Activities necessary for staffing the organization and sustaining high employee performance

1
Human Resource Management
2
Human Resource Management

• Activities necessary for staffing the
  organization and sustaining high employee
  performance
• The strategic and operational management of
  activities to enhance the performance of the
  human resources in the organization
• Those activities necessary to supply the
  organization with the appropriate number and
  combination of people who can and will perform
  the tasks necessary to accomplish organization
  goals

3
Why Does HR Matter?

• Source of competitive advantage
• Managing people for competitive advantage
• Employment security
• Selective hiring
• Self-managed teams, decentralized decision-making
• Relatively high compensation -- contingent on
  performance
• Extensive training
• Reduced status differentials
• Information sharing

4
HR Functions

• Planning and Job Analysis
• Legal and EEO
• Staffing
• Training and Development
• Compensation and Benefits
• Employee and Labor Relations

5
Legal Considerations

• Staffing
• Various EEO (next slide)
• Immigration Reform and Control Act (1986)
• Worker Adjustment and Retraining Act (1988)
• Compensation and Benefits
• Social Security Act (1935)
• Fair Labor Standards Act (1938)
• ERISA (1974)
• COBRA (1984)
• Family and Medical Leave Act (1993)
• Safety
• OSHA (1974)
• Labor Relations (later)

6
EEO Laws

• Equal Pay Act (1963)
• Civil Rights Act (1964), Title VII
• Age Discrimination Employment Act (1967)
• Vietnam Era Veterans Readjustment Act (1974)
• Pregnancy Discrimination Act (1978)
• ADA (1990)
• Civil Rights Act (1991)

7
Staffing

• Strategic issues
• Hire vs. train
• The best vs. good enough
• Recruitment
• Difficult today..or always difficult
• Recruit the the people youd like to hire
• Selection
• The interview
• Tests
• Downsizing

8
Training and Development

• Training vs. development
• Training skills
• Development long-term
• Training and technology
• Technology change makes training even more
  critical
• Technology not the answer to training issues
• Choosing a training method
• Match method and content
• Practical considerations

9
Compensation

• The problems
• A limited pie to cut up
• Need to balance recruitment / retention and
  profits
• Solving the problem
• External equity
• Internal equity
• Rewarding above and beyond expectations

10
Employee Relations Issues

• Privacy concerns
• Drug testing
• Work monitoring
• Email
• Genetic testing
• Grievances and complaints
• Discipline

11
Labor Relations

• Labor laws
• Wagner Act (1935)
• Taft-Hartley Act (1947)
• Landrum-Griffin Act (1959)
• Various state right-to-work laws
• A specialist area
• Who gets organized ?

12
Union Membership in the Year 2004
13
Union Members - Where Employed