Chapter Eleven

1
Chapter Eleven

• ManagingHuman Resources

2
Temporary Staffing...

• Is a 50 billion a year business
• Sends more than 2.5 million people to work each
  day as temps
• Is used by one in five corporations for at least
  10 of its workforce

11-1
Source Katherine Mieszkowski, Dont Wanna Be
You (Temp) Slave!,Fast Company, September 1998,
p. 40.
3
Processes of Job Analysis

• Job analysis The determination through
  observation and study, of pertinent
  information about a job, including specific
  tasks and necessary abilities, knowledge, and
  skills.
• Job description The formal, written description
  of a specific job, such as the job title,
  tasks to be performed, physical and mental
  skills required, duties, and responsibilities
  .
• Job specification The written description of the
  qualifications necessary for a specific job,
  such as education, experience, personal
  characteristics, and physical characteristics.

11-2
4
Recruiting New Employees
11-3
5
The Selection Process
11-4
6
Skills Lacked by Job Applicants

• Foreign language 43
• Technology 15

11-5
Source Footnotes, Business Week, May 25, 1998,
p. 8.
7
Education Pays
Average salary by education level in 1995
11-6
Source Statistics Canada
8
Legislation Regulating Hiring and Compensation
Practices

• Employment Equity Act (1987). The Federal enacted
  a law governing the hiring practices of federally
  regulated organizations.
• Human Rights Acts (various). Each province has
  its own variation of the law to govern the rights
  and freedoms of all people, regardless of their
  race, religion, sexual orientation, age, gender,
  etc.

11-7
9
Paycheck Gender Gap
11-8

• Women make just 71 centsfor every 1 men make.

Source The Daily, Statistics Canada, May 12,
1998, page 5, 1995 Census
10
Turnover

• Promotion
• Transfer
• Separation
• resign
• retire
• terminate (layoff, downsize)

11-9
11
Different Compensation Plans

• Time Wages Financial award based on number of
  hours worked
• Piece Wages Financial award based on the
  output achieved
• Commission Payment to an employee of a fixed
  amount or a percentage of the employees sales

11-10a
12
Different Compensation Plans

• Salary Financial award calculated on a
  weekly, monthly, or annual basis
• Bonus An addition to regular compensation
  for exceptional performance or in
  appreciation for good work
• Profit sharing Distribution of percentage of
  company profit to employees sometimes
  distribution is in the form of company
  stock

11-10b
13
Valued Benefits for Families
What executives most say are valuable benefits to
offeremployees with dependent-care needs
11-11
Source USA Today, September 16, 1998, B-1.
14
Contract Issues

• Wages
• Form of payMagnitude of payDeterminants of
  payCost-of-living adjustmentsShift differential
  adjustments
• Benefits
• Insurance (health and life)RetirementProfit
  sharing (ESOPs)

11-12a

• Security
• Determination of methods of promotion,
  transfersJob protectionProtection of the union
  as bargaining agent

15
Contract Issues

• Hours of Work
• OvertimeVacationSick timeHolidaysMaternity/pat
  ernity leaveBreaks (lunch and coffee)Rest
  periods

11-12b

• Other Issues
• Grievance proceduresUnion activities and
  responsibilitiesManagement activities and
  responsibilitiesStrikesWorking conditions

16
The Collective Bargaining Process
11-13
17
Pressure Tactics of Labourand Management

• Labour

• Strikes
• Picketing
• Boycott
• Lockout
• Strikebreakers/hiringreplacements

11-14
Management
18
The Number of Major Labour Disputes are Declining
11-15
of Strikes or Lockouts
of Workers Involved

• 1989 620 480,000
• 1999 413 159,000

Source Statistics Canada, Perspectives on Labour
and Income, Catalogue No. 75-001, Autumn 2001
19
Characteristics of Diversity

• Secondary Characteristics
• Education
• Work Background
• Income
• Marital Status
• Parental Status
• Military Experience
• Religious Beliefs
• Geographic Location

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20
Boss Gender Preference
11-17
Preference amongcurrently employed adults for a
maleor female boss
Source USA Today, November 11, 1998, p. B-1.
21
Solve the Dilemma

• a. What did Medallions HRM department do right
  in dealing with the employees who were laid
  off?
• b. What are some of the potential problems that
  must be dealt with after an organization
  experiences a major trauma such as massive
  layoffs?
• c. What can Medallion do to make the team
  approach work more smoothly? What role do you
  think diversity training should play?

11-18
22
Explore Your Career Options

• What are some of the factors you consider most
  important in deciding which job to accept after
  graduation? Is your decision about your
  university or college major most influenced by
  salary, hiring potential in particular areas, or
  quality of life issues?

11-19
23
Additional Discussion Questions and Exercises

• 1. Where do most firms recruit qualified
  applicants?
• 2. Why has the use of physical examinations in
  the selection process become controversial for
  business?
• 3. Employee Assistance Programs (EAPs) add to
  company costs. Why should a firm bother with
  Employee Assistance Programs ?
• 4. Bring a copy of a local newspaper Help
  Wanted section to class. What qualifications
  (job specifications) do the ads request of
  applicants?

11-20a
24
Additional Discussion Questions and Exercises

• 5. Bring a copy of a performance appraisal form
  to class. Copies may be secured from
  companies, or examples may be presented in
  textbooks. Is the performance appraisal based
  on objective or subjective information? Is the
  performance appraisal based on preset
  objectives for the individual employee?

11-20b
25
Chapter 11 Quiz

• 1. Which of the following positions is most
  likely to be compensated through
  commissions? a. counter worker at a fast-food
  restaurant b. bricklayer c. automobile
  salesperson d. secretary
• 2. Which of the following is not an example of a
  benefit? a. bonuses b. retirement
  plans c. health insurance d. credit union
  membership

11-21a
26
Chapter 11 Quiz

• 3. Which of the following brings in a neutral
  third party to settle the dispute in which
  the decision made by the third party is legally
  binding and enforceable? a. boycott b. concili
  ation c. mediation d. arbitration
• 4. Which of the following is NOT a benefit of
  work-force diversity? a. more productive use of
  company's human resources b. reduced conflict
  among employees of different ethnicities c. incre
  ased conflict among employees of different
  ethnicities d. increased innovation and
  creativity

11-21b