MGT 3013 1st Edition Exam # 3 Study Guide Chapters: 9 - 12Chapter 9 - Strategic Human Resource Management o Human Resource Management Consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce- Planning the Human Resources Neededo Strategic Human Resource Planning Consists of developing a systematic, comprehensive strategy for understanding current employee needs and predicting future employee needs- Understanding Current Employee Needso Job Analysis Determining the basic elements of a job by observation and analysiso Job Description Summarizes what the holder of a job does and why they do ito Job Specification Describes the minimum qualifications a person must have to perform a job successfully - Predicting Future Employee Needso Human Resource Inventory Report listing your organization’s employees by name, education, training, languages, and other important information - Labor Relationso National Labor Relations Board Enforces procedures whereby employees may vote for a union and collective bargaining o Collective Bargaining Negotiations between management and employees about disputes over compensation, benefits, working conditions, and job security - Compensation and Benefitso Fair Labor Standards Act of 1938 Established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage - Labor Relations (Laws)o Privacy Act (1974) Right to examine letters of referenceo Immigration and Reform Act (1986) Employers to verify employment eligibilityo Sarbanes-Oxley Act (2003) Demotion of firing of employees who raise accusations of fraud to Federal Agencies - Compensation and Benefits (Laws)o Employee Retirement Income Security Act (ERISA) (1974) Pension plans and insurance for bankrupt planso Family and Medical Leave Act (1993) 12 weeks of unpaid leave for family o Health Insurance Portability Act (HIPAA) (1996) Portable insurance regardless of preexisting conditionso Fair Minimum Wage Act (2007) Federal minimum wage to $7.25- Equal Employment (Laws)o Equal Pay Act (1963) Genders paid equally for equal worko Civil Rights Acts, Title VII (1964, 1972) Discrimination of race, color, religion, national origin, or sexo Age Discrimination in Employment Act (1976, 1978, 1986) Discrimination of age, mandatory retirement o Americans with Disabilities Act (1990) Discrimination of disabilities and reasonable accommodations o Civil Rights Act (1991) Punitive damages for discrimination - Equal Employment Opportunityo Equal Employment Opportunity Commission Job is to enforce antidiscrimination and other employment related laws o Discrimination Occurs when people are hired or promoted – or denied hiring or promotion – forreasons not relevant to the job o Affirmative Action Focuses on achieving equality of opportunity within an organization including establishment of minority hiring goals o Sexual Harassment Consists of unwanted sexual attention that creates an adverse work environment o Quid pro quo Tangible economic injuryo Hostile environment Offensive work environment - Workplace Discrimination o Adverse Impact Occurs when an organization uses an employment practice or procedure that results in unfavorable outcomes to a protected classo Disparate Treatment Results when employees from protected groups are intentionally treated differently - Recruitmento Process of locating and attracting qualified applicants for jobs open in the organizationo Internal and external o Realistic Job Preview Gives a candidate a picture of both the positive and negative features of the job and the organization before he is hired People tend to quit less frequently and be more satisfied - Selectiono Selection Process  Screening of job applicants to hire the best candidate Application forms, resumes, reference checks o Unstructured Interview No fixed set of questions and no systematic scoring procedure Involves asking probing questions to find out what the applicant is likeo Structured Interview Involved asking each applicant the same questions and comparing their responses to a standardized set of answers Situational- Focuses on hypothetical situations Behavioral - Explore what applicants have actually done in the past o Employment Tests Legally considered to consist of any procedure used in the employment selectiondecision process Ability, performance, and personality Reliability and validity - Orientation, Training, and Developmento Orientation Helping the newcomer fit smoothly into the job and the organization Designed to give employees the information they need to be successfulo Following orientation, the employee should emerge with information about: The job routine The organization’s mission and operations The organization’s work rules and employee benefits o Training Education technical and operational employees in how to better do their currentjobso Development Educating professionals and managers in the skills they need to do their jobs in the future - Five Steps in the Training Processo Assessment Is training needed?o Objectives What should training achieve?o Selection Which training methods should be used?o Implementation How should training be effected?o Evaluation Is the training working? - Performance Managemento The continuous cycle of improving job performance through goal setting, feedback and coaching, and rewards and positive reinforcement - Performance Appraisalo Consists of assessing an employer’s performance and providing him with feedback o Objective Appraisal Based on fact and often numerical Measure results Harder to challenge legally Also called results appraisalo Subjective Appraisal Based on a manager’s perceptions of an employee’s traits and behaviors  BARS- Rates employee gradations in performance according to scales of specific behaviors o Forced ranking All employees within a business unit are ranked against one another and grades are distributed along some sort of bell curve- Who should make performance appraisals? o Peers and subordinateso Customers and clientso Self-appraisals - Effective Performance Appraisalo Formal Appraisal Conducted at specific times throughout the year and based on performance measures that have been established in advanceo Informal Appraisal Conducted on an