Human Resource Management and Employees Essay

After an organizations structural design is in place, it c altogether for plenty with the full skills, k presentlyledge, and abilities to fill in that structure. People argon an organizations most important election, because mountain either realise or undermine an organizations reputation for quality in both products and service. In addition, an organization essential respond to change effectively in order to remain competitive. The right staff female genitalia persist an organization through a period of change and en authorized its in store(predicate) success.Because of the importance of hiring and maintaining a committed and competent staff, effective charit adequate imagination man progressment is crucial to the success of all organizations. human resource management (HRM), or staffing, is the management function devoted to acquiring, t each(prenominal)ing, appraising, and compensating employees. In effect, all tutors be human resource managers, although human re source specialists whitethorn perform slightly of these compriseivities in large organizations.Solid HRM practices tail assembly mold a confederations workforce into a motivated and committed team loose of managing change effectively and achieving the organizational objectives. at a lower placestanding the fundamentals of HRM can dish any manager lead to a greater extent effectively. E really manager should run across the following three principles All managers ar human resource managers. Employees atomic number 18 much to a greater extent important assets than puddleings or equipment good employees give a company the competitive edge. Human resource management is a unified cover it must match the enquires of the organization with the indispensablenesss of the employee.HR Management Laws and Regulations Laws and regulations at the federal, state, and local levels regulate how companies conduct staffing. entitle vii of the 1964 Civil Rights operate banned most discriminatory hiring practices. Three pure beas of legal associate that managers must comply with be equal probability, affirmative execution, and intimate curse, described in the following sections. These beas, as well as separate laws, concussion all human resource practices. Equal utilisation luck Individuals covered under Equal troth Opportunity (EEO) laws aresaved from illegal take issueence, which occurs when people who share a certain characteristic, much(prenominal) as race, age, or gender, are discriminated against because of that characteristic. People who charter the designated characteristics are called the protect class. Federal laws have identified the following characteristics for protection Race, ethnic origin, falsify (for example, African American, Hispanic, Native American, Asian) Gender (women, including those who are pregnant) get on with ( undivideds over 40) Individuals with disabilities ( visible and mental) phalanx experience (Vietnam -era veterans) Religion (special beliefs and practices) The main purpose of the EEO laws is to ensure that e precise unrivaled has an equal prospect of getting a chew over or being fightd at work. optimistic bodily function While EEO laws aim to ensure equal treatment at work, affirmative surgical procedure requires the employer to make an extra effort to hire and promote people who belong to a protected group. Affirmative action implys victorious particularized actions intentional to eliminate the present effects of past variations.Employees are also protected by the Equal Employment Opportunity guardianship (EEOC), which was established through the 1964 Civil Rights motivate, Title VII. The scope of authority of the EEOC has been grow so that today it carries the major enforcement authority for the following laws Civil Rights procedure of 1964. Prohibits diversity on the basis of race, color, religion, national origin, or sex. Civil Rights Act of 1991. Reaffirms and tightens prohibition of discrimination.Permits individuals to sue for punitive damages in cases of intentional discrimination and shifts the burden of proof to the employer. Equal Pay Act of 1963. Prohibits catch up with back differences found on sex for equal work. Pregnancy Discrimination Act of 1978. Prohibits discrimination or dismissal of women because of pregnancy al ane, and protects production line security during maternity leaves. American with Disabilities Act. Prohibits discrimination against individuals with material or mental disabilities or the chronically ill, and requires that fair(a) accommodations be provided for the disabled.Vocational Rehabilitation Act. Prohibits discrimination on the basis of physical or mental disabilities and requires that employees be informed roughly affirmative action plans. Most employers in the linked States must comply with the provisions of Title VII. Compliance is demand from all private employers of 15 or more persons, a ll educational institutions, state and local governments, public and private engagement agencies, labor compass norths with 15 or more members, and joint (labor-management) committees for apprenticeship and didactics. Sexual bedevilmentFew workplace topics have received more attention in recent years than that of sexual harassment. Since professor Anita Hill confronted Supreme greet nominee Clarence Thomas on national television over a decade ago, the number of sexual harassment claims filed annually in the United States has more than doubled. Since 1980, U. S. courts generally have used guidelines from the Equal Employment Opportunity Commission to define sexual harassment. Sexual harassment is defined as unwel experience sexual advances for sexual favors, and different literal or physical conduct of a sexual nature. Sexual harassment may admit sexually suggestive remarks, throwaway(prenominal) touching, sexual advances, requests for sexual favors, and other verbal and phy sical conduct of a sexual nature In a 1993 ruling, the Supreme Court widened the turn outing for sexual harassment under the obliging rights law to whether comments or behavior in a work purlieu would reasonably be perceived, and is perceived as hateful or abusive. As a result, employees dont need to demonstrate that they have been psychologically damaged to prove sexual harassment in the workplace they ba affirm must prove that they are working in a hostile or abusive environment.Sexual harassment is non just a womans problem. Recently, a decision handed down by the U. S. Supreme Court colossalened the definition of sexual harassment to include same-sex harassment as well as harassment of males by female coworkers. In the suit that prompted the Courts decision, a male oil-rig worker claimed he was singled out by other members of the all-male crew for crude sex play, unwanted touching, and threats. From managements standpoint, sexual harassment is a ripening concern becaus e it intimidates employees, interferes with job mathematical process, and pick ups the organization to liability.Organizations must respond to sexual harassment complaints very quickly because employers are held responsible for sexual harassment if bewitch action is not interpreted. The cost of inaction can be high. The Civil Rights Act of 1991 permits victims of sexual harassment to have jury trials and to collect compensatory damages in cases where the employer acted with malice or reckless indifference to the individuals rights. Employers can take the following steps to attention minimize liability for sexual harassment suits 1. Offer a sexual harassment policy program line.This statement should address where employees can report complaints, assure confidentiality, and promise that disciplinary action will be taken against sexual harassers. 2. Provide communication and education programs for supervisors and managers. These programs should emphasize that sexual harassment wi ll not be tolerated. 3. proceed fair, im carve upial investigations and base actions on objectively ga in that locationd facts. The complainant must be insulated from the kinds of behavior that prompted the complaint. Other involvement laws Several other laws furbish up staffing practices as well.The Fair Labor Standards Act specifies the minimal earnings, overtime pay rules, and child labor regulations. The Employee Polygraph Protection Act outlaws virtually all uses of the polygraph railcar for employment purposes. Privacy laws provide legal rights regarding who has access to information well-nigh work history and job performance for employees in certain jurisdictions. nether the Whistleblower Protection Act, some employees who publicize dangerous employer practices are authorize to legal protection. Table 1 lists additional federal laws that shape HRM practices. add-in 1 well-nigh Federal Laws Shaping HRM Practices Law Date comment National Labor Relations Act 1935 Requ ires employers to recognize a union chosen by the majority of the employees and to establish procedures governing collective bargaining. Age Discrimination in Employment Act 1967, amended in 1978 and 1986 Prohibits age discrimination against employees between 40 and 65 years of age and restricts compulsory retirement. Occupational Safety and wellness Act 1970 Establishes mandatory safety and health standards in organizations. Vietnam-Era Veterans Readjustment Assistance Act 1974Prohibits discrimination against disabled veterans and Vietnam-era veterans. Mandatory Retirement Act 1978 Prohibits the forced retirement of most employees before the age of 70. Immigration Reform and Control Act 1986 Prohibits employers from knowingly hiring illegal aliens and prohibits employment on the basis of national origin of citizenship. prole Adjustment and Re gentility Notification Act 1988 Requires employees to provide 60 geezerhood notice before a facility closing or throng layoff. Employee Polygraph Protection Act 1988 Limits an employers ability to use lie demodulator tests.Family and Medical Leave Act 1993 Permits employees in organizations with 50 or more workers to take up to 12 weeks of unpaid leave for family or medical exam reasons for each year. Determining Human Resource Needs Staffing is an ongoing process that begins with finding the right people through proper planning, recruiting, and selecting. But staffing doesnt end once employees are hired management must progress and nurture its people via fosterage, appraising, compensating, and follow uping employment decisions that determine such things as promotions, transfers, and layoffs. Human resource planningThe first step in the staffing process involves human resource planning. Human resource planning begins with a job summary in which descriptions of all jobs (tasks) and the qualifications needed for each position are developed. A job description is a written statement of what a jobholder does, how its done, and why its done. It normally portrays job content, environment, and conditions of employment. The job particularizedation states the minimum pleasant qualifications an incumbent must possess to perform a precondition job successfully. It identifies the knowledge, skills, and abilities needed to do the job effectively.personal credit line depth psychology is accordingly followed by a human resource inventory, which catalogs qualifications and interests. Next, a human resource forecast is developed to predict the organizations prox needs for jobs and people based on its strategic plans and normal attrition. The forecast is consequently compared to the inventory to determine whether the organizations staffing needs will be met with existing personnel or whether managers will have to recruit pertly employees or terminate existing ones. Recruiting strategies Recruitment includes all the activities an organization may use to attract a pot of viable panoramas.Effecti ve recruiting is progressively important today for several reasons The U. S. employment rate has generally declined each year through the 1990s. Experts refer to the current recruiting situation as one of evaporated employee resources. Many experts believe that todays Generation X employees (those natural between 1963 and 1981) are less inclined to build long-term employment kinds than were their predecessors. Therefore, finding the right inducements for attracting, hiring, and retaining qualified personnel may be more complicated than in previous years.Keep in mind that recruiting strategies differ among organizations. Although one may instantly think of campus recruiting as a typical recruiting activity, many organizations use internal recruiting, or promote-from-within policies, to fill their high-level positions. sluttish positions are posted, and current employees are given preferences when these positions become available. Internal recruitment is less costly than an exte rnal search. It also generates higher employee commitment, development, and satisfaction because it offers opportunities for move advancement to employees rather than outsiders.If internal sources do not produce an acceptable candidate, many external recruiting strategies are available, including the following Newspaper advertising Employment agencies (private, public, or temporary agencies) Executive recruiters (sometimes called headhunters) Unions Employee referrals Internship programs Internet employment sites But theres more to recruiting than just attracting employees managers need to be able to jackpot out the top candidates. Once a manger has a pool of appliers, the filling process can begin. Selecting the Best Person for the JobHaving the right people on staff is crucial to the success of an organization. Various survival of the fittest devices help employers predict which applicants will be successful if hired. These devices aim to be not tho valid, exclusively also reliable. Validity is proof that the relationship between the weft device and some relevant job measurement exists. reliableness is an indicator that the device measures the same thing consistently. For example, it would be appropriate to give a linchpinboarding test to a candidate applying for a job as an administrative assistant.However, it would not be valid to give a keyboarding test to a candidate for a job as a physical education discoverer. If a keyboarding test is given to the same individual on two separate occasions, the results should be similar. To be effective predictors, a extract device must possess an acceptable level of consistency. coat forms For most employers, the application form is the first step in the selection process. Application forms provide a record of salient information slightly applicants for positions, and also furnish data for personnel research.Interviewers may use responses from the application for follow-up questions during an interview. These forms range from requests for basic information, such as names, addresses, and telephone numbers, to comp personal history profiles detailing applicants education, job experience skills, and accomplishments. According to the logical Selection Guidelines of the EEOC, which establish standards that employers must meet to prevent disparate or unequal treatment, any employment requirement is a test, even a job application.As a result, EEOC considerations and application forms are interrelated, and managers should make sure that their application forms do not ask questions that are irrelevant to job success, or these questions may create an adverse impact on protected groups. For example, employers should not ask whether an applicant rents or owns his or her own kin, because an applicants response may adversely affect his or her chances at the job. Minorities and women may be less likely to own a home, and home ownership is probably unrelated to job performance.On the other hand , petition some the CPA exam for an accounting position is appropriate, even if lone(prenominal) one-half of all female or minority applicants have taken the exam versus nine-tenths of male applicants. A quick test for disparate impact suggested by the Uniform Selection Guidelines is the four-fifths rules. Generally, a disparate impact is expect when the proportions of protected class applicants who are genuinely hired is less that 80 percentage (four-fifths) of the proportion of the majority group applicants selected.For example, assume that an employer has 100 sporty male applicants for an entry-level job and hires one-half of them, for a selection ratio of 12, or 50 percent (50/100). The four-fifths rule does not mean that the employers must hire four-fifths, or 40 protected class members. Instead, the rule essence that the employers selection ratio of protected class-applicants should be at least four-fifths of that of the majority groups. Testing Testing is another meth od of selecting competent future employees.Although testing use has ebbed and flowed during the past two decades, recent studies reveal that more than 80 percent of employers use testing as part of their selection process. Again, these tests must be valid and reliable, or serious EEO questions may be raised somewhat the use of them. As a result, a manager needs to make sure that the test measures only job-relevant dimensions of applicants. Most tests counsel on specific job-related aptitudes and skills, such as math or get skills. Typical types of exams include the following Integrity tests measure factors such as dependability, carefulness, responsibility, and honesty.These tests are used to shape about the attitudes of applicants toward a variety of job-related subjects. Since the transportation of the Employee Polygraph Protection Act in 1988, polygraph (lie detector) tests have been effectively banned in employment situations. In their place, attitude tests are being used t o measure attitudes about honesty and, presumably, on the job behaviors. Personality tests measure personality or temperament. These tests are among the least reliable. Personality tests are problematic and not very valid, because little or no relationship exists between personality and performance. knowledge tests are more reliable than personality tests because they measure an applicants comprehension or knowledge of a subject. A math test for an accountant and a weather test for a pilot are examples. Human relations specialists must be able to demonstrate that the test reflects the knowledge needed to perform the job. For example, a teacher hired to teach math should not be given a keyboarding test. implementation trick tests are increasing in popularity. Based on job analysis data, they more easily meet the requirement of job relatedness than written tests. Performance simulation tests are made up of actual job behaviors.The known performance simulation test is known as wor k have, and other credible simulation processes are performed at assessment centers. An assessment is a selection technique that examines candidates handling of simulated job situations and evaluates a candidates potential by observing his or her performance in experiential activities designed to simulate day-to-day work. Assessment centers, where work sampling is often completed, utilize line executives, supervisors, or trained psychologists to evaluate candidates as they go through exercises that simulate real problems that these candidates would confront on their jobs.Activities may include interviews, problem- resolving power exercises, group discussions, and business-decision games. Assessment centers have consistently demonstrated results that accurately predict later job performance in managerial positions. employ sampling is an effort to create a miniature replica of a job, giving applicants the chance to demonstrate that they possess the necessary talents by actually doi ng the tasks. Interviews Another widely used selection technique is the interview, a formal, in-depth chat conducted to evaluate an applicants acceptability.In general, the interviewer seeks to answer three extensive questions 1. Can the applicant do the job? 2. Will the applicant do the job? 3. How does the applicant compare with others who are being considered for the job? Interviews are popular because of their flexibility. They can be adapted to un dexterous, skilled, managerial, and staff employees. They also allow a two-way exchange of information where interviewers can learn about the applicant and the applicant can learn about the employer. Interviews do have some shortcomings, however.The most noticeable flaws are in the areas of reliability and validity. computable reliability means that the interpretation of the interview results does not convert from interviewer to interviewer. Reliability is improved when identical questions are asked. The validity of interviews is often questionable because troublesomely a(prenominal) departments use standardized questions. Managers can boost the reliability and validity of selection interviews by planning the interviews, establishing rapport, closing the interview with time for questions, and reviewing the interview as soon as possible after its conclusion.Other selection techniques fibre checking and health exams are two other important selection techniques that help in the staffing decision. Reference checking allows employers to verify information supplied by the candidate. However, obtaining information about potential candidates is often difficult because of privacy laws and employer concerns about defamation lawsuits. Health exams identify health problems that step-up absenteeism and accidents, as well as sight diseases that may be unknown to the applicant.Orientation and procreation Programs Once employees are selected, they must be prepared to do their jobs, which is when orientation and educ ation come in. Orientation means providing unfermented employees with basic information about the employer. Training programs are used to ensure that the new employee has the basic knowledge required to perform the job satisfactorily. Orientation and training programs are important components in the processes of developing a committed and flexible high-potential workforce and socialising new employees.In addition, these programs can save employers bullion, providing big returns to an organization, because an organization that invests money to train its employees results in both the employees and the organization enjoying the dividends. Unfortunately, orientation and training programs are often overlooked. A recent U. S. study, for example, found that 57 percent of employers report that although employees skill requirements had increase over a three-year period, only 20 percent of employees were fully proficient in their jobs. OrientationOrientation programs not only improve the r ate at which employees are able to perform their jobs but also help employees satisfy their personal desires to feel they are part of the organizations social fabric. The HR department generally orients newcomers to broad organizational issues and fringe benefits. Supervisors complete the orientation process by introducing new employees to coworkers and others involved in the job. A buddy or mentor may be assigned to continue the process. Training needs Simply hiring and placing employees in jobs does not ensure their success.In fact, even tenured employees may need training, because of changes in the business environment. Here are some changes that may omen that current employees need training Introduction of new equipment or processes A change in the employees job responsibilities A drop in an employees productivity or in the quality of output An increase in safety violations or accidents An increased number of questions Complaints by customers or coworkers Once managers decide t hat their employees need training, these managers need to develop clear training goals that outline anticipated results.These managers must also be able to understandably communicate these goals to employees. Keep in mind that training is only one response to a performance problem. If the problem is lack of motivation, a mischievously designed job, or an external condition (such as a family problem), training is not likely to offer much help. Types of training After specific training goals have been established, training sessions should be scheduled to provide the employee an hazard to meet his or her goals. The following are typical training programs provided by employers Basic literacy training.Ninety million American adults have limited literacy skills, and about 40 million can read little or not at all. Because most workplace demands require a tenth- or eleventh-grade reading material level (and about 20 percent of Americans between the ages of 21 and 25 cant read at even an e ighth-grade level), organizations increasingly need to provide basic literacy training in the areas of reading and math skills to their employees. technical foul training. New technology and structural designs have increased the need to prove and improve employees technical skills in both white-collar and blue-collar jobs. social skills training. Most employees belong to a work team, and their work performance depends on their abilities to effectively interact with their coworkers. Interpersonal skills training helps employees build communication skills. Problem-solving training. like a shots employees often work as members of self-managed teams who are responsible for solving their own problems. Problem-solving training has become a basic part of almost every organizational effort to introduce self-managed teams or implement heart Quality Management (TQM).Diversity training. As one of the fastest growing areas of training, diversity training increases awareness and builds cultur al sensitivity skills. Awareness training tries to create an understanding of the need for, and meaning of, managing and valuing diversity. Skill-building training educates employees about specific cultural differences in the workplace. Training methods Most training takes place on the job collect to the simplicity and lower cost of on-the-job training methods. Two popular types of on-the-job training include the following Job rotation.By assigning people to various jobs or tasks to different people on a temporary basis, employers can add variety and expose people to the dependence that one job has on others. Job rotation can help stimulate people to higher levels of contributions, renew peoples interest and enthusiasm, and encourage them to work more as a team. Mentoring programs. A new employee frequently learns his or her job under the focal point of a seasoned veteran. In the trades, this type of training is usually called an apprenticeship. In white-collar jobs, it is calle d a coaching or mentoring relationship.In each, the new employee whole shebang under the observation of an experienced worker. Sometimes, training goals cannot be met through on-the-job training the employer needs to look to other resources. Off-the-job training can rely on outside consultants, local college faculty, or in-house personnel. The more popular off-the-job training methods are classroom lectures, videos, and simulation exercises. Thanks to new technologies, employers can now facilitate some training, such as tutorials, on the employees own computers, simplification the overall costs.Regardless of the method selected, effective training should be individualized. Some people absorb information better when they read about it, others learn best by observation, and still others learn better when they hear the information. These different learning styles are not mutually exclusive. When training is designed most the preferred learning style of an employee, the benefits of tr aining are maximized because employees are able to retain more of what they learn.In addition to training, employers should offer development plans, which include a series of steps that can help employees acquire skills to take a crap long-term goals, such as a job promotion. Training, on the other hand, is immediate and specific to a current job. Evaluating Employee Performance Employee performance should be evaluated regularly. Employees want feedbackthey want to know what their supervisors think about their work. Regular performance military ranks not only provide feedback to employees, but also provide employees with an opportunity to correct deficiencies.Evaluations or reviews also help in making key personnel decisions, such as the following Justifying promotions, transfers, and terminations Identifying training needs Providing feedback to employees on their performance Determining necessary pay adjustments Most organizations utilize employee evaluation systems one such syst em is known as a performance appraisal. A performance appraisal is a formal, structured system designed to measure the actual job performance of an employee against designated performance standards. Although performance appraisals systems vary by organizations, all employee evaluations shouldhave the following three components Specific, job-related criteria against which performance can be compared A rating scale that lets employees know how well theyre meeting the criteria Objective methods, forms, and procedures to determine the rating Traditionally, an employees immediate hirer conducts his or her performance appraisal. However, some organizations use other devices, such as peer evaluations, self-appraisals, and even customer evaluations, for conducting this important task. The latest approach to performance evaluation is the use of 360-degree feedback.The 360-degree feedback appraisal provides performance feedback from the full circle of daily contacts that an employee may have. This method of performance appraisal fits well into organizations that have introduced teams, employee involvement, and TQM programs. do Employment Decisions Employment decisions go beyond determining which employees are due for raises. Through regular, objective performance appraisals, managers acquire information to make and implement decisions about promotions, transfers, demotions, separations, and compensation.In most organizations, outstanding employees are recognized for their hard work and outstanding performances, and offered promotions. A promotion generally means recognize an employees efforts by moving that person to a job with increased authority and responsibility. Downsizing has led many firms to rely on asquint moves or transfers instead of promoting employees. A lateral move can act as an opportunity for future vertical advancement because it can extend an employees experiences and add skills. On the other hand, sometimes employees performances signal that they arent adapting well to their jobs and may need fewer responsibilities.One option is a demotion, or reassignment to a lower rank or less reputable position. Demotions are not a popular technique because of the stigma prone to this move. A misconception is that demotions should be used as punishment for ineffective performance. The loss of an employee from an organization is referred to as separation. Separation may be voluntary or involuntary. Resignations and retirements are voluntary separations. Involuntary separations are layoffs and/or firings. Lately, the rash of furlough throughout the United States has resulted in many layoffs.Sometimes, however, an employee must be concluded because of poor performance. Dismissal or firing of employees should occur only on the basis of just cause and only after all commonsense steps to rehabilitate the employee have failed. In some cases, such as gross insubordination or theft, immediate dismissal is required. Compensating Employees E mployee compensation refers to all work-related payments, including wages, commissions, insurance, and time off. Wages and salaries are the most obvious forms of compensation and are based on job evaluations that determine the relative values of jobs to the organization.Under the hourly wage system, employees are paid a fixed kernel for each hour they work. The system is generally used for lower skilled occupations. Salaried employees receive a fixed sum per week or month, no matter how many hours they work. Most professional positions are compensable the reality is that these jobholders typically work in excess of a minimum 40-hour workweek. Some occupations are compensated through incentive pay programs. Salespeople typically receive commissions based upon the quantities of goods they sell.Some sales compensation plans contain elements of both a salary and commission. A production workers pay may be based upon some combination of an hourly wage and an incentive for each piece he or she makes. Some employees are offered merit awards as a reward for sustained superior performance. Employee benefits are supplements to wages or pay. Some benefits, such as unemployment and workers compensation, are legally mandated. Other benefits are optional and help build employee loyalty to an organization, including the following Health insurance Pension plans E