Marketing Manager Course - Chapter 10
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Chapter
10
Human Resource Management
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
After reading this chapter, you should be able to:
Determine appropriate responses to major changes in the
environment affecting human resources.
Comply with the legal framework governing human resources.
Develop tactics to implement desired human resource
strategies.
Prepare a staffing program to recruit and select the best
applicants.
Establish orientation, training, and career development
programs to enhance employees’ contributions to the firm.
Implement an effective performance appraisal program to
capitalize on employees’ strengths and reduce employees’
weaknesses.
Develop a reward system to attract, retain, and motivate
employees.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
D ealng ef ectvel w ih
i f i y t
hum an resource ( R )
H
i
ssues i essentalf al
s i or l
m anagers.
The hum an resource st f
af
support m anagers i
s n
carryi outH R
ng
responsi ltes.
biii
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Skills for Managing Human Resources
C ongruency
Skil
ls
Perform ance
A pprai Skil
sal ls H i ng Skil
ri ls
Pay A locaton
l i Trai ng Skil
ni ls
Skil ls
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Environment of Human Resources
W orkforce
Gl
obalzaton
i i
Diversiy
t
U ni
ons Legi aton
sl i
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Key Federal Legislation and Regulations
Affecting Human Resources
Social Security Act (1935) Occupational Safety and Health Act
Wagner Act (1935) (1970)
Vocational Rehabilitation Act (1973)
Fair Labor Standards Act (1938)
Health Maintenance Organization Act
Taft-Hartley Act (1947)
(1973)
Landrum-Griffin Act (1959) Employee Retirement Income
Equal Pay Act (1963) Security Act (1974)
Title VII of Civil Rights Act (1964) Vietnam-Era Veterans Readjustment
Executive Order 11246 (1965) Act (1974)
Privacy Protection Act (1974)
Age Discrimination in Employment
Act (1967) Pregnancy Discrimination Act (1978)
Wage Garnishment Act (1968)
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Key Federal Legislation and Regulations
Affecting Human Resources (continued)
Job Training Partnership Act Family and Medical Leave Act (1993)
(1982) Health Insurance Portability and
Consolidated Omnibus Budget Accountability Act (1996)
Reconciliation Act (1985) Small Business Job Protection Act
(1996)
Immigration Reform and Control
Fair Credit Reporting Act (1970,
Act (1986)
1996)
Worker Adjustment and
Retraining Act (1988)
Drug-Free Workplace Act (1988)
Employee Polygraph Protection
Act (1988)
Americans with Disabilities Act
(1990)
Civil Rights Act (1991)
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Di
scri i i
m naton
Prot ed
ect
Em ploym ent K ey H R Class
atW il
l
Legi atve I
sl i ssues
A f i atve
frm i
Sexual
A cton
i
H arassm ent
Disparate
B FO Q Treat ent
m
A dverse
Job I pact
m
R el edness
at
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Unions
Membership has been declining steadily (13% in
2003)
Factors contributing to this decline:
Strong employer challenges to unions
Plant closures
International competition
Shrinking manufacturing sector
Labor Contract: Written agreement between union
and management that specifies pay schedule, fringe
benefits, COLA, and the like.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Unions (continued)
Union-related legislations:
The Wagner Act (1935) – created the NLRB
The Taft-Hartley Act (1947) – specified a set of unfair labor
practices by unions along with the remedies
The Landrum-Griffin Act (1959) – requires each union to report its
financial activities and the financial interests of its leaders to the
Department of Labor
In the U.S., labor relations are characterized by:
Business unionism
Job-based unionism
Collective bargaining
Voluntary contracts
Adversarial relationships
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Human Resource Management Process
Strategic HR
Planning
HR Tactics
Career
Staffing Orientation Training
Development
Performance Compensation
Appraisal and Benefits
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Strategic Human Resource Planning
(SHRP)
The development of a
vision about where the
company wants to be and
how it can use human
resources to get there.
The ultimate objective of
SHRP is a sustained
competitive advantage.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
H um an R esource Pl
anni
ng
Product Labor Internal Labor External Labor
Demand Productivity Market Market
Labor Demand Labor Supply
Conditions and Select Responses
1. Labor demand exceeds labor supply 2. Labor supply exceeds labor demand
Training or retraining Pay cuts
Succession planning Reduced hours
Promotion from within Work sharing
Recruitment from outside Voluntary early retirements
Subcontracting Inducements to quit
Use of contingent workers Layoffs
Use of overtime 3. Labor demand equals labor supply
Replacement of quits from
inside or outside
Internal transfers and
redeployment
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Staffing Process
Recruitment – the process of
generating a pool of qualified
candidates for a particular job.
An effective recruitment effort
should create a pool of qualified
applicants.
Selection – the screening
process used to decide which of
the applicants to hire.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Validity and Reliability of Selection Tools
Validity is how well a technique used to assess
candidates is related to performance on the job.
Validity can be demonstrated by:
Content Validity
Empirical Validity
Reliability is a measure of the consistency of results
of the selection method.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
A pplcaton
i i Let ers of
t A biiy Test
lt s
Form s R ecom m endaton
i
Perform ance Personalt
iy
Si ul i Test
m aton s SELECTION Tests
TOOLS
Psychol cal
ogi
Tests H onest Test
y s
I ervi s
nt ew Physi Exam s
cal
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Orientation
Helps new employees to:
Learn more about the company
Learn what is expected of them in the job
Reduce the initial anxiety of a transition
Become familiar with co-workers
Learn about work rules and personnel policies
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Employee Training
Training is a planned effort to
provide employees with
specific skills to improve their
performance.
Effective training can also
improve morale and increase
an organization’s potential.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
The Training Process
N eeds A ssessm ent D evel and
op
C onductTrai ng
ni
• Organization Needs • Location
• Task Needs • Presentation
• Person Needs • Type
Eval i
uaton
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
