Assignment

Introduction to Human
1 Resource Management
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-1

Learning Objectives
1. Explain what human resource
management is and how it relates to the
management process.
2. Show with examples why human
resource management is important to all
managers.
3. Illustrate the human resources
responsibilities of line and staff (HR)
managers.

Learning Objectives
4.Briefly discuss and illustrate each of the
important trends influencing human
resource management.
5.List and briefly describe important traits
of today’s human resource managers.
6.Define and give an example of evidence-
based human resource management.
7.Outline the plan of this book.

Explaining what human
resource (HR) management
is and how it relates to the
management process.

What is human resource (HR)
management and why
is it important?

The Management Process
• Planning
• Organizing
• Staffing
• Leading
• Controlling

Review
• Part of total management process
• Focus on staffing processes
o Job analyses
o Recruiting
o Compensation
o Performance
o Compliance issues, etc.

Human Resource (HR)
Responsibilities of Line
and Staff Managers

Line and Staff Managers
• Line authority
gives you the right
to issue orders
• Staff authority
gives you the right
to advise others in
the organization

Human Resource Duties
Line Managers
• Job placement
• Orientation & Training
• Performance
• Cooperation
• Labor costs
• Development

Human Resource Duties
Staff Managers
• Line function inside of
HR department
• Coordination
• Assist and advise
Sample HR organizational chart for a small

company
Review
• Profits and performance
• HR is a line function within HR
department
• HR is a staff function to support line
management
• Right person, right job

Important Trends in Human
Resource Management

Trends in Human Resource
Management
• Globalization
• Competition
• Deregulation
• Increased indebtedness
• Technological innovation
• More high-tech & service jobs

Trends in Human Resource
Management
• More knowledge work
• Aging workforce
• Economic downturn
• De-leveraging
• Deregulation slowdown
• Slower economic growth

Globalization
• Firms extend sales, ownership and
manufacturing to other countries
• Sales expansion
• Lower labor costs
• Forming partnerships
• Offshoring

Indebtedness and
Deregulation
• Stock brokering by banks
• Lending practices
• No money down
• Spending > Income
• Balance of payments
• Treasury bonds

Technological Trends
• Smart phones
• Tablet computers
• Facebook
• Job seeking

Trends in the Nature of
Work
• High-tech jobs
• Service jobs
• Knowledge work
and human
capital

Workforce and
Demographic Trends

Demographic Trends

“Generation Y” Workers
• Considered to be high-performance
and high-maintenance
• Fair and direct supervisors
• Creative challenges
• Day 1 impact
• Small goals
• Faster and better workers
Retirees, Nontraditional
Workers, Workers from Abroad
• Bringing retirees back
• Multiple jobs
• Contingent workers
• Alternative work arrangements
• Workers from abroad

Economic Challenges and
Trends
• GNP growth boom 2001 – 2008
• Falling off a cliff
• Debt accumulation
• Worthless loans
• Economy tanks

Evidence-based Human
Resource Management

Review
• Globalization
• Indebtedness and deregulation
• Technology
• Trends in the nature of work
• Economic challenges and trends

The New Human Resource
Managers

Big Transactional
picture Services
The New
Human Talent
Competencies Resource Management
Managers
Performance,
results,
evidence- Employee Ethics
based practice Engagement

Review
• Talent management
• Ethics
• Employee engagement
• Measurement
• Evidence-based management
• Value
• New competencies

Plan of the Book

Plan of the Book
• Practical tools
• HR as a profit center
• Strategic context
• Evidence-based HR

Review
• The HR process
• Importance
• HR responsibilities
• Trends

All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted, in
any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without the prior
written permission of the publisher. Printed in the United
States of America.

Equal Opportunity and
2 the Law

Learning Objectives
1. Explain the importance of and list the basic
features of Title VII of the 1964 Civil Rights
Act and at least five other equal employment
laws.
2. Explain how to avoid and deal with
accusations of sexual harassment at work.
3. Define adverse impact and explain how it is
proved.
4. Explain and illustrate two defenses you can
use in the event of discriminatory practice
allegations.

Learning Objectives
5.Cite specific discriminatory personnel

management practices in recruitment, selection,
promotion, transfer, layoffs, and benefits.
6.List the steps in the EEOC enforcement process.
7.Discuss why diversity management is important
and how to institutionalize a diversity
management program.

The importance and basic
features of Title VII of the
1964 Civil Rights Act and
other equal employment
laws

Equal Employment
Opportunity 1964–1991

Title VII of the 1964 Civil
Rights Act
• Title VII of the 1964
Civil Rights Act
o Who Does Title VII
Cover?
o The EEOC

Executive Orders
• Signed into law by

various presidents
• Affirmative Action
• Office of Federal
Contract Compliance
Programs (OFCCP)

Equal Pay Act of 1963
• Unlawful to discriminate on basis of
sex
• Jobs involve:
o Equal work
o Equivalent skills
o Similar conditions

Age Discrimination in
Employment Act of 1967
• Under ADEA, no discrimination for
those between 40 – 65
• No slack for employer if fired
employee replaced by one much
younger

Vocational Rehabilitation
Act of 1973
• Federal contracts >
$2,500.
• Affirmative Action
• Reasonable
accommodations

Pregnancy Discrimination
Act of 1978
• Prohibits using pregnancy, childbirth,
or related medical conditions to
discriminate in:
o hiring
o promotion
o suspension, or
o discharge

Federal Agency Guidelines
• EEOC
• Civil Service Commission
• Department of Labor (DOL)
• Department of Justice (DOJ)

Early Court Decisions, Equal
Employment Opportunity
• Griggs v. Duke
power company
• Albemarle paper
company v.
Moody

Review
• Title VII of the 1964 Civil Rights Act
• Executive Orders
• The Equal Pay Act
• The Vocational Rehabilitation Act
• The Pregnancy Discrimination Act
• Federal agency guidelines
• Court decisions on equal employment

Equal Employment
Opportunity
1990–91–present

The Civil Rights Act of 1991
• Burden of proof
• Money damages
• Mixed motives

The Americans with
Disabilities Act
• Mental impairments and the ADA
• Qualified individual
• Reasonable accommodation
• Traditional employer defenses
• The “new” ADA

Genetic Information
Nondiscrimination Act of 2008
(GINA)
• Genetic information
• Employers
• Health insurers

State & Local EEO Laws
• State and local employment

discrimination
• Coverage
• Employment opportunity agencies

Review
• Legal terminology
• The Civil Rights Act of 1991
• Americans with Disabilities Act
• Genetic Information
Nondiscrimination Act
• State and local EOO laws
Avoiding and dealing with
accusations of sexual
harassment at work

Sexual Harassment
• Affirmative action duty
• Federal Violence Against Women Act
of 1994
• What is sexual harassment

Sexual Harassment
• Proving sexual
harassment
• When is the
environment hostile?

Sexual Harassment
• Supreme Court decisions
• Implications
• When the law isn’t enough
• What the employee can do

Review
• Sexual harassment
• Affirmative Action duty
• Federal Violence Against Women Act
1994
• Supreme Court decisions

Defenses against
discrimination allegations

Defining and Proving
Adverse Impact
• Disparate
treatment
• Disparate
impact

The Central Role of
Adverse Impact
• Showing adverse impact
o Disparate rejection rates
o The Standard Deviation Rule
o Restricted policy
o Population comparisons
o McDonnell-Douglas Test

Two Defenses Employers
may Use in the Event of
Discriminatory Practice
Allegations.

Bona Fide Occupational
Qualification (BFOQ)
• Age
• Religion
• Gender
• National origin

Other Adverse Impact
Issues
• Business Necessity
• Other considerations
o Good intentions
o Collective Bargaining Agreements
(CBA)
o Defense not only recourse

Review
• Disparate treatment and impact

• The Central Role of Adverse Impact
• Employer defenses
• Other Adverse Impact Issues

Specific discriminatory
personnel management
practices

Illustrative Discriminatory
Employment Practices
• What you can and cannot do
• Recruitment
o Word-of-mouth
o Misleading information
o Help wanted ads

Illustrative Discriminatory
• Examples of selection standards
o Educational requirements
o Tests
o Physical characteristics
o Arrest records
o Application forms

Sample Discriminatory
Promotion, Transfer
and Layoff Practices
• Personal appearance
o Dress
o Hair
o Uniforms
o Tattoos, body piercings
• Supervisor knowledge
Review
• Illustrative Discriminatory
• Examples of selection standards
• Sample Discriminatory Promotion,
Transfer and Layoff Practices

The steps in the EEOC
enforcement process

The EEOC Enforcement
Process
• File charge
• Charge acceptance
• Serve notice
• Investigation
• Cause/no cause
• Conciliation
• Notice to sue
The EEOC Enforcement
Process
• Voluntary mediation
• Mandatory arbitration
of discrimination claims

Review
• The EEOC Enforcement Process
o Seven-step process
• The EEOC Enforcement Process
o Voluntary mediation
o Mandatory arbitration of discrimination
claims

Why diversity management
is important and how to
institutionalize a diversity
management program

Diversity Management and
Affirmative Action Programs
• Diversity pros and cons

o Stereotyping
o Discrimination
o Tokenism
o Ethnocentrism
o Gender-role stereotypes

• Managing diversity
• Encouraging
inclusiveness
• Multicultural
consciousness

• EEO vs. Affirmative

Action
• Implementing an
Affirmative Action
Program
• Reverse discrimination

Review
• Diversity management and Affirmative
Action programs
• Diversity benefits
• Managing diversity
• EEO vs. Affirmative Action

States of America.

Human Resource
3 Management Strategy
and Analysis
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 3-1
Learning Objectives
1. Explain why strategic planning is
important to all managers.
2. Explain with examples each of the
seven steps in the strategic planning
process.
3. List with examples the main generic
types of corporate strategies and
competitive strategies.
Learning Objectives
4. Define strategic human resource
management and give an example of
strategic human resource management
in practice.
5. Briefly describe three important
strategic human resource management
tools.
6. Explain with examples why metrics are
essential for managing human
resources.
Why Strategic Planning is
Important to all Managers
Goal-Setting and the
Planning Process
• The hierarchy of
goals
• Strategic
planning
Review
The Seven Steps in the
Strategic Planning Process
Seven Steps
1. Define current business
2. Audits
3. New directions
4. Strategic goals
5. Formulate strategies
6. Implement
7. Evaluate
Review
• Importance of
strategic planning
• Goal setting
• Steps
The Main Generic Types of
Corporate Strategies and
Competitive Strategies
Types of Strategies
• Corporate strategy
• Competitive strategy
• Functional strategy
o Human resources as a competitive
advantage
• Strategic fit
Corporate Strategies
• Concentration
• Diversification
• Vertical integration
• Consolidation
• Geographic
Competitive Strategies
• Cost leadership
• Differentiation
• Focus
Management Roles in
Strategic Planning
• Top Managers’ Role in Strategic
Planning
• Departmental Managers’ Strategic
Planning Roles
o Devise
o Support
o Execution
Review
• Types of strategies
o Corporate
o Competitive
o Functional
o Strategic fit
• Managerial roles in strategic planning
Defining Strategic Human
Resource Management with
an Example of Strategic
Human Resource
Management in Practice
Strategic Human Resource
Management
• Defining strategic
human resource
management
• Human resource
strategies and
policies
Example
• Shanghai Portman
o Service orientation
• Ritz Carlton
o Human Resource
system
Mergers and Acquisitions
• Due Diligence Stage
o Culture
o Compensation & benefits
o Labor relations, etc.
• Integration Stage
o Top management and leadership
o Communication
o Key talent
Review
• Definition
• Strategies
• Policies
• Service-oriented
example
• Mergers &
acquisitions
Three Important Strategic
Human Resource
Management Tools
Strategic Human Resource
Management Tools
• Strategy map
• The HR scorecard
• Digital dashboards
HR Metrics and
Benchmarking
• HR metrics
o Types of metrics
• Benchmarking
Review
• Strategy map
• HR Scorecard
• Digital dashboards
Why Metrics are Essential for
Managing Human Resources
Strategy and Strategy-
Based Metrics
• Workforce/talent analytics
• Data mining
• HR audits
o The scientific method
• Why should a manager be scientific?
High-performance Work
Systems
• High-performance
human resource
policies and
practices
Review
• Strategy and strategy-based metrics
• Talent analytics
• Data mining
• Audits
• The scientific method
• High-performance work systems
States of America.
4 Job Analysis and the
Talent
Management Process
Learning Objectives
1. Explain why talent management is
important.
2. Discuss the nature of job analysis,
including what it is and how it’s used.
3. Use at least three methods of
collecting job analysis information,
including interviews, questionnaires,
and observation.
Learning Objectives
4. Write job descriptions, including
summaries and job functions, using
the Internet and traditional
methods.
5. Write a job specification.
6. Explain competency-based job
analysis, including what it means
and how it’s done in practice.
Explain why talent
management is important.
The Talent Management
Process
• What Is Talent Management?
o Tasks
o Goal-directed
o Uses the same “profile”
o Segments and manages employees
o Integrates/coordinates all talent
management functions
Review
• Thought of as
linear process
• Definition
• Managing talent
effectively
Discuss the nature of job
analysis, including what it is
and how it’s used.
The Basics of Job Analysis
• Work activities
• Behaviors
• Machines, tools, equipment, and work
aids
• Performance standards
• Job context
• Human requirements
Uses of Job Analysis
Information
• Recruitment and selection
• EEO compliance
• Performance appraisal
• Compensation
• Training
Conducting a Job Analysis
1. How will information be used?
2. Background information
3. Representative positions
4. Collect and analyze data
5. Verify
6. Job description and specification
Job Analysis Guidelines
• A joint effort
• Clarity of questions
and process
• Different job analysis
tools
Review
• The basics of job analysis
• Uses of job analysis information
• Conducting a job analysis
• Job analysis guidelines
Use at least three methods
of collecting job analysis
information, including
interviews, questionnaires,
and observation.
Collecting Job Analysis
Information
• Interviews
• Questionnaires
• Observation
• Diary/logs
• Quantitative techniques
• Internet-based
Collecting Job Analysis
Information – Interviews
• The Interview
o Typical questions
o Structured interviews
o Pros and cons
o Interviewing guidelines
Review
• Interviews
• Questionnaires
• Observation
• Diary/logs
• Quantitative techniques
• Internet-based
Write job descriptions,
including summaries and job
functions, using the Internet
and traditional methods.
Writing Job Descriptions
• Job identification
• Job summary
• Relationships
• Responsibilities and duties
o Authority
• Performance standards & working
conditions
• Job specifications
Write a job specification.
Writing Job Specifications
• Trained vs. untrained

• Judgment
• Statistical analysis
• Task statements
Review
• Job descriptions
o Identifying the job, summary,
relationships
o Responsibilities, duties, standards
• Specifications
Explain competency-based
job analysis, what
it means, and how it’s
done.
Profiles in Talent
Management
• Competencies and
competency-based job
analysis
• How to write competencies-
based job descriptions
Review
• Observation
• Measurement
• Example – work teams
• Job profiles
States of America.
Personnel Planning
5 and Recruiting
Learning Objectives
1. List the steps in the recruitment and
selection process.
2. Explain the main techniques used
in employment planning and
forecasting.
3. Explain and give examples for the
need for effective recruiting.
Learning Objectives
4. Name and describe the main
internal sources of candidates.
5. List and discuss the main outside
sources of candidates.
6. Develop a help wanted ad.
7. Explain how to recruit a more
diverse workforce.
The steps in the recruitment
and selection process.
The Five Steps
• Positions to be filled
• Pool of candidates
• Applications and screening
• Selection tools
• Make an offer
Review
• Positions
• Candidates
• Screening
• Selection
• Offers
Explain the main techniques
used in employment planning
and forecasting.
Workforce Planning and
Forecasting
• Strategy and workforce planning
• Forecasting personnel needs (labor
demand)
o Trend analysis
o Ratio analysis
o The scatter plot
o Markov analysis
Forecasting the Supply of
Inside Candidates
• Manual systems
and replacement
charts
• Computerized skills
inventories
• Privacy
Forecasting the Supply of
Outside Candidates
• Action planning for
labor supply and
demand
• The recruiting yield
pyramid
Review
• Forecasting
• Manual vs. computerized systems
• Managing talent
• Action planning
• Recruiting pyramid
Explain and give examples
for the need for effective
recruiting.
The Need for Effective
Recruiting
• Why recruiting is important

• What makes recruiting a challenge?
• Organizing how you recruit
o The supervisor’s role
Review
• Importance
• Challenge
• Organizing
Name and describe the main
internal sources of
candidates.
Internal Sources of
Candidates
• Using internal sources
• Finding internal candidates
• Rehiring
• Succession planning
o Identify key needs
o Develop inside candidates
o Assess and choose
Review
• Internal sources
• Finding internal candidates
• Rehiring
• Succession planning
List and discuss the main
outside sources of
candidates.
Outside Candidates
• Internet recruiting
o Online recruiting
o Texting
o Dot-jobs
o Virtual job fairs
o Tracking
o Effectiveness
• Advertising – media
Review
• Internet recruiting
• Advertising
• Media
Develop a help wanted ad
Writing the Ad
• Attention
• Interest
• Desire
• Action
Employment Agencies
• Public
• Nonprofit
agencies
• Private agencies
Temp Agencies and
Alternative Staffing
• Pros and cons

• What supervisors should know about
temporary employees’ concerns
• Legal guidelines
• Alternative staffing
Other Sources of
Candidates
• Offshoring and outsourcing jobs
• Executive recruiters
o Pros and cons
o Guidelines
• On-demand recruiting services
Other Sources of
Candidates
• College recruiting
o On-campus recruiting goals
o The on-site visit
o Internships
Recruiting
• Referrals and walk-ins

• Telecommuters
• Military personnel
• Recruiting source use and
effectiveness
Other Issues
• Recruiting source
use and
effectiveness
• Measuring recruiting
effectiveness
Review
• Writing the ad
• Employment agencies
• Temp agencies, alternative staffing
• Other sources of candidates
• Recruiting
• Measuring effectiveness
Explain how to recruit a more
diverse workforce.
Recruiting a More Diverse
Workforce
• Single parents
• Older workers
• Recruiting minorities
• Welfare-to-work
• Disabled workers
Developing and Using
Application Forms
• Purpose of application forms

• Application guidelines
• Application forms and EEO law
• Predicting job performance
• Mandatory arbitration
Review
• Recruiting a more
diverse workforce
• Developing and
using application
forms
States of America.
Employee Testing
6 and Selection
Learning Objectives
1. Explain what is meant by reliability and
validity.
2. Explain how you would go about
validating a test.
3. Cite and illustrate our testing
guidelines.
4. Give examples of some of the ethical
and legal considerations in testing.
Learning Objectives
5. List eight tests you could use for
employee selection, and how you
would use them.
6. Give two examples of work
sample/simulation tests.
7. Give examples of some of the
ethical and legal considerations in
testing.
Why Careful Selection is
Important
• Performance
• Cost
• Legal obligations
• Person and job/organization fit
Explaining what is meant
by reliability and validity
Basic Testing Concepts
• Reliability
• Validity
o Criterion validity
o Content validity
o Construct validity
Review
• Reliability =
consistency
• Validity =
measuring what
you intend to
measure
How to go about validating
a test
Evidence-Based HR: How
to Validate a Test
• Analyze
• Choose
• Administer
• Relate
• Cross-validate
Review
Cite and illustrate our
testing guidelines
Evidence-Based HR: Test
Validation Issues
• Who scores the test?
• Bias
• Utility analysis
• Validity generalization
Review
Ethical and legal
considerations in testing
Evidence-Based HR: Test
Validation Other Issues
• Individual rights and test security

• Privacy issues
• Using tests at work
• Computerized and online testing
Review
• Rights and security
• Privacy
• Tests at work
• Computerized,
online testing
Tests for employee
selection, and how you
would use them
Types of Tests
• Cognitive abilities
o Intelligence tests
o Specific cognitive abilities
• Motor & physical abilities
• Measuring personality
• Interest inventories
• Achievement tests
What do personality tests
measure?
• The “Big Five”

• Predicting
performance
• Caveats
Review
• Cognitive • Interests
abilities • Achievement
o IQ • “Big 5”
o Specific mental • Predicting
abilities • Caveats
o Interpretation
• Motor skills
o Legal issues
• Personality o Disputing value
Examples of work
sample/simulation tests
Work samples and
simulations
• Basic procedure
• Situational judgment tests
• Management assessment centers
• Situational testing
Work samples and
simulations
• Computerized
multimedia assessment
• Miniature job training
and evaluation
• Realistic job previews
• Testing techniques for
managers
Review
• Situational • Miniature job
judgment training
• Assessment • Realistic job
centers previews
• Situational • Managers and
testing testing
• Computers
Examples of some of the
ethical and legal
considerations in testing
Background Investigations
• Why perform checks?
• Effectiveness
• Legal dangers
o Defamation
o Privacy
• How to check
• Applicants’ social postings

• Pre-employment information services
• The polygraph and honesty testing
• Graphology
• “Human lie detectors”

• Physical exams
• Substance abuse
• Complying with immigration law
• Improving productivity through HRIS
Review
• Why perform checks?
• Effectiveness
• Legal dangers
• How to check
• Social postings
• Information services
Review
• Honesty testing
• Graphology
• “Human lie detectors”
• Physicals/drugs
• Immigration
• HRIS
States of America.
Interviewing
7 Candidates
Learning Objectives
1. List the main types of selection
interviews.
2. List and explain the main errors that
can undermine an interview’s
usefulness.
3. Define a structured situational
interview.
Learning Objectives
4. Explain and illustrate each guideline
for being a more effective
interviewer.
5. Give several examples of
situational questions, behavioral
questions, and background
questions that provide structure.
List the main types of
selection interviews.
Basic Types of Interviews
• Structured vs. unstructured
• Questions to ask
o Situational
o Behavioral
o Job-related
o Stress
o Puzzle questions
Administering Interviews
• Panel
• Phone
• Video/web-assisted
• Computerized
• Second Life
• Speed dating
• Case interviews
Three Ways to Make the
Interview Useful
• Structure the interview
• Carefully select traits to assess
• Beware of committing interviewing
errors
Review
• Structured vs. • Administration
unstructured o Panel
• Questions to ask o Phone
• Situational o Video/web-
o Behavioral assisted
o Job-related o Computerized
o Stress
o Puzzle questions
List and explain the main
errors that can undermine an
interview’s usefulness
Errors that Undermine
Interviews
• Snap judgments
• Job requirements
• Candidate-order & pressure to hire
• Nonverbal behavior & impression
management
• Personal characteristics
• Interviewer mistakes
Review
Define a structured
situational interview
Designing & Conducting
Structured Interviews
1. Analyze the job
2. Rate main duties
3. Create questions
4. Create benchmark answers
5. Appoint interview panel and
conduct interviews
Review
• Job analysis
• Rating
• Creating questions
• Benchmark answers
• Create a panel and conduct
interviews
Explain and illustrate each
guideline for being a more
effective interviewer
How to Conduct an
Effective Interview
There are 8 steps to conducting an
effective interview
1. Make sure you know the job
2. Structure the interview
3. Get organized
4. Establish rapport
How to Conduct an
Effective Interview
5. Ask questions
6. Take notes
7. Close the interview
8. Review the interview
Review
• Know the job • Ask questions

• Structure the • Take notes
interview • Close
• Get organized • Review
• Create rapport
Give several examples of
situational questions,
behavioral questions, and
background questions that
provide structure
Situational (What Would
You Do) Questions
• Suppose your boss insisted that a presentation
had to be finished by tonight. Your subordinate
said she has to get home early to attend an
online class, so she is unable to help you. What
would you do?
• The CEO just told you that he’s planning on

firing your boss, with whom you are very close,
and replacing him with you. What would you do?
Behavioral (Past Behavior)
Questions
• Tell me about a time when you had to deal with
a particularly obnoxious person. Describe the
situation in detail, and explain how you handled
it.
• Tell me about a time when you were under a

great deal of stress. What was the situation, and
how did you handle it?
Background Questions
• What kind and how much experience
have you had actually repairing
automobile engines?
• Describe the types and years of
experience you have had creating
marketing programs for consumer
products?
Review
• Situational
• Behavioral
• Background
States of America.
Training and Developing
8 Employees
Learning Objectives
1. Summarize the purpose and process of
employee orientation.
2. List and briefly explain each of the five steps
in the training process.
3. Describe and illustrate how you would identify
training requirements.
4. Explain how to distinguish between problems
you can fix with training and those you can’t.
5. Discuss how you would motivate trainees.
Learning Objectives
6. Explain how to use five training techniques.
7. List and briefly discuss four management
development programs.
8. List and briefly discuss the importance of the
eight steps in leading organizational change.
9. Answer the question, “What is organizational
development and how does it differ from
traditional approaches to organizational
change?”
Summarize the purpose and
process of employee
orientation
The Purposes of Employee
Orientation/Onboarding
• Welcome
• Basic
information
• Understanding
the organization
• Socialization
The Orientation Process
• Employee
handbook
• Orientation
technology
Overview of the Training
Process
• Aligning strategy
and training
• Training and
performance
Review
• Purposes • Employee
o Welcome handbook
o Basic information • Orientation
o Understanding technology
the organization • Training process
o Socialization overview
List and briefly explain each
of the five steps in the
training process
The ADDIE Five-Step
Training Process
• Analyze
• Design
• Develop
• Implement
• Evaluate
Conducting the Training
Needs Analysis
• Strategic needs
• Strategic training
needs analysis
Review
• ADDIE • Strategic needs
o Analyze • Strategic training
o Design needs analysis
o Develop
o Implement
o Evaluate
Describe and illustrate how
you would identify training
requirements
Task Analysis
• Detailed study
• Job specifications
• Performance standard
• Performing the job
• Task analysis record
Talent Management
• What it is
• What’s involved
• Competencies
• Job training needs
Review
• Strategic needs
• Strategic training needs analysis
o Competencies
o Plan
Explain how to distinguish
between problems you can
fix with training and those
you can’t
Performance Analysis: Current
Employees’ Training Needs
• Definition
• Current training needs analysis
• Task analysis
• Performance analysis
• Can’t do/won’t do
Designing the Training
Program
• Setting learning
objectives
• Creating a
motivational
learning
environment
Review
• Analyzing current
employees’
needs
• Designing the
training program
Discuss how you would
motivate trainees
Making the Learning
Meaningful
• Bird’s-eye view
• Familiar examples
• Organize
• Familiar terms
• Perceived need
Making Skills Transfer
Obvious and Easy
• Similarity
• Practice
• Label
• Attention
• “Heads-up”
• Pace
Learning
• Reinforce correct responses
• Schedule
• Follow-up assignments
• Transfer of training
• Other issues
Review
• Overview • Labels
• Familiarity • Heads-up
• Organization • Pace
• Needs • Reinforcement
• Schedule
• Similarity
• Follow-up
• Practice
• Alternatives
Explain how to use five
training techniques
Implementing Training
Programs
• On-the-job training
o Types of on-the-job training
o Job rotation
o Special assignments
The OJT Process
• Preparation
• Present the
operation
• Tryout
• Follow-up
Other Types of Learning
• Apprenticeship
training
• Informal learning
• Job instruction training
• Lectures
• Programmed learning
• Audiovisual-based training
• Vestibule training
• Electronic performance support
systems (EPSS)
• Videoconferencing
• Computer-based training(CBT)
• Simulated learning
• Interactive learning
• Internet-based training
• Learning Management Systems
(LMS)
• Using internet-based learning
• Mobile learning
• Virtual classrooms
• Lifelong and literacy training
techniques
• Team training
Review
• On-the-job training
• The OJT process
• Apprenticeships
• Informal
• Other forms of
training and
learning
List and briefly discuss four
management development
programs
Implementing Management
Development Programs
• Strategy and development

• Managerial on-the-job training
• Coaching/understudy approach
• Action learning
Off-the-Job Management
Training and Development
• Case studies
• Computerized management games
• Outside seminars
• University programs
• Role-playing
Off-the-Job Management
Training and Development
• Behavior modeling
• Corporate universities
• Executive coaches
• SHRM learning system
Review
• Strategy
• On- and off-the-job
• Coaching
• Action learning
• Cases
• Games
Review
• Outside and university
• Role-playing
• Behavior modeling
• Corporate universities
• SHRM
List and briefly discuss
the importance of the
eight steps in leading
organizational change
Managing Organizational
Change Programs
• What to change
• Structure
• Technology
• Other
• Lewin’s change process
o Unfreezing
o Moving
o Refreezing
Leading Organizational
Change
• Unfreezing stage • Refreezing stage
o Urgency. o Reinforcement
o Commitment o Monitor
• Moving stage
o Coalition
o Vision
o Acceptance
o Gains
Review
• What to change
o Structure
o Technology
o Other
• Lewin’s change process
o Unfreezing
o Moving
o Refreezing
What is organizational
development and how
does it differ from
traditional approaches to
organizational change?
Using Organizational
Development
• Characteristics
• Human processes
• Technostructural
• HR management
• Strategic OD
• Evaluating
Evaluating The Training
Effort
• Designing the study
• Controlled experimentation
• Measurement
o Reactions
o Learning
o Behavior
o Results
Review
• Action research • Technostructural
• Behavioral • HR practices
science • Strategy
• Change • Evaluation
• Human
processes
States of America.
Performance
9 Management and
Appraisal
Learning Objectives
1. Define performance management
and discuss how it differs from
performance appraisal.
2. Describe the appraisal process.
3. Set effective performance appraisal
standards.
Learning Objectives
4. Develop, evaluate, and administer
at least four performance appraisal
tools.
5. Explain and illustrate the problems
to avoid in appraising performance.
Learning Objectives
6. Discuss the pros and cons of using
different raters to appraise a
person’s performance.
7. Perform an effective appraisal
interview.
Define performance
management and discuss
how it
differs from performance
appraisal.
Basic Concepts In Performance
Management and Appraisal
• The performance appraisal process
• Why appraise performance?
• The importance of continuous
feedback
• Performance management
o Definition
Review
• The process
• Why do it?
• Continuous feedback
Describe the appraisal
process.
The Performance Appraisal
Process
• Why appraise performance?

• Continuous feedback
Review
• Pay and promotions
• Planning
• Career planning
• Training and development
• Ongoing feedback
• Teamwork and change
Set effective performance
appraisal standards.
Employee’s Goals and
Performance Standards
• HR in practice: how to set effective
goals
o Assign specific goals
o Assign measurable goals
o Assign challenging but doable goals
o Encourage participation
Employee’s Goals and
Performance Standards
• Basing appraisal
standards on
required
competencies
• The role of job
descriptions
Who Should Do the Appraising?
• Peer appraisals
• Rating committees
• Self-ratings
• Appraisal by subordinates
• 360-degree feedback
Techniques for Appraising
Performance
• Graphic rating
scale method
• What to rate?
Review
• Effective goals
• Competencies
• Appraisers
Develop, evaluate, and
administer at least four
performance appraisal tools.
Performance Appraisal
Tools
• Alternation ranking
• Paired comparison
• Forced distribution
• Critical incident
• Narrative forms
• Behaviorally Anchored Rating Scales
(BARS)
Performance Appraisal
Tools
• Mixed standard scales
• Management by objectives (MBO)
• Computerized and web-based
performance appraisal
• Electronic performance monitoring
(EPM)
Review
• Alternation • BARS
• Pairs • Scales
• Distribution • MBO
• Incidents • Computerized
• Narratives • EPM
Explain and illustrate the
problems to avoid in
appraising performance.
Dealing with Appraisal
Problems and Interviews
• Potential appraisal problems
o Unclear standards
o Halo effect
o Central tendency
o Leniency or strictness
o Recency effects
o Bias
Review
Halo
Effect Bias
Central
Unclear
Tendency
Standards
Leniency/
Recency Strictness
Effect
Discuss the pros and
cons of using different
raters to appraise a
person’s performance.
Guidelines for Effective
Appraisals
• Know the problems
• Use the right tool
• Keep a diary
• Get agreement on a plan
• Ensure fairness
• Appraisals and the law
Review
• Problems
• Tools
• Records
• Fairness
• Legal
• Ethics
Perform an effective
appraisal interview.
Managing the Appraisal
Interview
• Types of appraisal interviews
• How to conduct the appraisal
interview
o Objective data
o Don’t get personal
o Encouragement
o Agreement
Managing the Appraisal
Interview
• Handling a defensive subordinate
• Criticizing a subordinate
• The formal written warning
• Realistic appraisals
Performance Management
• Performance management vs.

appraisals
• Information technology
• Appraisal and active management
• Segmenting employees
Performance Management
Summary
• Direction sharing
• Goal alignment
• Ongoing performance monitoring
• Ongoing feedback
• Coaching and developmental
• Recognition and rewards
Review
• Type of interviews
• Defensiveness
• Criticism
• Warnings
• Realism
• Performance management vs. appraisals
States of America.
Employee Retention,
10 Engagement, and
Careers
Learning Objectives
1. Describe a comprehensive approach to
retaining employees.
2. Explain why employee engagement is
important, and how to foster such
engagement.
3. Discuss what employers and
supervisors can do to support
employees’ career development
needs.
Learning Objectives
4. List and discuss the four steps in
effectively coaching an employee.
5. List the main decisions employers
should address in reaching
promotion decisions.
Managing Employee
Turnover and Retention
• Costs of turnover
• Managing voluntary
turnover
• Reducing voluntary
turnover
Describe a
comprehensive approach
to retaining employees.
A Comprehensive
Approach to Retaining
Employees
1. Selection
2. Professional growth
3. Provide career direction
4. Meaningful work and ownership of
goals
A Comprehensive
Employees
5. Recognition and rewards
6. Culture and environment
7. Promote work–life balance
8. Acknowledge achievements
A Comprehensive
Employees
• Managing involuntary turnover
• Talent management and employee
retention
• Job withdrawal
Review
• Selection
• Professional growth
• Career direction
• Meaningful work/ownership
• Recognition and rewards
Review
• Culture and environment
• Work–life balance
• Involuntary turnover
• Talent management and employee
retention
• Job withdrawal
Why Employee Engagement
is Important and
Fostering such Engagement
Employee Engagement
• Importance
• Fostering
• Monitoring
Employee Engagement
• Career terminology
• Careers today
• Psychological contract
• The employee’s role
Review
• Employee engagement
• Career terminology
• Careers today
• Psychological contract
• The employee’s role
Discuss what employers and
supervisors can do to
support employees’ career
development needs.
The Employer’s Role in
Career Management
• Career Management Systems
o Career centers and workshops
o Lifelong learning
o Career coaches
o Online programs
o Career-oriented appraisals
• Gender Issues
• The Manager’s Role
Review
• Career management systems

• Gender issues
• The manager’s role
List and discuss the four
steps in effectively coaching
an employee.
Improving Coaching Skills
• Building your coaching skills

o Preparation
o Planning
o Active coaching
o Follow-up
Improving Coaching Skills
• Building your mentoring skills

o Mentoring caveats
o The effective mentor
o The protégé’s responsibilities
Review
• Building your
coaching skills
• Building your
mentoring skills
List the main decisions
employers should address in
reaching promotion
decisions.
Making Promotion
Decisions
1. Is seniority or competence the rule?

2. How should we measure
competence?
3. Is the process formal or informal?
4. Vertical, horizontal, or other?
Making Promotion
Decisions
• Practical considerations
• Sources of bias
• Promotions and the law
• Managing transfers
• Managing retirements
Review
• Promotion • Practical issues
decisions • Bias
• Measurement • The law
• Formal vs. • Transfers
informal • Retirement
• Vertical or
horizontal
States of America.
Establishing Strategic
11 Pay Plans
Learning Objectives
1. List the basic factors determining
pay rates.
2. Define and give an example of how
to conduct a job evaluation.
3. Explain in detail how to establish a
market-competitive pay plan.
Learning Objectives
4. Explain how to price managerial
and professional jobs.
5. Explain the difference between
competency-based and traditional
pay plans.
6. List and explain six important trends
in compensation management.
List the basic factors
determining pay rates.
Basic Factors in
Determining Pay Rates
• Aligning total rewards with strategy

• Equity and its impact on pay rates
• Equity theory of motivation
• Addressing equity issues
Legal Considerations in
Compensation
• Fair Labor Standards Act (1938)
• Exempt/nonexempt
• Equal Pay Act (1963)
• Employee Retirement Income
Security Act (1974)
• Other legislation
Other Factors
• Union influences on compensation
decisions
• Pay policies
• Geography
Review
• Alignment with strategy
• Equity – external, internal
• Legal Considerations
• Union influences
• Pay policies
• Geography
Define and give an example
of how to conduct
a job evaluation.
Job Evaluation Methods
• Compensable
factors
• Preparing for the
job evaluation
Job Evaluation Methods:
Ranking
1. Obtain job information
2. Select and group jobs
3. Select compensable factors
4. Rank jobs
5. Combine ratings
Job Evaluation Methods
• Job classification
• Point method
o “Packaged” point
plans
• Computerized job
evaluations
Review
• Compensable factors
• Preparation
• Ranking
• Classification
• Point method
• Computer-based
Explain in detail how to
establish a market-
competitive pay plan.
How to Create a Market-
Competitive Pay Plan
• Choose benchmark jobs
• Select compensable factors
• Assign weights
• Convert percentages to points
• Define each factor’s degrees
• Determine degrees and assign points
for job factors
• Review job descriptions and
specifications
• Evaluate the jobs
o What is a market competitive pay plan?
o What are wage curves?
• Draw current (internal) wage curve
• Conduct market analysis: salary
surveys
o Commercial, professional, and
government
• Using internet to do compensation
surveys
• Draw market (external) wage curve
• Compare and adjust
• Develop pay grades
• Establish rate ranges
• Address remaining jobs
• Correct out-of-line rates
Review
Explain how to price
managerial and professional
jobs.
Pricing Managerial and
Professional Jobs
• Compensating executives and
managers
• What determines executive pay?
o Elements of executive pay
o Managerial job evaluation
• Compensating professional
employees
Review
• Executives
• Professionals
• Pay
Explain the difference
between competency-based
and traditional pay plans.
Contemporary Topics in
Compensation
• Competency-based
pay
• What is it?
• Why use it?
• In practice
• The bottom line
Review
List and explain six important
trends in compensation
management.
Trends
• Broadbanding
• Actively managing
• Comparable worth
o The pay gap
• Board oversight
• Total rewards and tomorrow’s pay
programs
Review
• Broadbanding
• Management
• Worth
• Boards
• Tomorrow
States of America.
Pay for Performance
12 and Financial Incentives
Learning Objectives
1. Explain how you would apply five
motivation theories in formulating an
incentive plan.
2. Discuss the main incentives for
individual employees.
3. Discuss the pros and cons of
commissions versus straight pay
incentives for salespeople.
Learning Objectives
4. Describe the main incentives for
managers and executives.
5. Name and define the most popular
organization-wide variable pay
plans.
6. Outline the steps in designing
effective incentive plans.
Money and Motivation
Strategy
Performance
Incentive Pay
Explain how you would apply
five motivation theories in
formulating an incentive
plan.
Motivation and Incentives
• Maslow’s
Hierarchy of
Needs
Hygiene
• Herzberg’s
Two-Factory
Theory
• Deci and Motivators
demotivators
• Expectancy
Theory, Victor
Vroom
• Behavior modification
• Incentive pay terminology
• Employee incentives and the law
Review
• Money and motivation
• Motivation theories
• Incentives
• Terminology
• The law
Discuss the main incentives
for individual employees.
Individual Employee Incentive
and Recognition Programs
• Piecework plans • Merit pay as an
o Straight incentive
piecework o Differential pay
o Standard hour increases
plans o Merit pay options
o Pros and cons
Individual Employee Incentive
and Recognition Programs
• Incentives for professional employees
• Nonfinancial and recognition-based
awards
o Incentives managers can use
• Online and IT-supported awards
• Job design
Review
• Piecework
• Merit pay
• Incentives for professionals
• Nonfinancial rewards
• Online
• Job design
The Pros and Cons of
Commissions vs. Straight
Pay Incentives for
Salespeople
Incentives for Salespeople
• Salary plan
• Commission plan
• Combination plan
• Maximizing sales force results
• How effective are your incentives?
Review
• Types of sales
incentives
• Maximizing results
• Effectiveness
Describe the main incentives
for managers and executives.
Incentives for Managers
and Executives
• Strategy and the executive’s long-term
and total rewards package
• Sarbanes-Oxley Act
• Short-term incentives, annual bonus
o Eligibility
o Fund size
o Individual performance
o Formula
Incentives for Managers
and Executives
• Strategic long-term incentives
o Stock options
o Stock option problems
o Other stock plans
o Ethics and incentives
• Other executive incentives
Review
• Strategy and long-term incentives
• Federal law
• Short-term incentives
• Strategic long-term incentives
• Other incentives
The Most Popular
Organization-wide Variable
Pay Plans
Team & Organization-wide
Incentive Plans
• Designing team incentives
o Engineered standards
o Pros and cons
• HR inequities that undercut team
incentives
Team & Organization-wide
Incentive Plans
• Profit-sharing plans
• Scanlon plans
• Other gainsharing plans
• At-risk pay plans
• Employee stock ownership plans
Review
• Team incentives
• Inequities
• Profit-sharing
• Scanlon and gainsharing
• At-risk
• ESOPs
The Steps in Designing
Effective Incentive Plans
The Five Building Blocks of
Effective Incentive Plans
• Common sense
• Linkages
• Effort Rewards
• Standards
• Contract
• Measurement
Review
Sense
Scientific Linkages
Standards Motivation
States of America.
Benefits and Services
13
Learning Objectives
1. Name and define each of the main pay
for time not worked benefits.
2. Describe each of the main insurance
benefits.
3. Discuss the main retirement benefits.
4. Outline the main employees’ services
benefits.
5. Explain the main flexible benefit
programs.
The Benefits Picture Today
• Policy Issues
o What
o Who
o New employees
o Money
o Communication
Name and define each of the
main pay for time
not worked benefits.
Pay for Time not Worked
• Unemployment insurance
• Vacations and holidays
o Legal aspects
o Sick leave
o Cost-reduction tactics
• Tracking sick leave
Pay for Time not Worked
• Parental leave and the Family and
Medical Leave Act (FMLA)
o FMLA guidelines
• Severance pay
o Guidelines
• Supplemental unemployment benefits
Review
• Unemployment insurance
• Supplemental unemployment benefits
• Vacations and holidays
• Tracking
• FMLA
• Severance
Describe each of the main
insurance benefits.
Insurance Benefits (1)
• Workers’ compensation
o Determining benefits
o Controlling costs
• Hospitalization, health, and disability
insurance
o Coverage
o HMOs
o PPOs
• Mental health benefits
• The legal side of health benefits
o Patient Protection and Affordable Care
Act of 2010
o COBRA
o Other laws
Trends in Employer Health
Care Cost Control
• Communication and empowerment
• Wellness programs
• Claim audits
• Limited plans
• Outsourcing
• Other cost-control options
• Long-term care
• Life insurance
• Benefits for part-time and contingent
workers
Review
• Insurance programs
• Legal issues
• Trends
• Long-term care
• Part-time and contingent workers
Main Retirement Benefits
Retirement Benefits
• Social security
• Pension plans
o 401(k) plans
o Other defined contribution plans
o Cash balance plans
• Pension planning and the law
o PBGC
o Membership requirements
o Vesting
Retirement Benefits
• Pensions and
early retirement
o BENELOGIC
o Benefits web sites
Review
• Social security
• Pension plans
• Pension planning
and the law
• Early retirement
Main Employees’ Services
Benefits
Personal Services and
Family-friendly Benefits
• Personal services
• Employee Assistance Programs (EAP)
• Family-friendly (work–life) benefits
o Subsidized child care
o Sick child benefits
o Elder care
o The bottom line
Other Job-Related Benefits
• Educational
subsidies
• Domestic partner
benefits
• Executive
perquisites
Review
• Personal services
• EAPs
• Family-friendly benefits
• Educational subsidies
• Domestic partner benefits
• Executive perquisites
The Main Flexible Benefit
Programs
Flexible Benefits Programs
• The cafeteria
approach
o Types of plans
• Benefits and
employee leasing
Flexible Benefits Programs
• Flexible work schedules
o Flextime
o Compressed workweeks
o Effectiveness
o Workplace flexibility
o Other flexible work arrangements
Review
• Flexible benefits programs
• The cafeteria approach
• Benefits and employee leasing
• Flexible work schedules
States of America.
Ethics and Employee
14 Rights and Discipline
Learning Objectives
1. Explain what is meant by ethical behavior
at work.
2. Discuss important factors that shape
ethical behavior at work.
3. Describe at least four specific ways in
which HR management can influence
4. Employ fair disciplinary practices.
5. List at least four important factors in
managing dismissals effectively.
Explain what is meant by
Ethics and Fair Treatment
at Work
• What is ethics?
• Ethics and the law
• Ethics, justice, and fair treatment
• Ethics, public policy, and employee rights
o Unalienable rights
o Public policy
o Employment rights
Review
• Ethics
• The law
• Justice, and fair
treatment
• Public policy, and
employee rights
Discuss important factors
that shape ethical behavior
at work.
What Shapes Ethical
Behavior at Work?
• No one smoking gun
• The person (bad apples)
• Situations (bad cases)
• Outside forces (bad barrels)
o Pressures
o Ethics policies and codes
o Organizational culture
Review
• Smoking guns
and apples
Describe at least four
specific ways in which HR
management can influence
Using HR Management Methods to
Promote Ethics and Fair Treatment
• Selection
• Ethics training
• Performance appraisal
• Reward and disciplinary systems
• Managing ethics compliance
Review
• Selection Selection
• Training
• Performance Training
• Rewards
• Compliance Rewards
Employ fair disciplinary
practices.
Managing Employee
Discipline and Privacy
• Fairness in
disciplining
• Bullying and
victimization
• What causes unfair
behavior?
Managing Employee
Discipline And Privacy
• Basics of a fair and just disciplinary

process
o Rules and regulations
o Progressive penalties
o Formal disciplinary appeals processes
Discipline without
Punishment
1. Oral reminder
2. Formal written reminder
3. Decision-making leave
4. Purge suspension from file
Managing Employee
Discipline and Privacy
• Employee
privacy
• Employee
monitoring
o Restrictions
Review
• Fairness • Appeals
• Bullying • Discipline, not
• Unfair behavior punishment
• Rules and • Employee
regulations privacy &
• Penalties monitoring
List at least four important
factors in managing
dismissals effectively.
Managing Dismissals
• Termination at will and wrongful
discharge
• Grounds for dismissal
o Unsatisfactory performance
o Misconduct
o Lack of qualifications for the job
o Changed requirements
Managing Dismissals
• Other issues in dismissals

o Insubordination
o Fairness
o Security measures
Managing Dismissals
• Avoiding wrongful discharge suits

• Personal supervisory liability
• The termination interview
o Outplacement counseling
o Exit interview
Layoffs, Downsizing, and
the Plant Closing Law
• The plant closing law
• The layoff process
a. Objectives and constraints
b. Downsizing team
c. Address legal issues
d. Post-implementation actions
e. Security concerns
f. Remain informative
Managing Dismissals
• Preparing for layoffs
• Dismissal’s effects
• Bumping/layoff procedures
• Layoff and downsizing alternatives
• Adjusting to downsizings and mergers
o Merger guidelines
Review (1)
• Termination at will and wrongful
discharge
• Grounds for dismissal
• Insubordination
• Fairness
• Security measures
• Avoiding wrongful discharge suits
Review (2)
• The termination interview
• The plant closing law
• The layoff process and preparation
• Dismissal’s effects
• Bumping/layoff procedures
• Alternatives and adjusting
States of America.
Labor Relations and
15 Collective Bargaining
Learning Objectives
1. Give a brief history of the American
labor movement.
2. Discuss the main features of at
least three major pieces of labor
legislation.
3. Present examples of what to expect
during the union drive and election.
Learning Objectives
4. Describe five ways to lose an NLRB
election.
5. Illustrate with examples bargaining
that is not in good faith.
6. Develop a grievance procedure.
A Brief History of the
American Labor Movement
The Labor Movement
• Why do workers organize?
o The bottom line
• What do unions want?
• Union security
• Improved wages, hours, and benefits
• The AFL-CIO and the SEIU
Review
• Why do workers
organize?
• What do unions
want?
• The AFL-CIO
and the SEIU
The Main Features of at
Least Three Major Pieces
of Labor Legislation
Unions and the Law
• The Norris-LaGuardia (1932) and
National Labor Relations (or Wagner)
Acts (1935)
o Unfair employer labor practices
o From 1935 to 1947
Unions and the Law
• The Taft-Hartley Act (1947)
• Unfair union labor practices
o Rights of employees
o Rights of employers
o National emergency strikes
• The Landrum-Griffin Act (1959)
Review
• The Norris-LaGuardia Act

• National Labor Relations Act
• The Taft-Hartley Act
• Unfair union labor practices
• The Landrum-Griffin Act
What to Expect During the
Union Drive and Election
The Union Drive and
Election
1. Initial contact
 Labor relations consultants
 Union salting
2. Obtaining authorization cards
3. Hold a hearing
4. The campaign
5. The election
Review – The Union Drive
and Election
Five Ways to Lose
an NLRB Election
How to Lose an NLRB
Election
1. Asleep at the switch
2. Appointing a committee
3. Concentrating on money and
benefits
4. Delegating too much to divisions
How to Lose an NLRB
Election
• What to expect the union to do to win
the election
• The supervisor’s role
• Rules regarding literature and
solicitation
• Decertification elections: ousting the
union
Review
• Asleep at the • The union’s

switch actions
• Committees • Supervisor
• Focus • Rules
• Over-delegating • Decertification
Bargaining that is
not in Good Faith
The Collective
Bargaining Process
• What is collective bargaining?

• What is good faith?
• The negotiating team
• Bargaining items
• Bargaining hints
The Collective
Bargaining Process
• Impasses, mediation, and strikes
o Third-party involvement
o Sources of third-party assistance
o Strikes
o Strike guidelines for employers
o Other “weapons”
• The contract agreement
Review
• Definition
• Good faith
• Team
• Items and hints
• Impasses
• Contract
Developing a
Grievance Procedure
Dealing with Disputes and
Grievances
• Sources of
grievances
• The grievance
procedure
• Guidelines for
handling
grievances
The Union Movement
Today and Tomorrow
• Why union membership is down
• An upswing for unions?
• Card check
• High-performance work systems,
employee participation, and unions
Review
• Grievances
• Union
membership
• Card checks
• Work systems,
participation, and
unions
States of America.
Employee Safety and
16 Health
Learning Objectives
1. Explain the supervisor’s role in safety.
2. Explain the basic facts about safety
law and OSHA.
3. Answer the question, “What causes
accidents?”
4. List and explain five ways to prevent
accidents.
Learning Objectives
5. Minimize unsafe acts by
employees.
6. List five workplace health hazards
and how to deal with them.
7. Discuss the prerequisites for a
security plan and how to set up a
basic security program.
The Supervisor’s Role in
Safety
Safety and the Manager
• Why safety is important

o The hidden story
• Management’s role in safety
• What top management can do
• The supervisor’s role in safety
Review
• Importance
• Manager’s role
• Top management
• Supervisor’s role
The Basic Facts about
Safety Law and OSHA
Occupational Safety Law
• OSHA standards and record keeping
o What the employer must report
• Inspections and citations
o Inspection priorities
o The inspection
o Penalties
Occupational Safety Law
• Inspections and citations (cont.)
o Managers’ inspection guidelines
o OSHA’s free on-site inspections
• Responsibilities and rights of
employers and employees
o Employee resistance
Review
• Standards and
record keeping
• Inspections and
citations
• Responsibilities
and rights
What causes accidents?
What Causes Accidents?
• Unsafe conditions
o Other work-related safety problems
• Danger zones
• Unsafe acts
o A second basic cause of accidents
Review
• Unsafe conditions
• Danger zones
• Unsafe acts
Five Ways to Prevent
Accidents
How to Prevent Accidents
• Reducing unsafe conditions

o Job hazard analysis
o Operational safety reviews
o Personal protective equipment
Review
• Hazard analysis
• Safety reviews
• Equipment
Minimize Unsafe Acts by
Employees
Reducing Unsafe Acts (1)
• Selection and placement
• Training
o Creating a supportive environment
• Motivation
o Posters, incentives, positive
reinforcement
• Behavior-based
• Employee participation
Reducing Unsafe Acts (2)
• Safety and health audits and
inspections
o Safety awareness
costs
o Pre-accident
o Post-accident
Review
• Selection
• Training
• Motivation
• Behavior
• Participation
• Audits
• Costs
Five Workplace Health
Hazards and How to Deal
with Them
Workplace Health Hazards:
Problems and Remedies (1)
• The basic industrial hygiene

program
• Asbestos exposure at work
• Infectious diseases
• Air quality
Alcoholism and Substance
Abuse
• Effects of alcohol abuse
• Supervisor training
• Dealing with substance abuse
• Substance abuse policies
Stress, Burnout, and
Depression
• Reducing job
stress
• Burnout
• Employee
depression
• Solving computer-related ergonomic
problems
• Repetitive motion disorders
• Workplace smoking
o What you can and cannot do
o Wellness programs
• Violence at work
o Who is at risk?
o Security measures
o Employee screening
• Supervisory training
o Organizational justice
o Angry employees
o Dismissing violent employees
o Legal issues
Review
• Hygiene • Psychological
• Exposure problems
• Disease • Computer-
• Air quality related problems
• Alcohol/ • Smoking
substance abuse • Violence
• Training
The Prerequisites for a
Security Plan and How
to Set Up a Basic Security
Program
Occupational Security
and Safety
• Crime prevention
• Basic security program
o Natural
o Mechanical
o Organizational
• Evacuation plans
• Security and employee privacy
Review
• Prevention
• Basic program
• Evacuation
• Privacy
States of America.
Managing Global
17 Human Resources
Learning Objectives
1. List the HR challenges of
international business.
2. Illustrate with examples how inter-
country differences affect HRM.
3. List and briefly describe the main
methods for staffing global
organizations.
Learning Objectives
4. Discuss some important issues to
keep in mind in training, appraising,
and compensating international
employees.
5. Explain with examples how to
implement a global human resource
management program.
The HR challenges of
international business
The Manager’s Global
Challenge
• Marketing and managing abroad
• Control systems
o Financial
o HR
• Cultural difference
• Economic systems
• Legal issues
How inter-country
differences affect HRM
Adapting HR Activities
to Inter-Country Differences
Review
• Culture
• Economics
• Politics
• Labor relations
• The law
The main methods for
staffing global
organizations
Staffing the Global
Organization
• International staffing: home or local?
o Using expats
o Other solutions
o Using transnational virtual teams
• Offshoring
Staffing the Global
Organization
• Management values and international
staffing policy
o Ethnocentric practices
o Polycentric practices
o Geocentric practices
Staffing the Global
Organization
• Selecting expatriate managers
o Selection testing
o Legal issues
• Avoiding early expatriate returns
o Traits
o Family pressures
o What employers can do
Review
• Staffing: home or local?
• Offshoring
• Management values
• Selecting expatriate
managers
• Avoiding early expatriate
returns
Important issues in
training, appraising, and
compensating international
employees
Training and Maintaining
Employees Abroad
• Orienting and training employees on
international assignment
• Appraising managers abroad
• Compensating managers abroad
o The balance sheet approach
o Incentives
o Steps in establishing a system
Training and Maintaining
Employees Abroad
• Labor relations abroad
• Terrorism, safety, and global HR
o Taking protective measures
o Kidnapping and ransom (K&R)
insurance
• Repatriation: problems and solutions
Review
• Orienting and
training
• Appraisals
• Compensation
• Labor relations
• Terrorism, safety
• Repatriation
How to implement a global
human resource
management program
Managing HR Locally
Putting a Global HR System into Practice
• Global HR system
effectiveness
• Global HR system
acceptability
• Implementation
Review
• Effectiveness
• Acceptance
• Implementation
States of America.
Managing Human
# Resources in Small and
Entrepreneurial Firms
Learning Objectives
1. Explain why HRM is important to
small businesses and how small
business HRM is different from that
in large businesses.
2. Give four examples of how
entrepreneurs can use Internet and
government tools to support the HR
effort.
Learning Objectives
3. List five ways entrepreneurs can use
their small size to improve their HR
processes.
4. Discuss how you would choose and
deal with a professional employee
organization.
5. Describe how you would create a start-
up human resource system for a new
small business.
Why HRM is Important to Small
Businesses and How Small
Business HRM is Different from
that in Large Businesses
The Small Business
Challenge
• How small business HRM is different
o Size
o Priorities
o Informality
o The entrepreneur
o Implications
• Why HRM is important to small businesses
Review
• Size
• Priorities
• Informality
• The entrepreneur
• Importance
Four Examples of How
Entrepreneurs Can Use
Internet and Government
Tools to Support the HR Effort
Using Internet and Government
• Complying with employment laws

o DOL
o EEOC
o OSHA
• Employment planning and recruiting
o Web-based recruiting
Using Internet and Government
• Selection
o Complying with the law
• Training
o Private vendors
o The SBA and NAM
• Appraisal and compensation
• Safety and health
Review
• Employment laws
• Planning and recruiting
• Selection
• Training
• Appraisal and
compensation
• Safety and health
Five Ways Entrepreneurs Can
Use their Small Size to
Improve their HR Processes
Leveraging Small Size:
Familiarity, Flexibility, Fairness, Informality,
and HRM
• Simple, informal selection

• Streamlined interviews
o Preparing
o Specific factors to probe
o Conducting the interview
o Matching the candidate to the job
Familiarity, Flexibility, Fairness,
Informality, and HRM
• Work-sampling tests
• Flexibility and the four-step training
process
• Job description
• Task analysis record form
• Job instruction sheet
• Prepare training program
• Informal training methods
• Flexibility in benefits and rewards
o A culture of flexibility
o Work–life benefits
o Recognition
o Small business benefits for bad times
o Simple retirement benefits
• Improved communications
o Newsletter
o Online
o The huddle
• Fairness and the family business
Review
• Informal selection
• Streamlined interviews
• Work-sampling tests
• Training
• Flexibility in benefits and rewards
• Communications
• Fairness
How You Would Choose and
Deal with a Professional
Employee Organization (PEO)
Using Professional
Employer Organizations
• How do PEOS work?
• Why use a PEO?
o Lack of specialized HR support
o Paperwork
o Liability
o Performance
• Caveats
o Warning signs
Review
• The use of PEOs
• Reasons for using
PEOs
• Caveats
How You Would Create a
Start-up Human Resource
System for a New Small
Business
Managing HR Systems,
Procedures, and Paperwork
• Basic components of manual HR
systems
o Basic forms
o Other sources
• Automating individual HR tasks
o Packaged systems
Managing HR Systems,
Procedures, and Paperwork
• Human resource information systems
(HRIS)
• Improved transaction processing
• Online self-processing
• Improved reporting capability
• HR system integration
• HRIS vendors
• HR and intranets
Review
• Manual HR systems
• Automation
• HRIS
• Online transaction and self-
processing
• Reporting and system integration
• HR and intranets
States of America.

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Introduction to Human

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Sample HR organizational chart for a small

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5.Cite specific discriminatory personnel

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• Signed into law by

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