MGMT 3331 HR Management PDF

**Chapter 1** What is Human Resource Management? - refers to the policies, practices, and systems that influence employees\' behavior, attitudes, and performance. - plays a role in a company\'s survival, effectiveness, and competitiveness HRs Strategic role - Lead efforts focused...

**Chapter 1** What is Human Resource Management? - refers to the policies, practices, and systems that influence employees\' behavior, attitudes, and performance. - plays a role in a company\'s survival, effectiveness, and competitiveness HRs Strategic role - Lead efforts focused on talent management and performance management - Take the lead in helping companies attract, develop, and retain talent in order to create global workforces - Use and analyze data to make a business case for ideas and problem solutions HR\' Strategic Role Cont. \-   Demonstrating the Strategic Value of HRM: HR Analytics and Evidenced-Based HR \-   HR can engage in evidence-based HR \-   Requires the use of HR or Workforce Analytics BIG DATA -  Information merged from HR databases, corporate financial statements, employee surveys, and other data sources - Result in evidence-based HR decisions - Show that HR practices influence the organization\'s both profits and costs 9 Competencies for HR Professionals - HR Technical Expertise & Practice - Business Acumen - Critical Evaluation - Ethical Practice - Global and Cultural Effectiveness - Communications - Org Leadership & Navigation - Consultation - Resource Management HRM Profession Facts - HR positions vary according to position, experience, education, training, location and firm size - Overall employment in HR-related positions expected to grow 9% between 2014 and 2024 - The primary professional organization for HRM is the SOCIETY for HUMAN RESOURCE MANAGEMENT (SHRM) ⭐️ 3 Competitive Challenges Influencing HRM - 1\. Technology - 2\. Sustainability - 3\. Globalization The Sustainability Challenge (1 out of 2) - Sustainability relates to social responsibility - Sustainability refers to the company\'s ability to meet its needs without sacrificing the ability of future generations to meet their needs - Company must meet the needs of stakeholders - Stakes include shareholders, the community, customers and all other parties that have to seeing that the company succeeds. - Sustainability includes the ability to: - Deal with economic & social changes - Practice environmental responsibility - Engage in responsible and ethical business practices - Provide high-quality products and services - Put in place methods to determine if the company is meeting stakeholders\' needs Global Challenges - Offshoring - exporting jobs from developed countries to less developed countries - Reshoring - moving jobs from overseas to U.S. - Onshoring - exporting jobs to rural part of the United States - Companies MUST deal with the global economy, compete in and develop global markets and prepare employees for global assignments Technology Challenges - Advanced Technologies Internet Social Networking Labor Force and Employment Characteristics - Population is the most important factor in determining the size and composition of the labor force - Growth is slowing - Labor force is aging - Diversity is increasing - Service sector is growing - Education is important to meet job requirements - Shortage of qualified candidates Common Themes of Employee Engagement - pride in employer, satisfaction with employer, satisfaction with job, opportunity to perform challenging work, recognition and positive feedback from contributions, personal support from manager, effort above and beyond the minimum, understanding the link between one\'s job and the company\'s mission, prospects for future growth with the company, intention to stay with the company Talent Management - Attracting and retaining top talent - The right talent, at the right time, in the right place Nontradional Employment - Time Flexibility - Varying start and finish time - Reduced hours - Term-Time working - Compressed hours - Sabbatical or extended career break - Location Flexibility - Work from home - Family-leave programs - 75% of workers want flexible remote work options to continue after the immediate need has passed. Changing Demographics and Workplace Demographics - Recognize and capitalize on the demographics and diversity of the workplace ✔️ Internal labor force - current employees ✔️ External labor market - persons outside the firm actively seeking employment - avg she of workplace will increase - increases workplace diversity - immigration will affect size and diversity - generational difference with 5 generations - Gender and racial composition of the workplace **Chapter 2** Strategy model - Strategy formulation  - Mission → goals → external & internal analysis → strategic choice  - Strategy implementation  - HR needs → HR practices → HR capability → HR actions → Firm performance  Disparate treatment vs. Disparate Impact - Disparate Treatment - Direct discrimination - Unequal treatment - Intentional - Prejudiced actions -  Different Standards - Disparate Impact - Indirect discrimination - Unequal consequences or results - Usually unintentional - Neutral actions - Same standards but different consequences Introduction - Goal of strategic management is to deploy and allocate resources in a way that gives an organization competitive advantage. - HRM function must be integrally involved in the company\'s strategic management process. - A business model is how the firm will create value for customers profitably  -  fixed and variable costs ✓contributing and gross margins Strategy Implementation Variable  - Product market strategy → types of information → organizational structure → reward system → selection, training, & development of people → task design → performance What is Strategic Management? - STRATEGIC MANAGMENT is a process to address the organization\'s competitive challenges by integrating goals, policies and action sequences into a cohesive whole. - ➡️➡️ ⬅️⬅️ - STRATEGIC HUMAN RESOURCE MANGEMNT is a pattern of planned HR activities and deployments intended to enable an organization to achieve its goals. 2 Phases of Strategic Management - Strategy Formulation ↘️ & ↙️ Strategy Implementation BOTH make up the Phases of Strategic Management - Strategy formulation & Strategy implementation = 2 phases of strategic management Strategy Formulation  - Mission → goal → external analysis → internal analysis → strategic choice Strategy - Decisions about Competition - WHERE? HOW? WITH WHAT? SWOT Analysis  - Strengths, weaknesses opportunities, threats HRM\'s 3 Implementation Variables: - TASK PEOPLE REWARD SYSTEMS HRM and Strategy Implementation - Strategic choice → HR needs → HRM practices → HR capability →HR actions → Firm performance HRM and Strategy implementation - Job analysis/design → recruitment/selection → training/development → performance management →pay structure/benefits → labor-employee relations Porter\'s Strategies - COST DIFFERENTIATION Directional Strategies - Concentration - Growth (Internal & External I believe) - Downsizing - Mergers and Acquisitions HR\'s Role - Strategic Competitive Advantage - Strategic competitive advantage = emergent strategies & enhancing opportunities **Chapter 3** Legal System - Executive Branch - Legislative Branch - Judicial Branch Equal Employment Opportunity (EEO) - EEO - the government's attempt to ensure that all individuals have an equal chance for employment, regardless of race, color, religion, sex or national origin. - Enforced through constitutional amendments, legislation, executive orders, and court decisions. Constitutional amendments - 13th Amendment: abolished slavery - 14th Amendment: provides equal protection for all citizens and requires due process on state action. Congressional Legislature - Reconstruction civil rights acts of 1866 & 1871 - Equal pay act of 1963 - Title VII of the civil rights acts of 1964 - Age discrimination in employment act of 1967 - Pregnancy discrimination act - Americans with disabilities act of 1990 - Civil rights act of 1991 - Rehabilitation act of 1973 - Vietnam era veterans readjustment assistance act of 1974 Executive Orders - Executive Order 11246 - Prohibits government contractors and subcontractors from discrimination - Executive Order 11478 - Federal government employment policies based on merit and fitness Enforcement of EEO - Two agencies responsible for enforcement of these laws and executive orders: - Equal Employment Opportunity Commission (EEOC) - Office of Federal Contract Compliance Programs (OFCCP) 3 Types of Discrimination - Disparate Treatment - Disparate Impact - Reasonable Accommodation Disparate Treatment - Disparate treatment exists when individuals in similar situations are treated differently based upon race, color, religion, sex, national origin, age, or disability status. - The Plaintiff\'s Burden -  Prima Facie - The Defendant\'s. Rebuttal - Bona Fide occupational qualification Disparate Impact - Disparate impact occurs when a neutral employment practice disproportionately excludes a protected group from employment opportunities. - The Plaintiffs Burden - Four-fifths rule - Standard deviation rule - Defendant\'s Rebuttal - Must show that the employment practice is a \"business necessity\" Reasonable Accommodation - Reasonable Accommodation places a special obligation on an employer to affirmatively accommodate an individual\'s disability or religion. - Religion & Accommodation - \*An employee must demonstrate that he or she has a legitimate religious belief and provided the employer with notice of the need to accommodate the religious practice, and that adverse consequences occurred due to the employer\'s failure to accommodate\* - Disability and Accommodation - \*The plaintiff must show that she or he is a qualified applicant with a disability and that adverse action was taken by a covered entity\* Current issues Regarding Diversity and EEO - Sexual harassment → Affirmative action & reserve discrimination → outcomes of Americans with disabilities act → Gender Equity & LGBT issues  Sexual Harassment - unwelcome sexual advances, requests for sexual favors, and other verbal or physical contact of a sexual nature constitute sexual harassment when - Submission to such conduct is made either explicitly or implicitly a term or condition of an individual's employment (Quid Pro Quo) - Submission to or rejection of such conduct by an individual is used as the basis of employment decisions affecting such individuals (Quid Pro Quo) - Such conduct has the purpose or effect of unreasonably interfering with an individual's work performance or creating an intimidating, hostile, or offensive working environment (Hostile Working Environment) Affirmative Action and Reverse Discrimination - Affirmative Action was conceived as a way of taking extra effort to attract and retain minority employees. - Imposed quota programs - Entire debate over affirmative action continues to evoke attention Gender Equity - Equity in pay - Equity in representation - Not at the highest levels of organizations and / or society LGBT Issues - Most businesses are more inclusive. - The state of employment law has not caught up. - The Equality Act of 2017 amends Title VII to include sexual orientation and gender identity. - The courts recently decided that \" sex \" in Title VII is inclusive of biological gender, sexual orientation, and gender identity. Employee Safety - Employee safety is regulated by both federal and state governments. - *\*Occupational Safety and Health Act (OSHA)*\* - Authorizes the federal government to establish and enforce occupational safety and health standards for all places of employment engaging in interstate commerce. - Employee rights under OSHA General Duty Clause Rights Granted to workers under OSHA 1\) Request an inspection  2\) Have a representative present at an inspection 3\) Have dangerous substances identified 4\) Be promptly informed about exposure to hazards and be given access to accurate records regarding exposures  5\) Have employer violations posted at the work site  Safety Awareness Programs - attempts to instill symbolic and substantive changes to a safety program. - 3 Components of a Safety Awareness Program: - IDENTIFY, REINFORCE, & PROMOTE Job Analysis Information - Job Description - list of tasks, duties, and responsibilities & balance breath and specificity - Job Specification - list of knowledge, skills, abilities, another characteristic, a job specification is derived from a job description, & not directly observable Job Analysis: Sources and Methods - Sources of Job Analysis Information - Subject - matter experts - Job incumbent - Supervisors - Social networks - Prior information such as O \* NET **CHAPTER 4** Work - flow Design and \~ Organization Structure - Work - flow design - process of analyzing tasks necessary for production of a product or service, prior to assigning tasks to a particular job category or person  - Organization structure - relatively stable and formal network of vertical and horizontal interconnections among jobs that constitute the organization. Work - flow Analysis - Work - flow analysis is useful in providing a means for managers to understand all tasks required to produce a high - quality product and the skills necessary to perform those tasks. - Work - flow analysis includes analyzing: -  work outputs - work processes - work inputs Developing a Work-Unit Activity Analysis - raw inputs, equipment, human resources → activity → output Organization Structure does - Who reports to whom and who does what - Vertical reporting relationships & horizontal functional responsibilities. - Two dimensions of structure are: Centralization & Departmentalization Structural Configuration - Functional: High levels of centralization, very efficient, little redundancy - Divisional: More flexible and innovative, not efficient, & Low levels of centralization The Functional Structure - a type of business structure that organizes a company into different departments based on areas of expertise Divisional Structure - an organizational framework where a company is divided into separate, semi-autonomous units or divisions, each focused on a specific product, service, market, or geographic location Job Analysis - Job analysis is the process of getting detailed information about jobs. - It is important for organizations to match job requirements and people to achieve high quality performance. - Job analysis is the building block of everything that HR (human resource) managers do. Importance of Job Analysis to Line Managers the - Managers must have detailed information about all the jobs in their work group to understand work - flow process - Managers need to understand job requirements to make intelligent hiring decisions. - Managers are responsible for ensuring that each individual is performing satisfactorily. - Managers must ensure that the work is being done safely. Job Analysis: Position Analysis Questionnaire (PAQ) - Information input - Mental processes - Work output - Relationships with other persons - Job context - Other characteristics Job Design - The process of defining the way work will be performed and the tasks that will be required in a given job. - Mechanistic → Motivational → Biological → Perceptual-Motor Mechanistic Approach - Identify the simplest way to structure work that maximizes efficiency - Scientific management - Workers are trained in the \" one best way \" to do a job, then selected on their ability to do the job - Monetary incentives Motivational Approach - Focuses on psychological and motivational potential of a job - Attitudinal variables are important - Job Characteristics Model - skill variety, task identity, autonomy, feedback, & task significance **Chapter 5** Forecasting Stage of HR Planning - Determine Labor Demand: - derived from product / service demanded - external in nature - leading indicator statistically predicts future labor demand - Determine Labor Supply - internal movements caused by transfers, promotions, turnover, retirements, etc. - transitional matrices identify employee movements in different job categories over time to chart historical trends in company\'s labor supply Alternatives to Downsizing: Altering Pay and Hours - Garner more hours from current employees - Cut salaries Reduce contributions to 401 (k) plans - Reduce number of hours of all workers - \*\*Furloughs Early Retirement Programs - The average age of the U.S. workforce is increasing. - Baby boomers are not retiring early due to: - improved health -  fear that Social Security will be cut ✓ mandatory retirement is outlawed ✓ collapse of the financial and housing markets made it economically unviable to retire - Many employers try voluntary attrition among older workers through early retirement incentive programs. Temporary Workers and Independent Contractors - Temporary workers: The most widespread means of eliminating a labor shortage - Advantages - Frees the firm from administrative tasks and financial burdens associated with being the \" employer of record \" - Agencies may test employees - Agencies may train employees - The temporary person brings an objective perspective to the organization\'s problems and procedures - Independent contractors - Freelancers, not part of an agency ✓ Agree to do specific tasks for specific time periods as part of a written contract between the worker and the employer Program Implementation and Evaluation - Make sure that some individual is held accountable for achieving the stated goals and has the necessary authority and resources to accomplish them - Regular progress reports - Evaluate the results Personnel Policies - Organizational decisions that affect the nature of the vacancies for which people are recruited. - They impact the organization\'s ability to recruit. - Characteristics of the vacancy are more important than recruiters or recruiting sources. - Personnel Policies vary: - Internal versus external recruiting ✓ Extrinsic versus intrinsic rewards - Employment - at - will policies - Due process policies Image advertising Recruiters - Functional Area - HR versus operating area specialist - Traits - warm and informative - Realism - realistic job preview & Honesty - Enhancing recruiter impact - Provide timely feedback & Recruit in teams Forecasting Stage of HR Planning - Determining labor surplus or shortage: - By comparing forecasts for labor supply and demand for specific jobs, the organization can determine what it needs to do.\\ - Demand \> Supply Understaffed (Labor Shortage) - Demand Supply: Overstaffed (Labor Surplus) - Demand = Supply: Fully Staffed (this is what organizations aim for) Downsizing - Reduce labor costs  - Technological changes reduce need for labor - Organizations change business location for economic reasons - Has negative effects on long - term organizational effectiveness - Leads to a loss of talent, disrupts the social networks needed to promote creativity and flexibility - Let's go of irreplaceable assets - Motivation levels drop off Outsourcing, Offshoring, and Immigration - Outsourcing uses an outside organization for a broad set of services. - Jobs that are proprietary or require tight security should not be outsourced - Offshoring is outsourcing where jobs leave one country and go to another. - Immigration - H2 - A and H2 - B visas (seasonal workers) - H1 - B (highly skilled workers) The Special Case of Affirmative Action Planning - Plan for subgroups within the labor force - Affirmative action plans forecast and monitor the proportion of various protected group members, such as women and minorities - Workforce utilization review - Controversial because some non - minorities see them as unfair Overview of the Individual Job Choice - Organizational Recruitment Process - Vacancy characteristics → personnel policies → recruiter traits & behaviors → recruitment sources → applicant characteristics = JOB CHOICE Human Resource Recruitment - Any practice or activity by the organization to identify and attract potential employees - Three areas of recruitment - Personnel policies - Recruitment sources - Recruiter\'s characteristics and behavior Recruitment Sources - Colleges & universities - campus placement services - Public & private Employment agencies - headhunters can be expensive - Electronic recruiting - internet & social networking sites - Newspaper advertising - large volume, low quality recruits - Direct applicants & referrals - self-selection, low cost - External sources - new ideas & approaches  - Internal sources - faster, cheaper, more certainty **Chapter 6** Selection method standards\* - Reliability  - Validity - Generalizability - Utility  - Legality  Measurement standardization  - Properties of standardization measure  - Content is identical for all objects measured - Administration of measure is identical for all objects - Rules for assign numbers are clearly specified and agreed on in advance Reliability  - Consists of measurement of an attribute  - A measure is reliable to the extent it provides a consistent set of scores to represent an attribute  Validity of measures in selection - Predictors must be accurate representations of KSAOs to be measured  - Predictors must be accurate in predicting job success - Two types of validation studies: criterion-related validation & content validation Criterion related validation  - Criterion measures - measures of performance on tasks and task dimensions  - Predictor measure - it taps into one or more of the KSAOs identified in job analysis - Predictor-criterion scores - must be gathered from a sample of current employees or job applicants  - Predictor -Criterion Relationship - the correlation must be calculated  Criterion-related Validity - measures concurrent & predictive  - Concurrent = measure all current job incumbents on attribute & measure all current job incumbents performance  - Predictive = measure job applicants attribute → hire more applicants & reject others → wait for some time period → measure all newly hired incumbents performance  Generalizability - Is the degree to which the validity of selection method established in the context extends to other contexts - 3 contexts - different situations (jobs or orgs), different samples of people, & different time periods  Utility  - Is the degree to which information provided by selection methods enhance the effectiveness of selecting personnel  - Utility is impacted by - Reliability, validity, & generalizability  Legality  - All selection methods must conform to existing laws and legal precedents  - Three acts form the basis for a majority of suits filed by job applicants  - Civil rights act of 1996 & 1991 - Age discrimination in Employment Act of 1967 - Americans with Disabilities Act of 19991 Interviews: Type of selection Methods  - All based on HR interviewing/hiring - Interviews, references & BioData, physical ability tests, cognitive ability tests, -  Personality inventories, work samples, and honesty & drug tests  Typical unstructured interviews "BAD" - Relatively unplanned - Casual, open-ended, subjective, speculative questions, more potential for discrimination & bais - Question based on interviewer "hunches" or "pet questions" - Interviewer often unprepared, & validity is generally low Structures interviews "GOOD" - Questions based on job analysis  - Same questions asked of each candidate  - Response to each question numerically evaluated  - Detailed anchored rating scales used to score each response - Detailed notes taken, focusing on interviewees' behaviors - Validity is significantly better than unstructured  - Training interviews improves validity  - Situational or experience - based questions   Conducting structured interviews  - Consult job requirements matrix → develop the selection plan → develop structures interview plan → select and train interviewers → evaluate effectiveness