On-site child-care centers. • Reduced membership fees at gyms and health clubs.• Retirement Plans or (pension plans)
• Cafeteria Benefits Plan benefit plan that sets limits on benefits per employee, each of whom may choose from a variety of alternative benefits.