Chapter 10 Human Resources Management

Human Resources management

all the activities involved in determining an organization’s human resources needs, as well as compensating people to fill those needs.

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

a formal, written explanation of a specific job, usually including job title, tasks, relationship with other jobs, physical and mental skills, required duties, responsibilities, and working conditions.

Job specifications

a description of the qualifications necessary for a specific job, in terms of education, experience, and person ad physical characteristics.

- Examples: Two or more years of experience required, master’s degree in education required, must be able to lift 50 lbs, etc.

Recruiting

forming a pool of qualified applicants from which management can select employees.

Selection

the process of collecting information about applicants and using that information to make hiring decisions.

- This is where they company would do things like: checking individual references for the pool of peoplefrom the recruiting process and seeing whose capabilities fit the job. When the company has decided on who best fit(s) the role(s) best, they have “selected” those people.

Orientation

familiarizing newly hired employees with fellow workers, company procedures, and the physical properties of the company.

- Generally takes place on your first day at a new job; you’ll get shown around, have things explained to you, etc.

On-boarding

process that introduces employees to company policies and clarifies roles, and includes training, inducting employees into the organizational culture, and assisting employees in formal social connections, including finding mentors.

What are the 5 steps to hiring?

Job analysis

Job description

Job specifications

Recruiting

Orientations

Training

teaching employees to do specific job tasks through either classroom development or on the job experience.

- Example: Training shifts at a new job

Development

training that augments the skills and knowledge of managers and professionals.

- Example: “Professional Development” courses, that many companies offer.

Turnover

occurs when employees quit or are fired, promoted or transferred and must be replaced by new employees.

Job promotion

advancement to a higher-level position with increased authority, responsibility and pay.

- Example: Going from a Supervisor to a General ManageR

Transfer

a move to another job within the company at essentially the same level and wage.

- Same wage! Same level! No actual advancement.

Separations

employment changes involving resignation, retirement, or layoff.

Wage/salary survey

a study that tells a company how much compensations comparable firms are paying for specific jobs that the firms have in common.

- Widely used to settle on wages

Wages

financial rewards based on the number of hours the employee works, or the level of output achieved.

Commission

an incentive system that pays a fixed amount or percentage of the employee’s sales.

- Example: Car salesmen, real estate agents; both earn commissions

Bonuses

monetary rewards offered by companies for exceptional performance as incentives to further increase productivity.

- Bonuses are always monetary.

Profit sharing

a form of compensation offered by companies as incentives to further increase productivity.

Benefits

non-financial forms of compensation provided to employees.

- Examples: Paid vacation, health insurance, pension plans, etc. Some companies even provide daycare as a benefit

Labour unions

employee organizations formed to negotiate with employers in order to achieve better pay, hours and working conditions.

Collective bargaining

the negotiation process through which management and unions reach an agreement about compensation, working hours and working conditions for the bargaining unit.

Labour contract

the formal, written document that spells out the relationship between the union and management for a specified period of time – usually two or three years.

Picking

a public protest against management practices that involves union members marching and carrying anti-management signs at the employer’s plant.

- Employees rebelling against management

Strikes

Employee walkout; one of the most effective weapons labour has

- Employees rebelling against management

Boycott

an attempt to persuade people not to purchase the products of a company

Lockout

management “locks the doors” of a worksite so that employees cannot go to work.

- In this case, it’s management that’s rebelling

Strikebreakers

people hired by management to replace striking employees (also called “scabs”)

Conciliation

a method of outside resolution of labour and management differences in which a third party is brought in to keep both sides talking.

Mediation

a method of outside resolution of labour and management differences in which the third party’s role is to suggest or propose a solution to the problem.

Arbitration

settlement of a labour/management dispute by a third party whose solution is legally binding and enforceable.

Diversity

the participation of different genders, races, ethnicities, nationalities, and abilities in the workplace.