managing human resources, 4th edition chapters 1 -17
TRANSCRIPT
Managing Human Resources, 4th edition
by Gomez-Mejia, Balkin, and Cardy ( Ch 1 – 17)GMAG 508 – Summer 2009(A Birds Eye View)
Chapter 1 : Meeting Present and Emerging Strategic Human Resource Challenges
This first chapter provides a broad overview of the strategic human resource challenges organizations face, and provides a framework to understand the role of human resource strategies, activities, and programs to achieve sustained competitive advantage.
To support this broad perspective, some of the most important external and internal challenges vis-à-vis HR strategies are discussed in three categories: environmental challenges, organizational challenges, and individual challenges.
Chapter 1 : Meeting Present and Emerging Strategic Human Resource Challenges
The chapter explains the planning and implementation of strategic HR policies, as well as the role of line managers and the HR department in the effective use of human resources.
Also explored here is how managers, in partnership with human resource professionals, adopt and implement HR strategies through specific strategies and programs.
Chapter 1 : Meeting Present and Emerging Strategic Human Resource Challenges
HR professionals are often responsible for designing these programs in order to meet business goals and employee needs.
While the line managers provide the necessary input during the program design phase, they are primarily responsible for carrying out or implementing such programs.
This chapter provides a strong overview of how firms can use HR strategies and initiatives to deal with external and internal challenges which are then explored in detail in later chapters.
Challenges
Explain how a firm’s human resource influences its performance
Describe how firms use HR initiatives to cope with workplace changes & trends such as a more diverse workplace, global economy, downsizing and new legislation.
Distinguish between the role of HR department and the role of the firm’s managers in utilizing human resources effectively.
Indicate how members of the HR department and managers within a company can establish a strong relationship
Identify HR strategies that fit corporate and business unit strategies
Chapter 2: Managing Work-flows and Conducting Job Analysis
Work-flow is a highly dynamic process, and a well-designed organizational structure will ensure that work is performed efficiently and produces a high quality product or service.
This chapter discusses the various aspects of organizational design and structure, and the flow of work within the structure to accomplish an organization’s goals and objectives.
The term organizational structure refers to relationships among people and groups in an organization.
Chapter 2: Managing Work-flows and Conducting Job Analysis
Work-flow refers to the way that work is organized within the structure to meet production or service goals.
Work-flow can be viewed from three different perspectives within the organizational structure: the entire organization, work groups, and individual employees.
When business conditions or organizational strategy and objectives change, often the design and structure of the organization will also undergo change in order to adapt, and each of the three elements may be affected.
Chapter 2: Managing Work-flows and Conducting Job Analysis
Job analysis is a tool used by organizations to document and describe job content, and measure how much and what types of work are necessary to achieve organizational objectives.
Contingent workers and alternative work schedules are also explored in this chapter as a means to create a flexible workforce.
Finally, Human Resource Information Systems (HRIS) applications are discussed, and the management of security and privacy issues are explored.
Challenges
Describe bureaucratic, flat and boundary less organization structures and the business environments in which each is most appropriate.
List the factors influencing worker motivation that are under the manager’s control.
Conduct job analysis and prepare job descriptions & specifications.
Apply flexible work designs to situations in which employees have conflicts between work and family, or employees face fluctuating demand for their products.
Develop policies and procedures to protect human resource information system data so that employee’s privacy rights are maintained
Chapter 3: Understanding Equal Opportunity and the Legal Environment
This chapter examines the aspects of HR law and regulations.
The goal is to identify and discuss the laws themselves and how best to comply with them and do what is best for the organization.
The chapter unveils why understanding the legal environment is important and the context in which HR regulation occurs.
It further explores the challenges to legal compliance.
It ends with ways for the effective manager to avoid the pitfalls in the EEO legal environment.
Challenges
Explain why compliance with HR law is an important part of doing business.
Follow changes in HR law, regulation and court decisions.
Manage within equal employment opportunity laws and understand the rationale and requirements of affirmative action.
Make managerial decisions that will avoid legal liability.
Know when to seek the advice of legal counsel on HRM matters.
Chapter 4: Managing Diversity
One of the greatest challenges facing organizations today is managing workforce diversity in a way that both respects the employees' unique attitudes and promotes a shared sense of corporate identity.
This chapter explores the issues that are linked to diversity management.
In the present World, the design and implementation of HR programs cannot ignore the diverse nature of the workforce.
Thus, by the end of this chapter the reader should have a better grasp of diversity issues and how to handle them successfully
Challenges
Link affirmative action programs to employee diversity programs to ensure that the two support each other.
Identify the forces that contribute to the successful management of diversity within the firm.
Reduce potential conflicts among employees resulting from clashes and misunderstandings.
Draw a profile of employee groups that are less likely to be part of corporate mainstream and develop policies specifically targeted to these group’s needs.
Implement HR systems that assist the firm in successfully managing diversity
Chapter 5: Recruiting and Selecting Employees
This chapter focuses on staffing, one of the most important HR activities in which the manager is involved.
First, the hiring process is defined and discussed. Second, the major challenges managers face in
trying to hire or promote the best persons for the job are examined.
Third, a set of procedures to deal with these challenges and to avoid potential problems is recommended.
Finally, the legal issues involved in staffing are briefly discussed.
Challenges
Understand the supply and demand of HR Weight the advantages and disadvantages
of internal & external recruiting. Distinguish among the major selection
methods and use the most legally defensible of them.
Make staffing decisions that maximize the hiring and promotion of the best people.
Understand the legal constraints on the hiring process.
Chapter 6: Managing Employee Separations, Downsizing, and Outplacement
Conducting a termination or layoff is one of the most sensitive and difficult things that a manager will ever have to do.
There are a number of factors to consider when conducting this process, and the manner in which the termination or layoff is performed and managed has impact on not only the affected employee but also those that remain with the organization in its aftermath.
Chapter 6: Managing Employee Separations, Downsizing, and Outplacement
Additionally, many separations (voluntary or involuntary) can be avoided through good management practices.
The cost of separations to the organization are much higher than many people realize, making good management practices even more important.
Challenges
Identify the costs and benefits associated with employee separations.
Understand the differences between voluntary and involuntary separations.
Avoid problems in the design of early retirement policies.
Design HRM policies for downsizing the organization that are alternatives to a layoff and when all else fails, develop a lay off program that is effective and fair to the firm’s stakeholders.
Understand the significance and value of outplacement programs.
Chapter 7: Appraising and Managing Performance
An important function of effective management is accurate measurement of employee performance.
This chapter discusses the foundation, design, and implementation of performance measurement systems.
In addition, it describes the principles of effective performance management so that the reader will have an understanding of how to create a positive appraisal environment.
Challenges
Explain why performance appraisal is important and describe its components.
Discuss the advantages and disadvantages of different performance rating systems.
Manage the impact of rating errors and bias on performance appraisals and how to manage its impact.
Identify the major legal requirements for appraisal.
Use performance appraisals to manage and develop employee performance.
Chapter 8: Training the Workforce
Organizations face several questions with respect to training. For example, they have to respond to "How can we effectively and efficiently deliver training to employees?" and "Should training programs cut across functional or craft lines?"
These and other questions are addressed in this chapter.
The chapter distinguishes between training and development.
Chapter 8: Training the Workforce
The major challenges managers face in trying to improve workers' performance through training are also presented.
In addition, the chapter offers suggestions on managing the three phases of the training process, explores particular types of training, and considers ways to maximize and evaluate training's effectiveness.
The chapter closes with a discussion of new employee orientation.
Challenges
Determine when employees need training and the best type training given a company’s circumstances
Recognize the characteristics that make training programs successful.
Weigh the costs and benefits of a computer based training program.
Design job aids as complements or alternatives to training.
Understand how to socialize new employees effectively.
Chapter 9 :Developing Careers
This chapter focuses on the career development process.
Firstly, career development is defined. Secondly, the major managerial challenges
related to career development are explored. Approaches to assist managers avoid career
development problems are presented as well. Then, the chapter ends by addressing three
special issues in career development. These include managerial development,
development through the life cycle, and self
development.
Challenges
Establish a sound process for helping employees develop their careers.
Understand how to develop your own career.
Identify the negative aspects of an overemphasis on career development.
Understand the importance of dual career issues in career development.
Develop a skills inventory and career path. Establish an organizational culture that
supports career development.
Chapter 10 : Managing Compensation
The way a firm handles compensation-related issues has a direct impact on employees and the business.
Compensation affects the firm's ability to attract, retain, and motivate employees.
It also has a direct bearing on the extent to which labor costs detract from or contribute to business objectives and profitability.
Thus, managers need to understand the important issues related to the design and management of a compensation system.
Chapter 10 : Managing Compensation
This chapter addresses this matter. It defines the components of
compensation and presents the nine criteria used in developing a compensation plan.
It also describes the process of designing a compensation plan and concludes with a discussion of the legal and regulatory influences surrounding employee compensation.
Challenges
Identify the compensation policies and practices that are most appropriate for a particular firm.
Weigh the strategic advantages and disadvantages of the different compensation options.
Establish a job based compensation scheme that is internally consistent and linked to the labor market.
Understand the differences between a compensation system in which employees are paid for the skills they use and one in which they are paid for the job they hold.
Make compensation decisions that comply with legal framework
Chapter 11 : Rewarding Performance
This chapter focuses on the effective design and implementation of pay‑for-performance systems.
First, it addresses the major challenges and pitfalls facing managers in their attempts to link pay and performance.
Second, the chapter offers a set of general recommendations to deal with pay‑for-performance challenges.
Third, it describes and analyzes specific types of pay‑for-performance programs.
Finally, it discusses unique pay‑for‑performance plans for executives and sales personnel.
Challenges
Recognize individual and group contributions to the firm by rewarding high performers.
Develop pay for performance plans that are appropriate for different levels in an organization.
Identify the potential benefits and drawbacks of different pay for performance systems and choose the plan that is most appropriate for a particular firm.
Design an executive compensation package that motivates to make decisions that are in the firm’s best interest.
Weigh the pros and cons of different compensation methods for sales personnel and create an incentive plan that is consistent with the firm’s marketing strategy.
Design an incentive system to reward excellence in customer service
Chapter 12 :Designing and Administering Benefits
The chapter begins with a broad view of the importance of employee benefits and how they are associated with the total compensation package.
The two categories of employee benefits programs (i.e., legally required benefits and voluntary benefits) are described in detail.
Lastly, this chapter presents some key issues in benefits administration.
Challenges
Explain the significance of employee benefits to both employers and employees.
Design a benefits package that supports the firm’s overall compensation strategy and other HRM policies.
Distinguish between a defined benefit retirement plan and a defined contribution retirement plan and recognize the situations in which each is appropriate.
Challenges
Discuss how traditional health insurance plans and managed care health insurance plans work and the advantages and disadvantages of each.
Develop cost containment strategies for the different types of employee benefits.
Understand the administrative complexities of providing a full array of benefits to the work force and suggest ways to deliver benefits effectively.
Recognize the HR department’s key role in keeping accurate record of employee benefits and informing employees about their benefits.
Chapter 13: Developing Employee Relations
This chapter addresses the importance of effective employee relations.
It explores the roles of managers and employee relations specialists, and it describes how they should work to coordinate an employee relations program.
This chapter also presents a model of how communication works.
Chapter 13: Developing Employee Relations
Moreover, it explores specific policies that give employees access to important company information as well as those which provide feedback to top managers.
Lastly, the chapter examines some programs for recognizing employees' contributions (both individual and team) to company goals
Challenges
Outline how good employee relations and communication can contribute to business goals.
Describe the three types of programs used to facilitate employee communications.
Explain the various appeals procedures through which employees can challenge management actions.
Understand how employees assistance programs can help employees deal with personal problems that may interfere with job performance.
Summarize the technological innovations that allow managers to disseminate information quickly and explain how information dissemination influences an organization’s employee relations.
Chapter 14: Respecting Employee Rights and Managing Discipline
This chapter examines employee rights and employee discipline.
The concepts of employee rights, management rights, and the employment-at-will doctrine are discussed.
Some challenges managers encounter in balancing employee rights with their own rights and responsibilities (duties) are explored.
Chapter 14: Respecting Employee Rights and Managing Discipline
Employee discipline is discussed, and some suggestions for managing difficult employees are offered.
The chapter concludes with a discussion of how the HR department can support managers faced with employee discipline issues.
Challenges
Understand the origins and scope of employee rights and management rights.
Explain why the HR department must balance management’s rights and employee rights when designing employment policies.
Describe the employment at will doctrine. Distinguish between progressive
discipline procedures and positive discipline procedures.
Challenges
Apply fair standards to a case of employee misconduct and justify the use of discipline.
Manage difficult people who challenge their supervisors with such problems as poor attendance, low performance, insubordination, and substance abuse.
Avoid disciplinary actions by taking a proactive and strategic approach to HRM.
Chapter 15Working with Organized Labor
Some employees prefer to work in a unionized setting, whereas others prefer a workplace that is not unionized.
This chapter explores the labor-management relationship between companies and unions.
It gives a brief review of the historical origins of U.S. labor unions.
This is followed by a description of the status of labor relations in the U.S. and in other countries.
Two different labor relations strategies used by employers are addressed along with the rules and procedures that govern union activities.
The chapter closes with a discussion of the impact of unions on HR policies and practices.
Challenges
Understand why employees join unions Understand the National Labor Relations
(Wagner) Act and how the National Labor Board regulates labor practices and union elections.
Describe labor relations in various parts of the World.
Identify labor relations strategies and describe how they effect operational and tactical labor relations decisions.
Challenges
Describe the three phases of labor relations process: union organizing, collective bargaining, and contract administration.
Explain how the union grievance procedure works and why the supervisor’s role is critical in achieving sound labor relations.
Identify the ways in which a union can effect a company’s entire pattern of human resources management including its staffing, employee development, compensation and employee relations policies.
Chapter 16 : Managing Workplace Safety and Health
Organizations realize the importance of social responsibility and that safe organizations are more effective organizations.
Moreover, the law requires that the workplace be safe and free of health hazards.
Thus, many firms seek to provide a workplace environment that is safe and healthy.
Chapter 16 : Managing Workplace Safety and Health
This chapter presents workplace safety and health in detail.
First, it deals with the legal issues of workplace safety and health.
Second, it presents a variety of contemporary safety and health issues.
Finally, the chapter evaluates programs designed to maintain employee safety and health.
Challenges
Describe the extent of employer’s responsibility to maintain a safe and healthy work environment.
Explain the reasons for safety and health laws and the costs and obligations they impose on employees.
Identify the basic provisions of the worker’s compensation laws and the Occupational Safety and Safety and Health Act.
Develop an awareness of contemporary health and safety issues, including AIDS, work place violence, smoking in the work place, cumulative trauma disorders, fetal protection, hazardous chemicals, and genetic testing.
Describe the features of safety programs and understand the reasons for and the effects of programs designed to enhance the employee well being.
Chapter 17: International HRM Challenge
This chapter demonstrates how managers can effectively utilize HRM practices to enhance their firms’ competitive response in an era when the opportunities and challenges facing business are international in nature.
It covers the stages of international involvement, the challenges of expatriate job assignments, and the ways to make those assignments more effective.
It also discusses the development of HRM policies in a global context and the specific HR concerns of exporting firms.
Challenges
Specify the HRM strategies that are most appropriate for firms at different stages of internationalization.
Identify the best mix of host county and expatriate employees given the conditions facing the firm.
Explain why international assignments often fail and the steps a firm can take to ensure success in this area.
Reintegrate returning employees into the firm after they complete an international assignment.
Develop HRM policies and procedures that match the needs and values of different cultures.
Preparation
Skip Chapters – 3, 4, 8, 12 ,14 & 15 Understanding Equal Opportunity & the Legal Environment Managing Diversity Training the Workforce Designing & Administrating Benefits Respecting Employee Rights & Managing Discipline Working with Organized Labor
Constitutes 6 Questions (Ch 1 – Ch8 = 2 questions, Ch9 – Ch 17 =4
questions) 1 Case Study 20 MCQ’s
Final Exam Friday, August 28, 2009 – 10am to 1pm