Functions of Human Resource Management - D351

🛑 Topic 2.

HR department roles

Fair and consistent policy implementation, staying abreast of change, becoming an agent for change, and empowering line managers

Why it is important HR managers be at the top of the organizational hierarchy

To ensure HR strategies align with overall business goals and have the authority to influence organizational decisions

Expectation of the HR department regarding change

To lead and manage by supporting employees and aligning workforce strategies with new goals.

How the HR department helps line managers

By providing guidance on employee management, policy implementation, and resolving workplace issues.

Employment-at-will

Either the employer or employee can end the employment relationship at any time, for any legal reason, without prior notice. Job insecurity is a consequence to employees.

3 exceptions to employment-at-will

Wrongful termination violating public policy, implied contracts, and the covenant of good faith and fair dealing

Public-policy exception

E.g., firing an employee for refusing to break the law at the employer’s request.

Implied contract

An unspoken agreement based on employer actions or policies suggesting job security beyond at-will terms. Created through employee handbooks, oral promises, company policies, or consistent past practices suggesting job protection.

E.g., Employee handbook stating employees will only be fired for just cause, creating an implied job security agreement.

Covenant-of-good-faith exception

Prevents employers from firing employees in bad faith or to avoid fulfilling contractual obligations.

Benefits of a diverse workforce

Varied perspectives, fosters innovation, improves problem-solving, and enhances market competitiveness.

Diversity management

The proactive effort to create an inclusive workplace that values and leverages differences among employees. Leads to improved employee engagement, creativity, and better organizational performance.

Diversity

The presence of differences among people, including race, gender, age, ethnicity, abilities, and backgrounds.

Inclusion

Creating a work environment where all individuals feel valued, respected, and able to fully participate.

The Civil Rights Act of 1964

Prohibits discrimination based on race, color, religion, sex, or national origin in employment, education, and public accommodations.

Title VII of the Civil Rights Act

Prohibits employers from discriminating against employees based on race, color, religion, sex, or national origin.

Equal Employment Opportunity Commission (EEOC)

Created by the Civil Rights Act of 1964, enforces laws against workplace discrimination and investigates complaints to ensure fair employment practices.

Gender discrimination

Treating someone unfairly based on their gender.

E.g., paying a woman less than a man for the same job.

Sex discrimination

Unfair treatment based on a person's sex.

E.g., denying a promotion to a female employee because of her gender.

Sexual harassment

Unwanted or inappropriate sexual behavior or advances that create a hostile or offensive work environment.

Age Discrimination in Employment Act (ADEA)

Protects employees aged 40 and older from age-based discrimination in hiring, promotion, and termination.

Religious discrimination

Treating someone unfairly because of their religious beliefs or practices.

E.g., denying an employee time off to observe religious holidays.

Race

Defined by the EEOC as a group of people with common physical characteristics, such as skin color or facial features.

Color

Defined by the EEOC as the pigmentation, complexion, or skin shade or tone of a person.

National origin discrimination

Treating employees unfairly because of their birthplace, ethnicity, or cultural background.

Affirmative action (AA)

To promote equal employment opportunities by actively addressing past discrimination and increasing diversity (race, color, religion, sex, national origin, and sometimes veterans and those with disabilities).

Employers with federal contracts or subcontracts over a certain dollar amount must have a plan.

Basic elements of an AA action plan

1. Reasonable self analysis

2. Reasonable rationale for taking __

3. Reasonable __ itself

Demand

The number and types of employees an organization needs to achieve its goals.

Supply

The availability of qualified employees within the organization or labor market to meet staffing needs.

How HRP helps organizations

Forecasting staffing needs, reducing talent gaps, improving recruitment, and supporting strategic goals.

How technology has influenced HRP

Enabling data-driven forecasting, automating processes, and enhancing talent analytics.

Steps (phases) in the HRP process

1. Data gathering and analysis

   • Collect and assess workforce data to understand current capabilities and future needs

2. Establishing objectives and policies

   • Set HR goals and guidelines aligned with organizational strategy

3. Designing and implementing action plans

   • Create and execute plans for recruitment, training, or restructuring

4. Controlling and evaluating

   • Monitor outcomes, assess effectiveness, and adjust plans as needed

Statistical forecasting methods

Linear regression, multiple linear regression, productivity ratios, time series analysis, and stochastic analysis.

Judgmental forecasting techniques

Managerial estimates, Delphi technique, and nominal grouping technique

When multiple linear regression should be used

When you want to predict HR demand based on several variables, such as sales, production levels, and market trends.

When time series analysis should be used

When forecasting HR demand based on historical data patterns and trends over time.

Judgement techniques used to make supply forecasts

Succession planning and replacement planning.

Information included in replacement planning

The names of current occupants of positions in the organization and the names of likely replacements.

Succession vs replacement planning

Succession is longer term, more developmental, and more flexible.

Why establishing HR objectives and policies vital

Esures alignment with organizational goals and provides clear direction for workforce planning and decision-making.

Two types of action programs

Attraction and reduction.

Attraction

Action program designed to increase the supply of the right employees in the organization.

Should be included in redundancy planning

Outplacement counseling, buy-outs, job skill retraining, and job transfers.

Why the evaluation of HR plans and programs is an important process

Ensures HR plans are effective, identifies areas for improvement, and helps align HR efforts with organizational goals.

Strategic HR management

Aligns recruitment with business goals to attract the right talent.

Diversity, equity, and inclusion (DEI)

Broadens candidate pools and fosters a fair hiring process.

Ethical considerations

Ensure transparency and fairness in recruitment practices.

Employer branding

Attracts top talent by promoting a positive company image.

Globalization

Expands recruitment to international talent markets.

Technology

Streamlines sourcing, screening, and communication with candidates.

Flexible work arrangements

Appeal to a wider range of candidates, enhancing attraction and retention.

Fair Labor Standards Act of 1938 (FLSA)

Sets minimum wage, overtime pay, and child labor standards affecting job classifications and pay.

Pregnancy Discrimination Act of 1967 (PDA)

Forbids discrimination based on pregnancy or related medical conditions.

Immigration Reform and Control Act of 1986 (IRCA)

Requires verification of legal work authorization and prohibits hiring unauthorized workers.

Americans with Disabilities Act (ADA)

Prohibits discrimination and requires reasonable accommodations for qualified disabled applicants.

Genetic Information Nondiscrimination Act (GINA)

Prevents using genetic information in hiring decisions.

Recruitment

The process of attracting, sourcing, and encouraging qualified candidates to apply for job openings.

• To attract qualified candidates, fill job vacancies efficiently, and support organizational growth and goals

3 core planning components of recruitment programs

Strategic business planning, job/role planning, and HR planning.

Knowledge, skills, and abilities (KSAs)

Knowledge

• A theoretical or practical understanding of a subject.

Skills

• Proficiencies developed through training or experience.

Abilities

• Qualities that enable a person to perform a particular task; abilities are more stable and enduring than skills.

Role of HRIS in recruitment

Streamlines recruitment by managing candidate data, automating job postings, tracking applications, and improving communication.

Factors that influence a promote-from-within policy

Familiarity with the organization, employee morale and loyalty, cost-effectiveness, and performance incentives.

Criterion organizations use for transfers

Performance and merit.

Criterion unions use for transfers

Seniority.

Job rotation

Moving employees through a variety of positions within or across departments to enhance their skills and knowledge.