Human Relations

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Human Relations

• By Tiffany Otis, Christina Bonifacini Pat Gray

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Human Resources Management

• Consists of all the activities involved in
  acquiring, maintaining, and developing an
  organized human resource team.
• Forecast demands
• Forecast supplies
• Matching supply with demand

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Activities

• Planning - determining the needs of Human
  Resources.
• Job Analysis - determining the exact nature of
  the positions to be filled.
• Recruiting - Attracting people to apply for
  positions in the firm.
• Selection - choosing and hiring the most
  qualified applicants.
• Orientation - acquainting new employees for the
  firm.

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Activities Cont.

• Employee relations - increasing employee job
  satisfaction.
• Compensation - rewarding employee effort through
  monetary payments.
• Benefits - providing rewards to ensure employee
  well-being.
• Training and development - teaching new skills
  and effective ways of doing things to employees.
• Performance appraisal - assessing employees
  current and potential levels.

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Cultural Diversity

• Culture or Workplace, diversity refers to the
  differences among people in a work force due to
  race, ethnicity, and gender.
• Increasing cultural diversity is forcing mangers
  to learn to supervise and motivate people with a
  broader range of value systems.

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Job Analysis

• Job Analysis- Systematic procedure for studying
  jobs to determine the requirements.
• Job Description- A list of the elements that make
  up a particular job. It includes the duties that
  job holder must perform.
• Job Specification- A list of the qualifications
  required to perform a particular job.

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Recruiting

• Recruiting- The process of attracting qualified
  job applicants.
• External Recruiting- is the attempt to attract
  job applicants form outside the organization. For
  example
• Internet
• Newspaper
• College campuses

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Selection

• Selection- The process of gathering information
  about applicants for a position and then using
  the information to choose the most appropriate
  applicant.
• Applications are useful for gathering information
  about education, experience, and skills.

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Selection Continued

• Interviews- Widely used technique. They provide
  and opportunity for the applicant and company to
  learn more about each other.
• References- A person that can verify your
  background information. They are usually
  contacted to verify past job experience.

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Compensation

• Compensation- Payment employees receive in return
  for their labor.
• Individual Wages- The specific payment individual
  employees will receive.
• Comparable Worth- is a concept that seeks equal
  compensation for jobs that require the same level
  of education, training, and skills.

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Types of Compensation

• Compensation can be paid
• Hourly
• Weekly Salary
• Commission-payment that is a percentage of what
  you sold.
• Lump Sum- A reward system
• Profit Sharing- distribution of a percentage of
  the firms profit among its employees.

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Employee Benefits

• A reward in addition to regular compensation that
  is provided indirectly to employees.

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Different Types of Benefits

• Pay for time not worked - covers absences
• Vacation time
• Holidays
• Sick leave
• Insurance Packages
• Health
• Life
• Dental

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Types of Benefits Cont.

• Pension and Retirement - may be borne entirely by
  the firm or shared with the employee.
• Workers Compensation Insurance - pays for medical
  bills for injuries that occur on the job.
• Unemployment Insurance - pays for time off.

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Evaluation Techniques

• Objective Methods - use quantity as basis for
  evaluating performance.
• Judgmental Method - Used more frequently than
  objective. They require that the manger judge or
  estimate the employees performance level.
• Avoiding Appraisal Errors - Managers must be
  cautious if they are to avoid making mistakes
  when appraising employees.

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Legal Environment

• National Labor Relations Act (1935) - Establishes
  a collective bargaining process in labor-
  management relations as well as the National
  Labor relations Board.
• Fair Labor Standards Act (1938) - Establishes a
  minimum wage and an overtime pay rate for
  employees working for more than 40 hrs. per week.
• Labor-Management Relations Act (1947) - Provides
  a balance between union power and management
  power.
• Equal Pay Act (1963) - Specifies that men and
  women who do equal jobs must be paid the same
  wage.

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Legal Environment Cont.
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Training development

• Employee training - is the process of teaching
  operations and technical employees how to do
  there present jobs more efficiently.
• Management development - the process of preparing
  managers and other professionals to assume
  increased responsibility in both present and
  future positions.