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Chapter 11 - Coggle Diagram
Chapter 11
working with people is just the beginning
human resource management: process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organization goals.
the human resource challenge: the most dramatic changes that have impacted the US businesses are the ones in the labor force.
laws affecting human resource management
affirmative action: employment activities designed to right past wrongs by increasing opportunities for minorities and women
reverse discrimination: discrimination against members of a dominant or majority group
effects of legislation:
-employers must know and act in accordance with the legal rights of their employees or risk costly court cases
-legislation affects all areas of human resource management, from hiring and training to compensation
-court cases demonstrate that it is sometimes legal to provide special employment and training to correct discrimination in the past
-new court cases and legislation change human resource management almost daily; the only way to keep current is to read the business literature and stay familiar with emerging issues
determining a firm's human resource needs
preparing a human resource inventory of the organization's employees
preparing a job analysis
assessing future human resource demand
assessing future labor supply
establishing a strategic plan
selecting employees who will be productive
6 steps of the selection process
obtaining complete application forms
conducting initial and follow-up interviews
giving employment tests
conducting background investigations
obtaining results from physical exams
establishing trial (probationary) periods
training and developing employees for optimum performance
orientation
on the job training
apprentice programs
off the job training
online training
vestibule training
job simulation
management development:
on the job coaching
understudy positions
job rotations
off the job courses and training
appraising employee performance to get optimum results
establishing performance standards
communicating those standards
evaluating performance
discussing results with employees
taking corrective action
using the results to make decisions
compensating employees: attracting and keeping the best
attracting the kinds of people organization needs, and in sufficient numbers
providing employees with the incentive to work efficiently and productively
keeping valued employees from going to competitors or starting competing firms
maintaining a competitive position in the marketplace by keeping costs low through high productivity from a satisfied workforce
providing employees with some sense of financial security through fringe benefits such as insurance and retirement benefits
pay systems:
salary
hourly wage or daywork
piecework system
commission plans
bonus plans
profit sharing plans
gain sharing plans
stock options
scheduling employees to meet organizational and employee needs
job sharing plans:
employment opportunities for those who cannot or prefer not to work full time
an enthusiastic and productive workforce
reduced absenteeism and tardiness
ability to schedule part time workers into peak demand periods
retention of experience employees who might otherwise have retired