Chapter 11: Human Resource Management - Finding & Keeping the Best Employees

Flashcards covering the essential vocabulary, laws, and processes of Human Resource Management based on the Chapter 11 lecture transcript.

Human Resource Management (HRM)

The process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals.

Underemployed workers

Those who have more skills or knowledge than their current jobs require or those with part-time jobs who want to work full time.

National Labor Relations Act of 1935

Established collective bargaining in labor-management relations and limited management interference in the right of employees to have a collective bargaining agent.

Fair Labor Standards Act of 1938

Established a minimum wage and overtime pay for working more than 40 hours a week for employees who are not otherwise exempt.

Manpower Development & Training Act of 1962

Provided for the training and retraining of unemployed workers.

Equal Pay Act of 1963

Specified that all genders doing equal jobs must be paid the same wage.

Civil Rights Act of 1964

For firms with 15 or more employees, it outlawed discrimination in employment based on sex, race, color, religion, or national origin.

Title VII of Civil Rights Act of 1964

Prohibits discrimination in hiring, firing, compensation, apprenticeships, training, terms, conditions, or privileges of employment based on race, religion, creed, sex, or national origin.

Age Discrimination in Employment Act of 1967

Outlawed employment practices that discriminate against people 40 and older.

Occupational Safety & Health Act of 1970

Regulates safety and health conditions in most private industries and some public-sector organizations.

Equal Employment Opportunity Act of 1972

Strengthened the Equal Employment Opportunity Commission (EEOC) by increasing Fed govt ability to prevent employment discrimination in workplace and authorized the EEOC to set guidelines for human resource management.

Ban-the-box

Prohibits asking questions about convictions on job applications and initial interviews.

Affirmative action

Employment activities intended to 'right past wrongs' by increasing opportunities for people of color and women.

Vocational Rehabilitation Act of 1973

Extended protection to people with any physical or mental disability.

Employee Retirement Income Security Act of 1974 (ERISA)

Regulated and insured company retirement plans.

Immigration Reform & Control Act of 1986

Required employers to verify employment eligibility of all new hires including US citizens.

Americans with Disabilities Act of 1990 (ADA)

Prohibits employers from discriminating against qualified individuals with disabilities in hiring, advancement, or compensation and requires them to adapt the workplace if necessary.

Family & Medical Leave Act of 1993

Businesses with 50 or more employees must provide up to 12 weeks of unpaid leave per year upon birth or adoption of an employee’s child or upon serious illness of a parent, spouse, or child.

Lilly Ledbetter Fair Pay Act of 2009

Amends the Civil Rights Act of 1964 by changing the start of the 180 day statute of limitations for filing a discrimination suit from the date of the first discriminatory paycheck to the date of the most recent discriminatory paycheck.

Job analysis

A study of what employees do who hold various job titles; results in job descriptions and job specifications.

Job description

A summary of the objectives of a job, the type of work to be done, the responsibilities and duties, the working conditions, and the relationships of the job to other functions.

Job specifications

A written summary of the minimal education and skills a person needs to do a particular job.

Human Resource Information System (HRIS)

Software that uses multiple tools and processes to manage an organization’s employees and databases.

Recruitment

The set of activities for obtaining the right number of qualified people at the right time.

Selection

The process of gathering information and deciding who should be hired, under legal guidelines, to serve the best interests of the individual and the organization.

Contingent workers

Includes part-time workers (working less than 35 hours per week), temporary workers, seasonal workers, independent contractors, interns, and co-op students.

Gig economy

An environment where hiring contingent workers is common for single projects or tasks (short-term/temporary), often through a digital marketplace, to work on demand

Training

Focuses on short-term skills to improve productivity by increasing an employee’s ability to perform.

Development

Focuses on long-term abilities to improve productivity by increasing an employee’s ability to perform.

Employee orientation

Activity that introduces new employees to the organization, fellow employees, supervisors, and policies.

On-the-job training

Training at the workplace that lets the employee learn by doing or by watching others for a while and then imitating them.

Apprentice programs

Training programs involving a period during which a learner works alongside an experienced employee to master the skills and procedures of a craft.

Vestibule training (near-the-job training)

Training done in classrooms where employees are taught on equipment similar to that used on the job.

Job simulation

The use of equipment that duplicates job conditions and tasks so that trainees can learn skills before attempting them on the job.

Management development

The process of training and educating employees to become good managers and then monitoring the progress of their managerial skills over time.

Networking

The process of establishing and maintaining contacts with key managers in your own and other organizations to serve as informal development systems.

Mentor

An experienced employee who supervises, coaches, and guides selected lower-level employees.

Performance appraisal

An evaluation that measures employee performance against established standards in order to make decisions about promotions, compensation, training, or termination.

360-degree review

A performance appraisal where management gathers opinions from all around the employee, including those under, above, and on the same level.

Givebacks

Reductions in wages accepted by employees to make a firm more competitive, common in manufacturing during difficult economic times.

Labor hoarding

Investing billions in retaining workers by increasing salaries even during economic downturns.

Hay method

A pay structure based on job grades and three key factors: knowledge, problem solving, and accountability.

Skill-based pay

A system that rewards the growth of both the individual and the team by raising base pay when team members learn and apply new skills.

Fringe benefit

Benefits such as sick-leave pay, vacation pay, pension plans, and health plans that represent additional compensation beyond base wages.

Soft benefits

Benefits like onsite haircuts, concierge services, and free meals that help workers maintain work-life balance.

Cafeteria-style fringe benefits

A fringe benefit plan that allows employees to choose from an option benefits that they want, only up to a certain dollar amount.

Flextime Plans

Work schedules that give employees some freedom to choose when to work, as long as they work the required number of hours.

Core time

In a flextime plan, the period when all employees are expected to be at their job stations.

Compressed workweek

A work schedule that allows an employee to work a full number of hours per week but in fewer days.

Hot desking

Sharing a desk with other employees who work at different times.

Job-sharing

Lets two or more part-time employees share one full-time job.