BNAD 302 10/22/13 Lecture 13Outline of Last Lecture I. Cultures for enhancing economic performance: three perspectivesII. Basic types of organizational structuresOutline of Current LectureI. Strategic Human Resources ManagementII. Labor RelationsIII. Compensation and BenefitsIV. Workplace DiscriminationV. RecruitmentCurrent LectureI. Strategic Human Resources Managementa. Human Resource Managementi. Consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce.b. Strategic Human Resource planningi. Consists of develop a systematic, comprehensive strategy for understanding current employee needs and predicting future employee needs.c. Understand Current Employee Needsi. Job Description1. Summarizes what the holder of a job does an why they do itii. Job Analysis1. Determining the basic elements of a job by observation and analysisiii. Job specification1. Describes the minimum qualifications a person must have to perform a job successfullyd. Predicting Future Employee Needsi. Human resource inventory1. Report listing your organization’s employees by name, education, training, languages, and other important informationII. Labor Relationsa. National Labor Relations BoardThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.i. Enforces procedures whereby employees may vote for a union and collective bargainingb. Collective bargainingi. Negotiations between management and employees about disputes over compensation, benefits.III. Compensation and Benefitsa. Fair Labor Standards Act of 1938i. Established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wageb. Compensationi. Wages or salaries, incentives and benefitsc. Base Payi. Basic wage or Pay salary paid employees in exchange for doing their jobsd. Equal Employment Opportunityi. Equal Employment opportunity commission ii. Discriminationiii. Affirmative actioniv. Sexual Harassmentv. Quid Pro Quovi. Hostile EnvironmentIV. Workplace Discriminationa. Adverse impacti. Occurs when an organization uses an employment practice or procedure that results in unfavorable outcomes to a protected classb. Disparate treatmenti. Results when employees from protected groups are intentionally treated differentlyV. Recruitmenta. Recruitmenti. Process of locating and attracting qualified applicants for jobs open in the organizationii. Internal, externalb. Realistic Job Previewi. Gives a candidate a picture of both the positive and negative features of the job and the organization before he is hiredii. People tend to quit less frequently and be more satisfiedc. Selection Processd. Unstructured Interviewe. Structured Interviewi. Situationalii. Behavioralf. Employment