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Chapter 9: Human Resources and Diversity

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Title: Chapter 9: Human Resources and Diversity


1
Chapter 9Human Resources and Diversity
0
2
Learning Objectives
0
  • Explain the role of human resource management in
    organizational strategic planning.
  • Describe federal legislation and societal trends
    that influence human resource management.
  • Explain what the changing social contract between
    organizations and employees means for workers and
    human resource managers.
  • Describe the tools managers use to recruit and
    select employees.
  • Explain how organizations maintain a workforce
    through the administration of wages and salaries,
    benefits, and terminations.
  • Explain the dimensions of employee diversity and
    why ethnorelativism is the appropriate attitude
    for todays organizations.
  • Explain affirmative action and why factors such
    as the glass ceiling have kept it from being more
    successful.
  • Explain the importance of addressing sexual
    harassment in the workplace.

3
Human Resource Management
  • Activities undertaken to attract, develop, and
    maintain an effective workforce within an
    organization.

4
Strategic Human Resource Management Goals
0
Exhibit 9.1
5
Current Strategic Issues
0
  • Becoming more competitive globally
  • Improving quality, productivity, customer
    service
  • Managing mergers acquisitions
  • Applying new information technology for e-business

6
Environmental Influences on HRM
0
  • Building Human Capital
  • Globalization
  • Information Technology
  • Human Resource Information Systems
  • Federal Legislation
  • Discrimination
  • Affirmative Action

7
Globalization
0
  • HR must address the complexity that results from
    recruiting, selecting, developing, and
    maintaining a diverse workforce on a global scale

8
Information Technology
0
  • Human resource information technology - an
    integrated computer system designed to provide
    data and information used in HR planning
  • Traditional HR to e-HR - significantly affected
    every area of human resource management

Some organizations are close to a paperless HRM
system saves time, money, frees staff
9
Federal Legislation
0
  • Discrimination - hiring or promoting of
    applicants based on criteria that are not job
    relevant
  • Affirmative Action - policy requiring employers
    to take positive steps to guarantee equal
    employment opportunities for people within
    protected groups

10
Major Federal Laws - HRM
0
  • Equal Opportunity/Discrimination Laws
  • Compensation/Benefits Laws
  • Health/Safety Laws

11
The Changing Social Contract
0
Exhibit 9.3
New Contract
Old Contract
Employee
Employability, personal responsibility Partner in
business improvement Learning
Job security A cog in the machine Knowing
Traditional compensation package Standard
training program Routine jobs Limited
information
Employer
Continuous learning, lateral careermovement,
incentive compensationCreative development
opportunitiesChallenging assignmentsInformation
and resources
12
HR Issues in the New Workplace
0
  • Employer of choice
  • Teams and Projects
  • Temporary Employees
  • Technology
  • Work-Life Balance
  • Downsizing

13
HR Issues in the New Workplace
0
  • An employer of choice is a company that is highly
    attractive to potential employees because its
    human resource practices focus on both
  • Tangible benefits and
  • Intangible benefits

14
Teams and Projects in the New Workplace
0
  • Major trend in todays workplace
  • Growth in project management
  • Job categories are collapsing
  • Employees manage multiple tasks and
    responsibilities

15
Temporary Employees in the New Workplace
0
  • At the start of the 21st century, largest
    employer in U.S. was a temporary employment
    agency, Manpower, Inc.
  • Temporary Employees do everything from data entry
    to interim CEO
  • Contingent workers - temporary, contract, lease
    employees.

16
Technology in the New Workplace
0
  • Telecommuting and virtual teams are related
    trends
  • Telecommuting - using computers and
    telecommunications equipment to perform work from
    home or another remote location
  • Work anywhere - wireless Internet devices,
    laptops, cell phones, fax machines
  • Extreme telecommuting - people live and work in
    countries far away from the organizations
    physical location

17
Work/Life Balance in the New Workplace
0
  • Telecommuting is one strategy
  • Flexible scheduling is important in todays
    workplace 27 of workforce has flexible hours
  • Broad Work-Life Balance initiatives critical
    retention strategy on-site gym childcare, paid
    leaves sabbaticals

18
Downsizing in the New Workplace
0
  • Intentional, planned reduction in the size of a
    companys workforce
  • Smoothing the downsizing process
  • Communicate with employees
  • Provide information
  • Provide assistance
  • Use training and development

19
Attracting an Effective Workforce
0
  • The first role of HR is to attract valued,
    productive and satisfied employees through
    planning

20
Matching Model
0
  • An employee selection approach in which the
    organization and the applicant attempt to match
    each others needs, interests, and values

21
Attracting an Effective Workforce
0
Exhibit 9.4
22
Human Resource Planning
0
  • Forecasting of human resource needs and the
    projected matching of individuals with expected
    vacancies
  • What new technologies and emerging?
  • What is the volume of business likely to be?
  • What is turnover, is it avoidable?

23
Recruiting
0
External
Internal
E-Recruiting
24
Assessing Organizational Needs
0
Job Analysis
Job Description
Job Specification
25
Sara Lee Required Skillsfor Finance Executives
Exhibit 9.5
26
Realistic Job Preview
  • A recruiting approach that gives applicants all
    pertinent and realistic information about the job
    and the organization

Organizations must ensure that their recruiting
practices conform to the law.
27
Selecting
0
  • Selection - assess desired employees
  • Determine of there is a fit
  • Validity - relationship between an applicants
    score on a selection device and his or her future
    job performance

28
Application Form
0
  • Collect information about applicant
  • Education
  • Job experience
  • Background characteristics

29
Interviewing An Applicant
0
Know what you want
Prepare a road map
Use open-ended questions
Do not ask irrelevant questions
Do not rush interview
Do not rely on your memory
30
Interview as Predictor of Success
0
  • Interview is not a valid predictor of job
    performance has high face validity as a
    selection tool
  • Panel interviews candidate meets with several
    interviewers - increases interview validity
  • Computer-based interviews - complement
    traditional interviewing information

31
Testing and Assessment
0
  • Employment Test - measure a particular attribute
    such as intelligence or aptitude
  • Assessment Center - selecting individuals with
    high managerial potential based on performances
    on a series of simulated tasks

32
Developing an Effective Workforce
0
  • Training and development - effort to facilitate
    employees learning of job-related skills and
    behaviors
  • On-the-job training - an experienced employee
    adopts a new employee to teach him or her how
    to perform job duties
  • Cross training
  • Mentoring

33
Other Training and Development Methods
  • Orientation Training
  • Classroom Training
  • Computer-based Training
  • Corporate Universities
  • Promotion from Within
  • Workforce Optimization

34
Performance Appraisal
0
  • Process of observing and evaluating an employees
    performance, recording the assessment, and
    providing feedback to the employee
  • Observing and assessing performance
  • Recording the assessment
  • Providing feedback to employee

35
Making Performance Appraisals A Positive Force
0
  • The accurate assessment of performance through
    the development and application of assessment
    systems
  • Use the performance appraisal to provide feedback
    that reinforces good performance and motivate

36
Assessing Performance Accurately
0
  • 360 Feedback Process
  • Performance Evaluation Errors
  • Stereotyping
  • Halo effect
  • BARS
  • Behaviorally-anchored rating scale

37
Behaviorally AnchoredRating Scale
Exhibit 9.9
38
Maintaining an Effective Workforce
0
  • Compensation
  • Wage and Salary Systems
  • Job-based pay
  • Skill-based pay
  • Competency based-pay
  • Compensation Equity
  • Job evaluation
  • Wage and salary surveys
  • Pay for Performance
  • Benefits
  • Cafeteria-plan benefit packages

39
Termination
0
Value of termination for maintaining an effective
workforce is two fold
  • Employees who are poor performers can be
    dismissed
  • Employers can use exit interviews in a positive
    manner

Exit interview interview with departing
employees to identify reason for termination
40
Top Managers Value Diversity
0
  • To give organization access to broader range of
    opinions and viewpoints
  • To spur greater creativity and innovation
  • To reflect an increasingly diverse customer base
  • To obtain the best talent in a competitive
    environment
  • To more effectively compete in the global
    marketplace

41
Valuing Diversity
0
  • Job seekers value diversity
  • 91 of job seekers think diversity programs make
    a company a better place to work
  • Survey commissioned by The New York Times

42
Attitudes Toward Diversity
0
  • Ethnocentrism - belief that ones own group or
    subculture is inherently superior to other groups
    or cultures
  • Enthnorelativism - belief that groups and
    subcultures are inherently equal
  • Pluralism - an organization accommodates several
    subcultures

43
The Changing Workplace
0
Globalization Competition is intense
Changing Composition of Workforce There are more
women, people of color, and immigrants seeking
opportunities
Dramatic Changes in the Customer Base
44
Challenges Minorities Face
0
  • Lack of choice assignments
  • Disregard by a subordinate of a minority
    managers direction
  • Ignoring of comments made by women and minorities
    at meetings
  • A need to become Bicultural

45
Challenges For Management
0
Exhibit 9.11
46
Affirmative Action Current Debate
0
  • Affirmative action was developed in response to
    conditions 40 years ago.
  • Today more then half the U.S. workforce consists
    of women and minorities.
  • It is not the same as diversity.
  • Research shows that full integration of women and
    racial minorities into organizations is still at
    least a decade away.

47
Glass Ceiling
0
  • An invisible barrier separates women and
    minorities from top management positions
  • Fortune 500 Women Corporate Officers
  • 2004 15.7
  • 2000 12.5
  • 1995 8.7
  • Only eight Fortune 500 companies have female CEOs
    in 2006

48
The Wage Gap
Exhibit 9.12
49
The Opt-Out Trend
  • 37 of highly qualified women report that they
    voluntarily left the workforce at some point in
    their career.

but some people think women might actually be
better managers, partly because they have a more
collaborative approach
50
Responses to Diversity
0
  • Building a corporate culture that values
    diversity
  • Changing structures, policies, and systems to
    support diversity
  • Recruitment
  • Career advancement
  • Providing diversity awareness training

51
Organizational Relationships
0
  • Emotional Intimacy
  • Sexual Harassment
  • Generalized
  • Inappropriate/offensive
  • Solicitation with promise of reward
  • Coercion with threat of punishment
  • Sexual crimes and misdemeanors

52
Global Diversity
0
  • Globalization is a reality for todays companies
  • The rest of the world matters to a degree that
    it never did in the past.
  • Workforce 2020
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