Title: Chapter 9: Human Resources and Diversity
1Chapter 9Human Resources and Diversity
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2Learning Objectives
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- 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.
3Human Resource Management
- Activities undertaken to attract, develop, and
maintain an effective workforce within an
organization.
4Strategic Human Resource Management Goals
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Exhibit 9.1
5Current Strategic Issues
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- Becoming more competitive globally
- Improving quality, productivity, customer
service - Managing mergers acquisitions
- Applying new information technology for e-business
6Environmental Influences on HRM
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- Building Human Capital
- Globalization
- Information Technology
- Human Resource Information Systems
- Federal Legislation
- Discrimination
- Affirmative Action
7Globalization
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- HR must address the complexity that results from
recruiting, selecting, developing, and
maintaining a diverse workforce on a global scale
8Information Technology
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- 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
9Federal Legislation
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- 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
10Major Federal Laws - HRM
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- Equal Opportunity/Discrimination Laws
- Compensation/Benefits Laws
- Health/Safety Laws
11The Changing Social Contract
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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
12HR Issues in the New Workplace
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- Employer of choice
- Teams and Projects
- Temporary Employees
- Technology
- Work-Life Balance
- Downsizing
13HR Issues in the New Workplace
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- 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
14Teams and Projects in the New Workplace
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- Major trend in todays workplace
- Growth in project management
- Job categories are collapsing
- Employees manage multiple tasks and
responsibilities
15Temporary Employees in the New Workplace
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- 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.
16Technology in the New Workplace
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- 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
17Work/Life Balance in the New Workplace
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- 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
18Downsizing in the New Workplace
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- 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
19Attracting an Effective Workforce
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- The first role of HR is to attract valued,
productive and satisfied employees through
planning
20Matching Model
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- An employee selection approach in which the
organization and the applicant attempt to match
each others needs, interests, and values
21Attracting an Effective Workforce
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Exhibit 9.4
22Human Resource Planning
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- 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?
23Recruiting
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External
Internal
E-Recruiting
24Assessing Organizational Needs
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Job Analysis
Job Description
Job Specification
25Sara Lee Required Skillsfor Finance Executives
Exhibit 9.5
26Realistic 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.
27Selecting
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- 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
28Application Form
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- Collect information about applicant
- Education
- Job experience
- Background characteristics
29Interviewing An Applicant
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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
30Interview as Predictor of Success
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- 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
31Testing and Assessment
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- 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
32Developing an Effective Workforce
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- 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
33Other Training and Development Methods
- Orientation Training
- Classroom Training
- Computer-based Training
- Corporate Universities
- Promotion from Within
- Workforce Optimization
34Performance Appraisal
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- 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
35Making Performance Appraisals A Positive Force
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- 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
36Assessing Performance Accurately
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- 360 Feedback Process
- Performance Evaluation Errors
- Stereotyping
- Halo effect
- BARS
- Behaviorally-anchored rating scale
37Behaviorally AnchoredRating Scale
Exhibit 9.9
38Maintaining an Effective Workforce
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- 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
39Termination
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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
40Top Managers Value Diversity
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- 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
41Valuing Diversity
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- 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
42Attitudes Toward Diversity
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- 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
43The Changing Workplace
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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
44Challenges Minorities Face
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- 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
45Challenges For Management
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Exhibit 9.11
46Affirmative Action Current Debate
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- 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.
47Glass Ceiling
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- 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
48The Wage Gap
Exhibit 9.12
49The 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
50Responses to Diversity
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- Building a corporate culture that values
diversity - Changing structures, policies, and systems to
support diversity - Recruitment
- Career advancement
- Providing diversity awareness training
51Organizational Relationships
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- Emotional Intimacy
- Sexual Harassment
- Generalized
- Inappropriate/offensive
- Solicitation with promise of reward
- Coercion with threat of punishment
- Sexual crimes and misdemeanors
52Global Diversity
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- 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