MGT 101_Reviewer.pdf

CHAPTER 1: Introduction to HRM Compensation Managers - develop compensation plans and handle the employee benefits program Human Resource Management Training Specia...

CHAPTER 1: Introduction to HRM Compensation Managers - develop compensation plans and handle the employee benefits program Human Resource Management Training Specialists - plan, organize, and direct - process of acquiring, training, appraising, and training activities compensating employees, and of attending to Labor relations specialists - advise management their labor relations, health and safety, and on all aspects of union-management relations fairness concerns. Organization New Approaches to Organizing HR - people with formally assigned roles who work Transactional HR - group focuses on using together to achieve the organization goals centralized call centers and outsourcing Manager management with vendors to provide specialized - person responsible for accomplishing the support in day-to-day transactional HR activities organization goals Corporate HR - group focuses on assisting top management in “top level” big pictures THE MANAGEMENT PROCESS Embedded HR - unit assigned generalist directly to Planning - establishing goals and standard departments like sales and production to provide Organizing - giving each subordinate a specific localized human resource management assistance. task Centers of Expertise - specialized HR consulting Staffing - determining what type of people you firms within the company should hire Leading - getting others to get the job done Trends in HRM Controlling - setting standards Globalization and Competitions Trends Technological Trends Authority - right to make decisions, to direct the work of Workforce and Demographic Trends others and to give orders Economic Challenges and Trends Line Authority - gives managers the right to issue order Trends in the Nature of Work manager and employees Indebtedness (Leverage) and Deregulation Staff Authority - gives the manager the right to advice Trends in the Nature of Work other managers and employees High-tech Jobs Line Managers - manager who is authorized to direct Service Jobs the work of subordinates and is responsible for Knowledge Work and Human Capital accomplishing organizing task Trends Affecting HRM Staff Managers - assist and advise line manager Demographic Trends Generation “Y” HRM Duties Retirees Functional Authority - exerted by an HR manager as Nontraditional Workers coordinator of personnel activities Line function - HR manager directs the Important Trends in HRM activities of the people in his or her own New HR Managers department High-Performance Work Systems Coordinative function - also coordinates Managing Ethics personnel activities, a duty often referred to HR Certification functional authority Evidence-based HRM Staff functions - assisting and advising line Strategic HRM managers HRM Specialties Providing Evidence for HRM Decision Making Recruiters - search for qualified job applicants Actual Measurements Equal Employment Opportunity Coordinators - Existing Data investigate and resolve EEO grievances; examine Research Studies org practices for potential violations; and compile and submit EEO reports Managing Ethics Job Analysts - collect and examine information Ethics - standards that someone uses to decide what about jobs to prepare job descriptions his or her conduct should be HRM-related Ethical Issues Workplace safety Security of employee records Employee theft Affirmative action Comparable work Employee privacy rights HR Certification Society for Human Resource Management (SHRM) SHRM’s Human Resource Certification Institute (HRCI) SPHR (Senior Professional in HR) certificate GPHR (Global Professional in HR) certificate PHR (Professional in HR) certificate CHAPTER 2: Equal Opportunity and the Law Federal Agency Guidelines Equal Employment Opportunity 1964-1991 Uniform Guidelines - Guidelines issued by federal agencies charged Title VII of the Civil Rights Act (1964) with ensuring compliance with equal - an employer cannot discriminate on the basis of employment federal legislation explaining race, color, religion, sex, or national origin with recommended employer procedures in detail. respect to employment. - The EEOC, Civil Service Commission, Department of Labor, and Department of Justice The Equal Employment Opportunity together have uniform guidelines for employers Commission (EEOC) to use. - Consists of five members appointed by the president with the advice and consent of the Title VII: Sexual Harassment Senate. - Each member serves a five-year term. Sexual harassment - EEOC has a staff of thousands to assist it in - harassment on the basis of sex that has the administering the Civil Rights law in employment purpose or effect of substantially interfering with settings. a person's work performance or creating an - EEOC may file discrimination charges and go to intimidating, hostile, or offensive work court on behalf of aggrieved individuals. environment. - Unwelcome sexual advances, requests for Executive Orders - It requires Government contractors sexual favors, and other verbal or physical to take affirmative action to ensure that equal opportunity conduct of a sexual nature is provided in all aspects of their employment. Executive Orders 11246 and 11375 (0963-1969) Federal Violence Against Women Act of 1994 - Require affirmative action: steps that are taken - A person who commits a violent crime motivated for the purpose of eliminating the present effects by gender is liable to the party injured. of past discrimination Proving Sexual Harassment Office of Federal Contract Compliance Quid pro quo Programs (OFCCP) - Rejecting a supervisor’s advances adversely - Responsible for implementing the executive affects the employee’s tangible benefits, such as orders related to affirmative action and ensuring raises or promotions. the compliance of federal contractors. Hostile environment created by supervisors Employment Discrimination Laws - Behaviors that substantially affect an employee’s Equal Pay Act of 1963 emotional and psychological ability to the point - The act requires equal pay for equal work, that they affect the employee’s ability to continue regardless of sex. with the employee’s job. Age Discrimination in Employment Act of 1967 Hostile environment created by co-workers or (ADEA) non employees - act prohibiting arbitrary age discrimination and - Advances by the employee’s co-workers (or specifically protecting individuals over 40 years even the employer’s customers) can cause old. harassment. Vocational Rehabilitation Act of 1973 - act requiring certain federal contractors to take Early Court Decisions Regarding Equal Employment affirmative action for disabled persons. Opportunity Vietnam Era Veterans’ Readjustment Act of Griggs v. Duke Power Company 1974 - Discrimination by the employer need not be - act requiring that employees with government overt;the employer's intent is irrelevant. contracts take affirmative action to hire disabled - An employment practice must be job related and veterans. valid if it has an unequal impact on members of Pregnancy Discrimination Act (PDA) of 1978 a protected class. - A Title VII amendment that prohibits sex - The burden of proof is on the employer to show discrimination based on “pregnancy, childbirth, that the employment practice is job related. or related medical conditions.”  - Business necessity is the employer’s defense for Disparate treatment - Intentional discrimination any practice that has adverse impact. where an employer treats an individual Albemarle Paper Company v. Moody differently because that individual is a member - If an employer uses a test to screen candidates, of a particular race, religion, gender, or ethnic then the job’s specific duties and responsibilities group. must be carefully analyzed and documented. Disparate impact - An apparently neutral employment practice that creates an adverse Equal Employment Opportunity (1991–Present) impact—a significant disparity—between the Civil Rights Act of 1991 (CRA) proportion of minorities in the available labor - It places burden of proof back on employers pool and the proportion hired. once the plaintiff has made a prima facie case and permits compensatory and punitive Adverse Impact damages. - The overall impact of employer practices that Disparate impact result in significantly higher percentages of - A practice or policy that has a greater adverse members of minorities and other protected impact on the members of a protected group groups being rejected for employment, than on other employees, regardless of intent. placement, or promotion. Disparate treatment Showing Adverse Impact - Intentional discrimination on the part of the Disparate rejection rates employer. - test that demonstrates that there is a Desert Palace Inc. vs. Costa discrepancy between rates of rejection - Mixed motive: an employer cannot avoid liability of members of a protected group and of by proving it would have taken the same action others. even without the discriminatory motive. Four-fifths rule of thumb - If the protected group’s hiring rate is less than eighty percent (80%) of the Americans with Disabilities Act (ADA) of 1990 majority group, then a prima facie case - Requires employers to make reasonable for discrimination is indicated. accommodations for disabled employees; it Restricted policy prohibits discrimination against disabled - An employer’s hiring practices exclude a persons. protected group—whether intentionally Disability or not. - A physical or mental impairment that Population comparisons substantially limits one or more major life - A comparison of the percentage of a activities. minority/protected group and white workers in the organization with the ADA and Individuals percentage of corresponding groups in Qualified individuals the relevant labor market. - those who can carry out the essential McDonnell-Douglas test functions of the job. - A test for disparate (intentional) Reasonable accommodation treatment situations in which the - If the individual can’t perform the job as applicant was qualified but the employer currently structured, the employer must rejected the person and continued make a “reasonable accommodation” seeking applicants. unless doing so would present an “undue hardship.” Bona Fide Occupational Qualification (BFOQ) - Requirement that an employee be of a certain State and Local Equal Employment Opportunity religion, sex, or national origin where that is Laws reasonably necessary to the organization’s - The effect of the state and local laws is usually normal operation. to further restrict employers’ treatment of job Age applicants and employees. Religion Sources of Discrimination Allegations Gender National Origin Business Necessity Reverse Discrimination - A defense created by the courts that requires - A claim that due to affirmative action quota employers show that there is an overriding systems, white males are discriminated against. business purpose for a discriminatory practice Validity - The degree to which the test or other employment practice is related to or predicts performance on the job. Discriminatory Employment Practices Recruitment - Word of mouth - Misleading information - Help wanted ads Personal Appearance - Dress - Hair - Uniforms Selection - Requirements - Preference to Relatives - Height, Weight, and Physical Characteristics - Arrest Records - Application Forms - Discharge Due to Garnishment The EEOC Enforcement Process Processing a charge Conciliation proceedings How to Respond to Employment Discrimination Charges The EEOC investigation The fact-finding conference EEOC determination and attempted Conciliation Diversity Management Managing diversity Boosting workforce diversity Equal Employment Opportunity - Aims to ensure that anyone, regardless of race, color, disability, sex, religion, national origin, or age, has an equal chance for a job based on his or her qualifications. Affirmative Action - Requires the employer to make an extra effort to hire and promote those in a protected group that results in measurable, yearly improvements in hiring, training, and promotion of minorities and females in all parts of the organization. CHAPTER 3: The Manager’s Role in Strategic Human 2. Business-level/competitive strategy - Resource Management Identifies how to build and strengthen the business’s long-term competitive position in the Basic Steps in the Management Planning process marketplace. Set an objective 3. Functional strategies - Identify the basic Make forecasts courses of action that each department will Determine what your alternatives are for getting pursue inorder to help the business attain its from where you are now competitive goals to where you want to be HR’s Strategic Roles Evaluate your alternatives Identify the human issues that are vital to Implement and evaluate your plan business strategy. Help establish and execute strategy. Business Plan - provides a comprehensive view of the Provide alternative insights. firm’s situation today and of its company-wide and Are centrally involved in creating responsive and departmental goals and plans for the next 3 to 5 years. market-driven organizations. Conceptualize and execute organizational Main Contents of a Typical Business Plan change. Marketing Plan HR’s Strategy Execution Role Personnel/HR Plan The HR department’s strategies, policies, and Production/Operations Plan activities must make sense in terms of the Financial Plan company’s corporate and competitive strategies, and they must support those strategies. SETTING SMART GOALS: Specific Strategic Human Resource Management Measurable - formulating and executing human resource Achievable policies and practices that produce the Relevant employee competencies and behaviors the Time-based company needs to achieve its strategic aims. Strategy - course of action the company can pursue to Strategic HRM Tools achieve strategic aims. Strategy Map Strategic Management - process of identifying and HR Scorecard executing the organization’s Digital dashboard strategic plan, by matching the company’s capabilities with the demands of its environment. Strategic Plan - company’s plan for how it will match its internal strength and weaknesses with external opportunities and threats STEPS IN STRATEGIC PLANNING PROCESS Step 1: Define the current business. Step 2: Perform external and internal audits. Step 3: Formulate a new direction. Step 4: Translate the mission into strategic goals. Step 5: Formulate strategies to achieve the Step 7:strategic goals. Step 6: Implement the strategies. Evaluate performance. TYPES OF STRATEGIES 1. Corporate-level strategy - Identifies the portfolio of businesses that, in total, comprise the company and the ways in which these businesses relate to each other.