Chapter 11- HR Management – Flashcards

employment activities designed to "right past wrongs" by increasing opportunities for minorities and women

training programs involving a period during which a learner works alongside an experienced employee to master the skills and procedures of a craft

fringe benefits plan that allows employees to choose the benefits they want up to a certain dollar amount

work schedule that allows an employee to work full number of hours per week but in fewer days

workers who do not have the expectation of regular, full-time employment

in a flextime plan, the period when all employees are expected to be at their job stations

work schedule that gives employees some freedom to choose when to work, as long as they meet the required number of hours

benefits such as sick-leave pay, vacation pay, pension plans, and health plans that represent additional compensation to employees beyond base wages

the process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluation, compensating, and scheduling employees and scheduling employees to achieve organizational goals

a study of what is done by employees who hold various job titles

a summary of the objectives of a job, the type of work to be done, the responsibilities and duties, the working conditions, and then relationship of the job to other functions

an arrangement whereby two part-time employees share one full-time job

the use of equipment that duplicates job conditions and tasks so that trainees can learn skills before attempting them on the job

a written summary of the minimum qualifications required of a worker to do particular job

the process of training and educating employees to become good managers and then monitoring the progress of their managerial skills over time

an experienced employee who supervises, coaches, and guides lower-level employees by introducing them to the right people and generally being their organizational sponsor

the process of establishing and maintaining contacts with key managers in one's own organization and other organizations and using those contacts to weave strong relationships that serve as informal development systems

training that occurs away from the workplace and consists of internal or external programs to develop any of a variety of skills or to foster personal development

the activity that introduces new employees to the organization; to fellow employees; to their immediate supervisors; and to the policies, practices, and objectives of the firm

an evaluation that measures employee performance against established standards in order to make decisions about promotions, compensation, training, or termination

the set of activities used to obtain a sufficient number of the right people at the right time

discrimination against whites or males in hiring or promoting

the process of gathering information and deciding who should be hired, under legal guidelines, for the best interest of the individual and the organization

all attempts to improve productivity by increasing an employee's ability to perform. Training focuses on short-term skills, whereas development focuses on long-term abilities

training done in schools where employees are taught on equipment similar to that used on the job

Human resource management is the process of determining human resource needs andthen recruiting, selecting, developing, motivating, evaluating, compensating andscheduling employees to achieve organizational goals.

The civil rights act of 1964;this allowed the commission to issue specific guidelines for acceptable employer conductin administering equal opportunity employment. The civil rights act of 1991 expandedthe remedies available to victims of discrimination by amending Title VII of the CivilRights Act of 1964. Now victims of discrimination have the right to a jury trial. TheEqual Employment Opportunity Act of 1972 was added as an amendment to Title VII. Itstrengthened the Equal Employment Opportunity Act.

The U.S. Equal Employment Opportunity Commission (EEOC) is responsible for enforcing federal laws that make it illegal to discriminate against a job applicant or an employee because of the person's race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information. Affirmative action is meant to right past wrongs.

The Americans with DisabilitiesAct of 1990 requires employers to give disabled applicants the same consideration for employment.

The five steps are (1) preparing a human resource inventory of the organization's employees; (2) preparing a job analysis; (3) assessing future demand; (4) assessing future supply; (5) establishing a plan for recruiting, hiring, educating, appraising, compensating, and scheduling employees.

Legal restrictions complicate hiring and firing practices. Finding suitable employees can be more difficult if companies are considered unattractive workplaces. Some organizations have policies that demand promotions from within, operate under union regulations, or offer low wages which all of these usually make it difficult torecruit well qualified employees, it can also be difficult to find the necessary people to fill jobs because of the team work that is required.

The steps are (1) obtaining complete application forms, (2) conducting initial and follow up interviews, (3) giving employment test, (4) conducting background investigations, (5) obtaining results from physical exams, (6) establishing a trial period of employment.

Contingent workers are workers that do not work full time and are often not entitled tothe pay and benefits of full time employees. Theses employees can consist of collegestudents, interns, seasonal workers and independent contractors. Some companies usethese workers because they may be in an industry that has projects that last only a day or a couple of weeks or months but usually that is it. Many time employers will use thesekinds of employees and if they are satisfied with what they do they may offer them a fulltime position.

Training activities include employee orientation, on- and off-the-job training, apprentice programs, online training, vestibule training, and job simulation.

The primary purpose of a performance appraisal is to evaluate the performance level of employees are measured against established standards to make decisions about promotions, compensation, additional training, or firing.

The six steps to performance appraisal are to establish a performance standard which is acrucial step. Standards must be understandable, subject to measurement and reasonable.Communicating those standards, where most managers assume that employees knowwhat is expected of them but such assumptions are dangerous at best. Employees must be told clearly and precisely what the standards and expectations are and how they are to be met. Evaluating performance is the next step to be considered, if the first two stepsare done correctly. Performance evaluation is relatively easy. Discussing results withemployees is another important facet of the evaluation process. Most people will makemistakes and fail to meet expectations at first. It takes time to learn a new job and to do itwill. Discussing an employee's successes and areas that need improvement can providemanagers with an opportunity to be understanding and helpful. Taking corrective actionis also needed. As an appropriate part of the performance appraisal, a manger can takecorrective action or provide corrective feedback to help the employee perform his or her job better. Finally using the results to make decisions. Decisions about promotions,compensation, additional training, or firing are all based on performance evaluations.

They include salary systems, hourly wages, piecework, commission plans, bonus plans, profit-sharing plans, and stock options. The most common are gain-sharing and skill based compensation programs. Managers also reward outstanding individual performance within teams.

With profit sharing comes a feeling that the firm belongs to the employee and they almostdo whatever is necessary to get the job done. They will make sure they come under budget and always get the task done on time or ahead of schedule. These are major pluses for any firm in business today.

Flextime gives the employees some freedom to choose when to work, as long as theywork the required amount of hours per week. The most popular plans allow employees tocome in between 7am and 9am and leave from 4pm to 6pm. There are some realdisadvantages to flextime as well. Flextime is certainly not for all organizations. For example, it cannot be offered to certain industries like manufacturing when it is essentialfor all employees to be there at the same time. Another disadvantage to flextime is thatmanagers need to work long hours many times between 6am and 6pm. Telecommutinghas grown tremendously in recent years. Nearly 10 million U.S. workers now work atleast several days per month at home. Telecommuting can be a cost saver for employers. Now that some of their employees work from home there is no need to have office spaceto house them. Job sharing is an arrangement whereby two part-time employees share onfull-time job. This is good for employees who cannot or prefer not to work full-time, itusually permits a high level of enthusiasm, and there is also reduced absenteeism andtardiness

training programs in which employees complete classes via the Internet

Many current challenges and opportunities arise from changing demographics: more women, minorities, immigrants, and older women in the workforce. Others include a shortage of trained workers, skilled workers in declining industries requiring retraining, changing employee work attitudes, and complex laws and regulations.

Recruiting sources are classified as either internal or external. Internal sources include hired from within (transfers, promotions, reassignments) and employees who recommend others to hire. External recruitment sources include advertisements, public and private employment agencies, college placement bureau, management consultants, professional organizations, referrals, walk-in applications, and the Internet.

Management development methods include on-the-job coaching, understudy positions, job rotation, and off-the-job courses and training. Networking is the process of establishing contacts with key managers within and outside the organization to get additional development assistance.

The steps are (1) establish performance standards; (2) communicate those standards; (3)compare performance to standards; (4) discuss results; (5) take corrective action when needed; and (6) use the results for decisions about promotions, compensation, additional training, or firing.

Fringe benefits include sick leave, vacation pay, company cars, pension plans, and health plans that provide additional compensation to employees beyond base wages. Cafeteria-style fringe benefits plans let employees choose the benefits they want, up to a certain dollar amount.

Employees can be moved up (promotion), over (reassignment), or out (termination or retirement) of a company. They can also choose to leave a company and pursue opportunities elsewhere.