chapter 11 managing human resource systems © 2015 cengage learning mgmt7

Chapter 11 Managing Human Resource Systems

© 2015 Cengage Learning MGMT7

The Human Resource Management Process

© 2015 Cengage Learning

Federal Employment Laws


Employers may not discriminate in employment decisions based on sex, age,

religion, color, national origin, race, disability.

11-1

Major Federal Employment Laws

• Equal Pay Act of 1963• Title VII of the Civil Rights Act of 1964• Age Discrimination in Employment Act of 1967• Pregnancy Discrimination Act of 1978• Americans with Disabilities Act of 1990• Civil Rights Act of 1991• Family and Medical Leave Act of 1993• Uniformed Services Employment and

Reemployment Rights Act of 1994

© 2015 Cengage Learning 11-1

6

Federal Employment Laws

Equal Pay Act of 1963Equal Pay Act of 1963

Civil Rights Act of 1964Civil Rights Act of 1964

Age Discrimination inEmployment Act of 1967

Age Discrimination inEmployment Act of 1967

Pregnancy DiscriminationAct of 1978

Pregnancy DiscriminationAct of 1978

prohibits unequal pay for males and females doing similar work

prohibits unequal pay for males and females doing similar work

prohibits discrimination on basis ofrace, color, religion, gender, origin

prohibits discrimination on basis ofrace, color, religion, gender, origin

prohibits discrimination against persons age 40 and over

prohibits discrimination against persons age 40 and over

prohibits discrimination in employmentagainst pregnant women

prohibits discrimination in employmentagainst pregnant women

7

Federal Employment Laws (cont.)

Americans with Disabilities Act of 1990

Americans with Disabilities Act of 1990

Civil Rights Act of 1991Civil Rights Act of 1991

Family & Medical LeaveAct of 1993

Family & Medical LeaveAct of 1993

prohibits discrimination on the basis ofphysical or mental disabilities

prohibits discrimination on the basis ofphysical or mental disabilities

strengthened the Civil Rights Act of 1964strengthened the Civil Rights Act of 1964

permits workers to take up to 12 weeksof unpaid leave for pregnancy, etc.

permits workers to take up to 12 weeksof unpaid leave for pregnancy, etc.

Adapted from Exhibit 11.2Uniformed Services Employment & Reemployment Rights Act

Uniformed Services Employment & Reemployment Rights Act

prohibits discrimination against those serving in the Armed Forces

prohibits discrimination against those serving in the Armed Forces

Equal Employment Opportunity Commission

• The EEOC has investigatory, enforcement, and informational responsibilities.

• It investigates charges of discrimination, enforces the provisions of these laws in federal court, and publishes guidelines (Uniform Guidelines on Employee Selection Procedures)that organizations can use to ensure they are in compliance with the law.

• These guidelines define two important criteria that are used to determine whether companies have engaged in discriminatory practices:– Disparate treatment– Adverse Impact

8

Adverse Impact and Employment Discrimination

9

Four-FifthsRule

Four-FifthsRule

AdverseImpact

AdverseImpact

DisparateTreatmentDisparateTreatment

Intentional discrimination that results in equally qualified people being treated differently

Unintentional discrimination that works to the disadvantage of member of protected groups

Comparison of selection rates of a protected to a nonprotected group, to determine if adverse impact has occurred1.21.2

10

Determining Adverse Impact:The Four-fifths Rule

Source: Adoption of Questions and Answers to Clarify and Provide a Common Interpretation of the Uniform Guidelines on Employee Selection Procedures, Federal Register 44, no. 43 (March 2, 1979): 11998.

Exemptions From Antidiscrimination Regulations

11

• Bona Fide Occupational Qualification (BFOQ)– Suitable defense against a discrimination

charge only where age, religion, sex, or national origin is an actual qualification for performing the job.

• Business Necessity– Work-related practice that is necessary to the

safe and efficient operation of an organization.

Sexual Harassment


A form of discrimination in which unwelcome sexual advances, request for sexual favors, or other verbal or physical

conducts of a sexual nature occurs.

•Quid pro quo sexual harassment

•Hostile work environment

11-1

Sexual Harassment

14

HostileWork

Environment

HostileWork

Environment

QuidPro Quo

QuidPro Quo

unwelcome and demeaning sexuallyrelated behavior creates an intimidating and offensive work environment

unwelcome and demeaning sexuallyrelated behavior creates an intimidating and offensive work environment

employee outcomes depend on whether an individual submits tosexual harassment

employee outcomes depend on whether an individual submits tosexual harassment

Common Managerial Mistakes in Sexual Harassment Laws

• That the victim and harasser must be of the opposite sex

• That harassment can only occur between coworkers or supervisors and subordinates

• That only victims can file complaints

15

Assuming:

What Should Managers Do?

• Respond immediately

• Write a clear sexual harassment policy

• Establish clear reporting procedures

• Be aware of local and state laws and enforcement agencies

© 2015 Cengage Learning11-1

Job Analysis


A purposeful, systematic process for collecting information on the important

work-related aspects of a job.

•Work activities•Tools and equipment used to do to the job•Context in which the job is performed•The personnel requirements for performing the job

11-2

Results of Job Analysis

• Job description– a written description of the basic tasks,

duties, and responsibilities required of an employee holding a particular job

• Job specification– a summary of the qualifications needed

to successfully perform a job


Using Job Analysis, Descriptions, Specifications

• Used throughout the staffing process to ensure that selection devices and decisions are job-related.

• Job analyses, descriptions, and specifications help companies meet legal requirements that HR decisions be job-related.


© 2010 South-Western, a part of Cengage Learning. All rights reserved.

4–20

1Job Description for an Employment Assistant


4–21

1Job Description for an Employment Assistant (cont’d)


4–22

1Job Description for an Employment Assistant (cont’d)

Recruiting

• The process of developing a pool of qualified applicants.

Internal Recruiting

The process of developing a pool of qualified job applicants from people

who already work within the company.

• Job posting

• Career path


External Recruiting

Process of developing a pool of qualified job applicants from outside the

company.

•Advertising•Employee referrals•Walk-ins•Outside organizations•Employment services•Special events•Internet job sites


Selection• Selection

– the process of gathering information about job applicants to decide who should be offered a job

• Validation– the process of determining how well a

selection test or procedures predict future job performance


Application Forms and Résumés

• Application forms may only ask for valid, job-related information

• Résumés pose a problem because of false data.


References and Background Checks

• Employment references– contacting previous employers or

coworkers to learn more about the candidate

• Background checks – used to verify accuracy of information

that applicants provide about themselves


Getting Background Information

• Conduct criminal record checks• Ask applicants to sign a waiver to

check references, run a background check, or contact people with knowledge of work history

• Ask applicants if there is anything they want the company to know

• Consider hiring a private investigator


Selection Tests

• Specific ability tests• Cognitive ability tests• Biographical data (biodata)• Work sample tests (performance

tests)• Assessment centers

– in-basket exercise– leaderless group discussion


Don’t Ask! Topics to Avoid in an Interview

11-3© 2015 Cengage Learning

1. Children2. Age3. Disabilities4. Physical Characteristics5. Name6. Citizenship7. Lawsuits8. Arrest records9. Smoking10.AIDS/HIV

Clerical Test Items Similar to Those Found on the Minnesota Clerical Test


Interviews

• Unstructured interviews– free-flow of questions

• Structured interviews– interviewer uses standard set of prepared

questions

• Semistructured interviews– some structure combined with interviewer

judgement


Structured Interview Questions


• Situational questions– ask applicants how they would respond in a hypothetical

situation • Behavioral questions

– ask applicants what they did in previous jobs that were similar to the job for which they are applying

• Background questions– ask applicants about their work experience, education, and

other qualifications • Job-knowledge questions

– ask applicants to demonstrate their job knowledge

11-3

Guidelines for Conducting Effective Structured Interviews


Training and Training Needs

• Training– providing opportunities for employees

to develop the job-specific skills, experience, and knowledge they need to do their jobs or improve their performance

• Needs assessment– the process of identifying and

prioritizing the learning needs of employees © 2015 Cengage Learning11-4

Determining Training Needs

37

ConductingNeeds

Assessments

ConductingNeeds

Assessments

IdentifyPerformanceDeficiencies

IdentifyPerformanceDeficiencies

Test EmployeeSkills and

Knowledge

Test EmployeeSkills and

Knowledge

SurveyEmployers

and Managers

SurveyEmployers

and Managers

Listen toCustomer

Complaints

Listen toCustomer

Complaints

Training Objectives and Methods


E-Learning

• Advantages– reduce travel costs– increase productivity– decrease employee stress

• Disadvantages – not always the appropriate method– not effective for changing behavior or developing

problem- solving skills – require significant investment in technology– many employees find it boring and unengaging


Evaluating Training

• Reactions– how satisfied trainees were with the program

• Learning– how much employees improved their knowledge or

skills

• Behavior– how much employees actually changed their on-the-

job behavior

• Results– how much training improved job performance


Performance Appraisal

The process of appraising how well employee are doing their jobs.


Accurately Measuring Job Performance

• Objective performance measures– measures of performance that are

easily and directly counted or quantified (output, scrap, sales, etc)

• Subjective performance measures– require that someone judge or assess a

worker’s performance


Subjective Performance Appraisal Scales


Rater Training

• Frame-of-reference training– a group of trainees learns how to do

performance appraisals by watching a video of an employee at work and then evaluating the person’s performance

– a trainer shares his or her evaluations, and trainees’ evaluations are compared with experts’

– expert explains his or her evaluation– process repeated until the differences are

minimized© 2015 Cengage Learning 11-5

Sharing Performance Feedback

• 360-degree feedback– feedback comes from four sources: the

boss, subordinates, peers and coworkers, and the employees themselves


What to Discuss in a Performance Appraisal Feedback Session


Improving Performance Reviews

• Separate developmental feedback from administrative feedback

• Performance appraisal feedback sessions should be based on employee self-appraisals

• What people do with the feedback matters; it helps if people discuss their performance feedback with others, and discuss it with people who provided it


Compensation

The financial and nonfinancial rewards that organizations give employees in

exchange for their work.


49

Compensation Decisions

• Job evaluation

• Piecework

• Commission

• Profit sharing

• Employee stock ownership plans

• Stock options

• Hierarchical

• Compressed

PayLevel

PayVariability

PayStructure

• Cafeteria plans

• Flexible plans

• Payroll deductions

EmploymentBenefits

Pay-Level Decisions

50

• Job evaluation is used to determine the worth of jobs– pay the “going rate”

• Should workers be paid at, below, or above current market wage?– attracts a larger, more qualified pool of applicants– increases the rate of job acceptance– decreases the time it takes to fill positions– increases the time that employees stay

Employment Benefits

51

• Compensation other than direct wages• Employee benefits are legally mandated:

– Social Security– worker’s compensation– unemployment insurance

• Cafeteria benefit plans– employees can select from optional benefits

• Payroll deductions

Employment Separation

A broad term covering the loss of an employee for any reason.

•Involuntary separation•Voluntary separation


Terminating Employees• Often mismanaged• Minimize problems in firing employees

– In most situations, firing should not be the first option.

– Employees should be fired only for a good reason

• wrongful discharge.• Employment-at-will.

• Employees should always be fired in private.


Downsizing

The planned elimination of jobs in a company.

May actually decrease productivity and lead to loss of skilled workers.


Guidelines for Conducting Layoffs

• Provide clear reasons and explanations for the layoffs.

• To avoid laying off employees with critical or irreplaceable skills, knowledge, and expertise, get input from human resources, the legal department, and several levels of management.

• Train managers in how to tell employees that they are being laid off (i.e., stay calm; make the meeting short; explain why, but don’t be personal; and provide information about immediate concerns such as benefits, finding a new job, and collecting personal goods).


Guidelines for Conducting Layoffs

• Give employees the bad news early in the day, and try to avoid laying off employees before holidays.

• Provide outplacement services and counseling to help laid-off employees find new jobs.

• Communicate with employees who have not been laid off to explain how the company and their jobs will change.



Retirement

• Early retirement incentive program (ERIP)– offer financial benefits to employees to

encourage them to retire early. – reduces number of employees, lowers costs,

creates new openings

• Phased retirement– employees transition to retirement by

working reduced hours before completely retiring

11-6

Employee Turnover

The loss of employees who choose to leave the company.

•Functional turnover(encouraged)–the loss of poor-performing employees

•Dysfunctional turnover(discouraged)– the loss of high performing employees


chapter 11 managing human resource systems © 2015 cengage learning mgmt7

Documents

employment act

employment discrimination

pregnancy discrimination

disabilities act

civil rights act

age discrimination

charges of discrimination

employment decisions