Chapter 10

1. Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel

2. Learning Objectives • Define human resource management and explain how managers plan for their organization’s human resource needs. • Identify the tasks in staffing a company and discuss ways in which organizations select new employees. • Describe how managers develop the workforce in their organization through training and performance appraisal. • Describe the main components of a compensation system and describe some of the key legal issues involved in hiring, compensating, and managing workers in today’s workplace. • Discuss the legal context of human resource management and identify the contemporary legal issues. • Discuss workforce diversity, the management of knowledge workers, and the use of a contingent workforce as important changes in the contemporary workplace. • Explain why workers organize into labor unions. • Describe the collective bargaining process. Prepared By Mostafa Kamel

3. Foundations of HumanResource Management (HRM) Prepared By Mostafa Kamel

4. What is HRM • Human Resource Management (HRM) is a set of organizational activities directed at attracting, developing, and maintainingan effective workforce. • Human has a great impact on a firm’s bottom-line performance. • Many firms are developing strategic HR plans that are integrated with other strategic planning activities. Prepared By Mostafa Kamel

5. HR Planning • The starting point in attracting qualified human resources is planning. • HR planning involves job analysisand forecasting the demand for, and supply of, labor. Prepared By Mostafa Kamel

6. Job analysis • Job analysis is a systematic analysis of jobs within an organization. • A job analysis results in two things: 1. Job Description: is the list of the duties and responsibilities of a job, its working conditions, and the tools, materials, equipment, and information used to perform it. 2. Job Specification: is the list of the skills, abilities, and other credentials and Qualifications required by a job. • Job analysis information is used in many HR activities: • Using appropriate selection methods. • creating performance appraisal systems. • setting compensation rates. Prepared By Mostafa Kamel

7. Forecasting HR Demand and Supply • The manager starts forecasting by assessing: - Trends in past HR usage. - Future organizational plans. - And general economic trends. • Forecasting the supply of labor is really two tasks: • Forecasting internal supply: The number and type of employees who will be in the firm at some future date. • Forecasting external supply: The number and type of people who will be available for hiring from the labor market at large. Prepared By Mostafa Kamel

8. Important HR Planning Techniques • Replacement Chart is alist of each management position, who occupies it, how long that person will likely stay in the job, and who is qualified as a replacement. • It is a technique commonly used to plan for specific positions at higher organizational level. • Skills Inventories (Employee Information Systems): is a computerized systems that contain information on each employee’s education, skills, work experience, and career aspirations. • How can we forecast the external supply? Prepared By Mostafa Kamel

9. Matching HR Supply and Demand • After comparing future demand and internal supply, managers can make plans to manage predicted shortfalls or overstaffing. • If a shortfall is predicted: • New employees can be hired, present employees can be retrained and transferred into understaffed areas, individuals approaching retirement can be convinced to stay on, or labor-saving or productivity-enhancing systems can be installed. • If overstaffing is expected: • Options are transferring the extra employees, not replacing individuals who quit, encouraging early retirement, and laying off workers. Prepared By Mostafa Kamel

10. Staffing the Organization Prepared By Mostafa Kamel

11. When managers have determined that new employees are needed, they must then turn their attention to recruiting and hiring the right mix of people. • This involves two processes: • Acquiring staff from outside the company (External staffing) • Promoting staff from within (Internal staffing). Prepared By Mostafa Kamel

12. Recruiting Human Resources • Recruiting:is the process of attracting qualified persons to apply for jobs an organization is seeking to fill. • There are two types of recruiting: • Internal Recruiting: is considering present employees as candidates for openings. Methods include: • Promotions • Skill inventory system • External Recruiting: is attracting persons outside the organization to apply for jobs. Methods include: • Posting jobs on the company website or other job sites (e.g. Monster.com). • Campus interviews. • Employment agencies. Prepared By Mostafa Kamel

13. Selecting Human Resources • The intent of the selection process is to gather from applicants the information that will predict job success and then to hire the candidates likely to be most successful. Prepared By Mostafa Kamel

14. Selections Devices include • Application Forms: is an efficient way of gathering information about the applicant’s work history, education, and other demographic data. • Tests: Tests of ability, skills, aptitude, or knowledge relevant to a particular job are usually the best predictors of job success, although tests of general intelligence or personality are occasionally useful as well. • Interviews: • Structured interview, questions are written in advance, and all inter­viewees follow the same question list with each candidate. • Unstructured interview, questions are asked at random. • Other Techniques: Organizations often require applicants to take physical exams and drug tests. Some organizations also run credit checks on prospective employees. Prepared By Mostafa Kamel

15. Developing the Workforce Prepared By Mostafa Kamel

16. Training • Training is a necessary practice if the organization wants to maintain a qualified and effective workforce. • On-the-Job Training: Training, sometimes informal, conducted while an employee is at work. • Off-the-Job Training: Training conducted in a controlled environment away from the work site. • Vestibule Training: off-the-job training conducted in a simulatedenvironment. Prepared By Mostafa Kamel

17. Performance appraisals • Performance Appraisal: is the evaluation of an employee’s job performance in order to determine the degree to which the employee is performing effectively. • The appraisal process begins when a manager defines performance standards for an employee. The manager then observes the employee’s performance. Prepared By Mostafa Kamel

18. Performance Evaluation Form Prepared By Mostafa Kamel

19. Compensation and Benefits Prepared By Mostafa Kamel

20. Compensation System: is the total package of rewards that organizations provide to Individuals in return for their work. • Finding the right combination of compensation elements is always complicated by the need to make employees feel valued, while holding down company costs. Prepared By Mostafa Kamel

21. Wages and Salaries • Wages compensation in the form of money paid for time worked. • Salary compensation in the form of money paid for performing of a job. • In setting wage and salary levels, a company may start by looking at its competitors’ levels. Firms must also decide how their internal wage and salary levels will compare for different jobs. Prepared By Mostafa Kamel

22. Incentive Programs • Incentive Program is a special compensation program designed to motivate high performance. • There are two types of incentive programs: • Individual Incentives. • Companywide Incentives. Prepared By Mostafa Kamel

23. 1. Individual Incentives • Examples could be: • Sales bonus • Merit salary systems: link pay raises to performance levels in non-sales jobs. • Stock options: Executives commonly receive Stocks as incentives • Pay for Performance (or variable pay) in which middle managers are rewarded for especially productive output. Prepared By Mostafa Kamel

24. 2. Companywide Incentives Are incentive programs apply to all the employees in a firm. • Profit-sharing plans: Profits earned above a certain level are distributed to employees. • Gain sharing plans: Distribute bonuses to Employees when a company’s costs are reduced through greater work efficiency. • Pay for Knowledge plans: Pay workers to learn new skills and to become proficient at different jobs. Prepared By Mostafa Kamel

25. Benefits Programs • Benefits: are compensation other than wages and salaries and other incentives offered by a firm to its workers. • Benefits examples could be: • Health, life, and disability insurance. • On-site child-care centers. • Reduced membership fees at gyms and health clubs. • Retirement Plans or (pension plans) • Cafeteria Benefits Plan benefit plan that sets limits on benefits per employee, each of whom may choose from a variety of alternative benefits. Prepared By Mostafa Kamel