978-0078023163 Chapter 11 Part 2

Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees

11-16

PPT 11-14

Controversial Procedures of the

EEOC

CONTROVERSIAL PROCEDURES

of the EEOC

11-14

LO 11-2

• Afﬁrmative Action — Policy designed to

“

right past

wrongs

”

by increasing opportunities for minorities and

women.

• Reverse Discrimination — Discriminating against

members of a dominant or majority group (e.g. whites

or males) usually as a result of policies designed to

correct previous discrimination against minority or

disadvantaged groups.

• This policy has been at the center of many

debates and lawsuits.

PPT 11-15

Civil Rights Act of 1991 and

OFCCP

CIVIL RIGHTS ACT of 1991

and OFCCP

11-15

LO 11-2

• Civil Rights Act of 1991

– Amended Title VII and gave victims of

discrimination the right to a jury trial and possible

damages.

• Ofﬁce of Federal Contract Compliance Programs

(OFCCP)

– Ensures that employers doing business with the

federal government comply with the

nondiscrimination and afﬁrmative action laws.

Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees

11-17

B. LAWS PROTECTING EMPLOYEES WITH DISA-

BILITIES AND OLDER EMPLOYEES

1. This act, passed in 1973, extended the same

protection to people with disabilities.

2. The AMERICANS WITH DISABILITIES ACT

OF 1990 (ADA) requires that applicants who are

disabled be given the same consideration for

employment as people without disabilities.

a. It requires that businesses make “REA-

SONABLE ACCOMMODATIONS” to peo-

ple with disabilities.

b. Most companies can easily and inexpensive-

ly make the structural changes needed.

c. However, companies are having more trou-

ble making CULTURAL CHANGES to be

accommodating.

d. A key concept is ACCOMMODATION, which

means treating people according to their

specific needs.

3. In 2008 Congress passed the AMERICANS

WITH DISABILITIES AMENDMENTS ACT.

a. This overturned Supreme Court decisions

that had reduced protections for people with

disabilities.

b. In 2011, the EEOC widened the range of

disabilities and shifted the burden of proof of

disabilities to owners.

4. The AGE DISCRIMINATION IN EMPLOYMENT

ACT protects individuals who are 40 years or

Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees

11-18

PPT 11-16

Laws Protecting Employees with

Disabilities

LAWS PROTECTING

EMPLOYEES with DISABILITIES

• Americans with Disabilities Act of 1990 (ADA)

– Requires employers to give applicants with physical or

mental disabilities the same consideration for employment as

people without disabilities.

11-16

LO 11-2

– Passage in 2008 of Americans with

Disabilities Amendments Act

expanded protection.

– 2011 saw regulations that widen the

range of disabilities covered by the

ADA and shift the burden of proof of

disability from employees to

employers.

Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees

11-19

older from discrimination based on age.

a. Under the ADEA, it is UNLAWFUL TO DIS-

CRIMINATE AGAINST A PERSON BE-

CAUSE OF AGE with respect to hiring, fir-

ing, promotion, layoff, compensation, bene-

fits, job assignments, and training.

b. The ADEA OUTLAWED MANDATORY RE-

TIREMENT in most organizations, but pro-

vides exemptions for certain critical jobs.

C. EFFECTS OF LEGISLATION

1. All areas of human resource management are

affected by legislation.

2. IN SUMMARY:

a. Employers must know and act in accordance

with the legal rights of their employees.

b. Legislation affects all areas of human re-

source management.

c. It is sometimes legal to provide special em-

ployment to correct past discrimination.

d. New court cases and legislation continuously

change human resource management; it is

important to keep current.

 learning objective 3

Summarize the five steps in human resource planning.

III. DETERMINING A FIRM’S HUMAN RESOURCE

NEEDS

Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees

11-20

PPT 11-17

Age Discrimination in Employment

Act (ADEA)

AGE DISCRIMINATION in

EMPLOYMENT ACT (ADEA)

• Age Discrimination in Employment Act (ADEA)

11-17

LO 11-2

– Protects workers 40 and

over from employment

and workplace

discrimination in hiring,

ﬁring, promotion, layoff,

compensation, beneﬁts,

job assignments and

training.

PPT 11-18

Minding the Law in HRM

MINDING the LAW in HRM

11-18

LO 11-2

• Employers must know the law

and act accordingly.

• Legislation affects all areas of

HRM.

• Court cases highlight that

sometimes it’s proper to go

beyond providing equal rights.

• Changes in law and legislation

occur regularly.

test

prep

PPT 11-19

Test Prep

TEST PREP

11-19

• What’s human resource management?

• What did Title VII of the Civil Rights Act of 1964

achieve?

• What’s the EEOC and what was the intention of

afﬁrmative action?

• What does accommodations mean in the

Americans with Disabilities Act of 1990?

Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees

11-21

A. PREPARING A HUMAN RESOURCE INVENTORY

of the organization’s employees

B. PREPARING A JOB ANALYSIS

1. A JOB ANALYSIS is a study of what is done by

employees who hold various jobs.

2. The results of the job analysis are two written

statements.

a. A JOB DESCRIPTION is a summary of the

objectives of a job, the type of work to be

done, the responsibilities and duties, the

working conditions, and the relationship of

the job to other functions.

b. JOB SPECIFICATIONS are written summar-

ies of the minimum qualifications required of

workers to do a particular job.

C. ASSESSING FUTURE HUMAN RESOURCE DE-

MAND—HR managers must be proactive to antici-

pate future needs of their organizations.

D. ASSESSING FUTURE LABOR SUPPLY in a con-

stantly changing labor market

E. ESTABLISHING A STRATEGIC PLAN addressing

recruiting, selecting, training and developing, ap-

praising, compensating, and scheduling the labor

force

F. Companies are also using advanced technologies to

manage the human resource planning process.

 learning objective 4

Describe methods that companies use to recruit new employees, and explain

some of the issues that make recruitment challenging.

IV. RECRUITING EMPLOYEES FROM A DIVERSE

POPULATION

Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees

11-22

PPT 11-20

Human Resource Planning

Process

HUMAN RESOURCE PLANNING

PROCESS

11-20

LO 11-3

1) Preparing a human resource

inventory of employees.

2) Preparing a job analysis.

3) Assessing future human

resource demand.

4) Assessing future labor

supply.

5) Establishing a strategic plan.

PPT 11-21

What’s a Job Analysis?

WHAT’S a JOB ANALYSIS?

11-21

LO 11-3

• Job Analysis – A study of what employees do who

hold various job titles.

• Job Description – A summary of the objectives of

the job, the type of work, the responsibilities and

duties, working conditions and relationship to other

jobs.

• Job Speciﬁcations — A summary of the minimum

qualiﬁcations needed to do a particular job.

TEXT FIGURE 11.3

Job Analysis

This text figure shows a sample job analysis that yields two

statements: job descriptions and job specifications.

critical thinking

exercise 11-1

EXPANDING THE WORKFORCE

This exercise presents a human resource planning dilemma.

Does the increased profit from a business expansion justify

increased labor costs? (See the complete exercise on page

11.92 of this manual.)

Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees

11-23

A. RECRUITMENT is the set of activities used to ob-

tain a sufficient number of the right people at the

right time.

B. RECRUITING IS CHALLENGING for several rea-

sons:

1. Some organizations have policies that demand

promotion from within, operate under union

regulations, or offer low wages.

2. It important to hire skilled people who also FIT

IN WITH THE ORGANIZATION’S CULTURE.

3. People with the necessary skills may not be

available, and must be hired and then trained.

C. Human resource managers turn to many SOURCES

for assistance.

1. INTERNAL SOURCES involve hiring from within

the firm and employee recommendations.

a. Internal sources are usually less expensive.

b. Hiring from within helps maintain employee

morale.

2. When it isn’t possible to find qualified workers

within the company, HR managers must use

EXTERNAL RECRUITMENT sources.

3. Recruiting qualified workers may be particularly

difficult for small businesses with few staff mem-

bers.

 learning objective 5

Outline the six steps in selecting employees.

V. SELECTING EMPLOYEES WHO WILL BE

PRODUCTIVE

Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees

11-24

PPT 11-22

Recruiting Employees

RECRUITING EMPLOYEES

11-22

LO 11-4

• Recruitment — The set of activities for obtaining the

right number of qualiﬁed people at the right time.

• Human resource managers use both internal and

external sources to recruit employees.

• Small businesses often make use of web

sources like CareerBuilder and Monster to

recruit employees.

SPOTLIGHT ON

small

business

PPT 11-23

Competing for the

Cream of the Crop

COMPETING for the

CREAM of the CROP

11-23

• To survive, small businesses must recruit and

retain qualiﬁed workers.

• Unfortunately, they lack the resources of larger

companies to compete for employees.

• Small businesses need innovations like:

– Letting staff help recruit and select candidates.

– Audition an employee.

– Seek out publicity.

critical thinking

exercise 11-2

MANAGEMENT SELECTION

This exercise asks the students to consider several applicants

for two job openings and decide whom to hire. (See the com-

plete exercise on page 11.95 of this manual.)

critical thinking

exercise 11-3

ONLINE JOB SEARCH

This exercise explores online job search engines such as Mon-

ster.com. (See the complete exercise on page 11.97 of this

manual.)

PPT 11-24

Employee Sources

TEXT FIGURE 11.4

Employee Sources

EMPLOYEE SOURCES

11-24

LO 11-4

Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees

11-25

A. SELECTION is the process of gathering information

and deciding who should be hired, under legal

guidelines, for the best interest of the individual and

the organization.

1. The selection process is a key element in hu-

man resource management.

2. Selection expenses can cost one and one-half of

an employee’s annual salary.

B. STEPS OF THE SELECTION PROCESS

1. OBTAINING A COMPLETE APPLICATION

FORM

a. Legal guidelines limit the kinds of questions

that may appear on an application form.

b. Allowed information includes the applicant’s

educational background, past work experi-

ence, career objectives, and other qualifica-

tions.

c. Many large organizations use an automated

program, Workforce Acquisition, to screen

applicants.

2. CONDUCTING INITIAL AND FOLLOW-UP IN-

TERVIEWS

a. A human resource department staff member

often screens applicants in a first interview.

b. Potential employees are then interviewed by

the manager who will supervise the new

employee.

c. Both HRM and functional managers must be

careful to avoid missteps in interview ques-

Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees

11-26

PPT 11-25

Selection

SELECTION

11-25

LO 11-5

• Selection — The process of

gathering information and

deciding who should be hired,

under legal guidelines, to

serve the best interest of the

individual and the

organization.

lecture enhancer 11-2

MAKING AN IMPRESSION WITH

VIDEO RESUMES

In the age of intense competition, job seekers are doing what

they can to stand out from the crowd and be selected. (See the

complete lecture enhancer on page 11.85 of this manual.)

PPT 11-26

Steps in the Selection Process

STEPS in the

SELECTION PROCESS

11-26

LO 11-5

1. Obtaining complete application forms

2. Conducting initial and follow-up interviews

3. Giving employment tests

4. Conducting background investigations

5. Obtaining results from physical exams

6. Establishing trial (probationary) work periods

lecture enhancer 11-3

INTERVIEW BLUNDERS

There are a few questions that interviewers should never ask

prospective employees. Here’s an explanation of what to do

should the interviewer ask such questions. (See the complete

lecture enhancer on page 11.85 of this manual.)

lecture enhancer 11-4

MEMORABLE JOB INTERVIEWS

In a survey, executives revealed some of the more unusual

interviews they had conducted. (See the complete lecture en-

hancer on page 11.86 of this manual.)

PPT 11-27

Oops!

OOPS!

Areas Where Job Applicants Make Mistakes

Source: USA Today. 11-27

LO 11-5

ADAPTING TO

change

PPT 11-28

Keeping the Right Face on Facebook

KEEPING the RIGHT FACE

on FACEBOOK

11-28

• Your online personality be appealing to

employers.

• Some of the worst things to do are:

– Posting provocative or inappropriate photos.

– Information on drug use or excessive drinking.

– Bad mouthing a previous employer.

– Discriminatory comments related to race, gender,

religion, etc.

Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees

11-27

tioning.

3. GIVING EMPLOYMENT TESTS

a. Some organizations continue to use tests to

measure basic competencies in SPECIFIC

JOB SKILLS, although testing has been se-

verely criticized.

b. It is important that the test be DIRECTLY

RELATED to the job.

c. Employment tests have been criticized be-

cause of the potential for illegal discrimina-

tion.

d. Many companies test potential employees in

ASSESSMENT CENTERS where applicants

perform tasks of the actual job.

4. CONDUCTING BACKGROUND INVESTIGA-

TIONS helps determine which candidates are

most likely to succeed in a given position.

a. Most organizations investigate an applicant’s

work record, school records, credit history,

and references.

b. Services such as LexisNexis let prospective

employers conduct background checks and

verify work experience of applicants.

5. OBTAINING RESULTS FROM PHYSICAL EX-

AMS

a. Medical tests cannot be given to screen out

individuals.

b. In some states, physical exams can be given

Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees

11-28

lecture enhancer 11-5

THE INVASIVE DANGERS OF FA-

CEBOOK

The personalization of Facebook is great for personal use.

However, it can be detrimental to job seekers. (See the com-

plete lecture enhancer on page 11.88 of this manual.)

Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees

11-29

only AFTER AN OFFER OF EMPLOYMENT

HAS BEEN ACCEPTED.

c. Preemployment testing to detect drug or al-

cohol abuse or for AIDS screening is contro-

versial.

6. ESTABLISHING TRIAL (PROBATIONARY)

PERIODS allows organizations to hire an em-

ployee conditionally.

7. The selection process is difficult but helps en-

sure that new employees meet requirements in

all relevant areas.

C. HIRING CONTINGENT WORKERS

1. Sometimes it is more cost-effective to hire con-

tingent workers when a company has a varying

need for employees.

a. CONTINGENT WORKERS include part-time

workers, temporary workers, seasonal work-

ers, independent contractors, interns, and

co–op students.

2. REASONS TO USE CONTINGENT WORK-

ERS:

a. The firm has a varying need for employees.

b. The full-time employees are on leave.

c. There is a peak demand for labor.

d. Quick service to customers is a priority.

3. Companies also tend to hire more contingent

workers in an uncertain economy.

4. Contingent workers receive FEW BENEFITS

Chapter 11 – Human Resource Management: Finding and Keeping the Best Employees

11-30

PPT 11-29

Hiring Contingent Workers

HIRING CONTINGENT WORKERS

• Contingent Workers — Include part-time and

temporary workers, seasonal workers, independent

contractors, interns and co-op students.

11-29

LO 11-5

• There are about 5.7

million contingent

workers in the U.S.

• Majority of contingent

workers are under 25.

PPT 11-30

Why Hire Contingent Workers?

WHY HIRE

CONTINGENT WORKERS?

11-30

LO 11-5

• Companies hire contingent workers:

– When full-time workers are on leave.

– During periods of peak demand.

– In uncertain economic times.

– To save on employee beneﬁts.

– To screen candidates for future employment.