BNAD 302 10/29/13 Lecture 14Outline of Last Lecture I. Strategic Human Resources ManagementII. Labor RelationsIII. Compensation and BenefitsIV. Workplace DiscriminationV. RecruitmentOutline of Current LectureI. Five steps in the training ProcessII. Methods of Performance EvaluationIII. Transfers, Disciplining, & DismissalsIV. Settling Labor-Management DisputesV. Organizational Change and InnovationVI. Fundamental Change: What Will You Be Called Upon to Deal With?VII. Two Types of ChangeCurrent LectureI. Five steps in the training Processa. Assessmenti. Is training needed?b. Objectivesi. What should training achievec. Selectioni. Which training methods should be used?d. Implementationi. How should training be affected?e. Evaluationi. Is the training working?ii. (If not, go back to #2)f. Outsourcing Trainingi. Outsourcing – The use of an outside company that takes complete responsibility and control of some training or development activities or that takes over all or most of a company’s training including administration, design, delivery and development.g. Performance AppraisalThese 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. Performance managementii. Objective appraisaliii. Subjective appraisaliv. Formal appraisalv. Informal appraisalh. Who should do the evaluating?i. Self-> Peers, Immediate, Customers, Subordinatesii. 360 degree feedbackII. Methods of Performance Evaluationa. Written Essayi. A narrative describing an employee’s strengths, weaknesses, past performances, potential, and suggestions for improvementb. Critical Incidentsi. Evaluating the behaviors that are key in making the difference between executing a job effectively and executing it inefficientlyc. Formal Appraisali. Conducted at specific times throughout the year and based on performance measures that have been established in advanced. Forced Rankingi. Evaluating one’s individual performance relative to the performance of another individual or otherse. Compensation i. wages or salaries, incentives, and benefitsf. Base pay i. basic wage or salary paid employees in exchange for doing their jobsg. Two-tier wage contracts i. new employees are paid less or receive lesser benefits than veteran employees haveh. Cost-of-living adjustment (COLA) i. clause during the period of the contract ties future wage increases to increases in the cost of livingi. Givebacks i. the union agrees to give up previous wage or benefit gains in return for something elseIII. Transfers, Disciplining, & Dismissalsa. Promotion – moving upwardb. Transfer – moving sidewaysc. Disciplining & Demotion – the threat of moving downwardd. Dismissal – moving out of the organizatione. Labor-Management Issuesi. Labor Unions1. organizations of employees formed to protect and advance their members’ interests by bargaining with management over job-related issuesf. Union Securityi. the part of the labor-management agreement that states that employees who receive union benefits must join the union, or at least pay dues to itIV. Settling Labor-Management Disputesa. Grievance i. a complaint by an employee that management has violated the terms of the labor-management agreementb. Mediation i. process in which a neutral third party, a mediator, listens to both sides in a dispute, makes suggestions, and encourages them to agree on a solution.c. Arbitration i. process in which a neutral third party, an arbitrator, listens to both partiesin a dispute and makes a decision that the parties have agreed will be binding on themV. Organizational Change and Innovationa. Ways to Deal With Change and Innovationi. Allow room for failureii. Give one consistent explanation for the changeiii. Look for opportunities in unconventional waysiv. Have the courage to follow your ideasv. Allow grieving, then move onb. Stage 1 Hubris Born of Successc. Stage 2 Undisciplined Pursuit of Mored. Stage 3 Denial of Risk and Perile. Stage 4 Grasping for Salvationf. Stage 5 Capitulation to Irrelevance or DeathVI. Fundamental Change: What Will You Be Called Upon to Deal With?a. 1. The marketplace is becoming more segmented & moving toward more niche productsb. 2. There are more competitors offering targeted products, requiring faster speed-to-marketc. 3. Some traditional companies may not survive radically innovative changed. 4. China, India, & other offshore suppliers are changing the way we worke. 5. Knowledge, not information, is becoming the new competitive advantageVII. Two Types of Changea. Reactive Changei. making changes in response to problems or opportunities as they ariseb. Proactive Changei. involves making carefully thought-out changes in anticipation of possible or expected problems or opportunitiesii. also called planned changec. Areas in Which Change is Often Neededi. Changing people1. Perceptions, attitudes, performance, skillsii. Changing technologyiii. Changing structureiv. Changing strategyd. Reasons Employees Resist Changei. Individual’s predisposition toward changeii. Surprise and fear of the unknowniii. Climate of mistrustiv. Fear of failurev. Loss of status or job securityvi. Peer pressurevii. Disruption of cultural traditions or group relationshipsviii. Personality conflictsix. Lack of tact or poor timingx. Non-reinforcing reward systeme. Lewin’s Change Modeli. Unfreezing 1. creating the motivation to changeii. Changing1. learning new ways of doing thingsiii. Refreezing 1. making the new ways