Chapter Ten

1
Chapter Ten

• ManagingHuman Resources

2
Temporary Staffing...

• Is a 50 billion a year business
• Sends more than 2.5 million people to work each
  day as temps
• Is used by one in five corporations for at least
  10 of its workforce

10-1
Source Katherine Mieszkowski, Dont Wanna Be
You (Temp) Slave!,Fast Company, September 1998,
p. 40.
3
Planning for Human Resources Needs

• Job analysis The determination through
  observation and study, of pertinent
  information about a job, including specific
  tasks and necessary abilities, knowledge, and
  skills.
• Job description The formal, written description
  of a specific job, such as the job title,
  tasks to be performed, physical and mental
  skills required, duties, and responsibilities
  .
• Job specification The written description of the
  qualifications necessary for a specific job,
  such as education, experience, personal
  characteristics, and physical characteristics.

10-2
4
Recruiting New Employees
10-3
5
The Selection Process
10-4
6
Skills Lacked by Job Applicants

• Foreign language 43
• Technology 15

10-5
Source Footnotes, Business Week, May 25, 1998,
p. 8.
7
Education Pays
Average salary by education level in 1995
10-6
Source Statistics Canada
8
Legislation Regulating Hiring and Compensation
Practices

• Employment Equity Act (1987). The Federal enacted
  a law governing the hiring practices of federally
  regulated organizations.
• Human Rights Acts (various). Each province has
  its own variation of the law to govern the rights
  and freedoms of all people, regardless of their
  race, religion, sexual orientation, age, gender,
  etc.

10-7
9
Paycheck Gender Gap
10-8

• Women make just 71 centsfor every 1 men make.

Source The Daily, Statistics Canada, May 12,
1998, page 5, 1995 Census
10
Turnover

• Promotion
• Transfer
• Separation
• resign
• retire
• terminate (layoff, downsize)

10-9
11
Different Compensation Plans

• Time Wages Financial award based on number of
  hours worked
• Piece Wages Financial award based on the
  output achieved
• Commission Payment to an employee of a fixed
  amount or a percentage of the employees sales

10-10a
12
Different Compensation Plans

• Salary Financial award calculated on a
  weekly, monthly, or annual basis
• Bonus An addition to regular compensation
  for exceptional performance or in
  appreciation for good work
• Profit sharing Distribution of percentage of
  company profit to employees sometimes
  distribution is in the form of company
  stock

10-10b
13
Valued Benefits for Families
What executives most say are valuable benefits to
offeremployees with dependent-care needs
10-11
Source USA Today, September 16, 1998, B-1.
14
Contract Issues

• Wages
• Form of payMagnitude of payDeterminants of
  payCost-of-living adjustmentsShift differential
  adjustments
• Benefits
• Insurance (health and life)RetirementProfit
  sharing (ESOPs)

10-12a

• Security
• Determination of methods of promotion,
  transfersJob protectionProtection of the union
  as bargaining agent

15
Contract Issues

• Hours of Work
• OvertimeVacationSick timeHolidaysMaternity/pat
  ernity leaveBreaks (lunch and coffee)Rest
  periods

10-12b

• Other Issues
• Grievance proceduresUnion activities and
  responsibilitiesManagement activities and
  responsibilitiesStrikesWorking conditions

16
The Collective Bargaining Process
10-13
17
Pressure Tactics of Labourand Management

• Labour

• Strikes
• Picketing
• Boycott
• Lockout
• Strikebreakers/hiringreplacements

10-14
Management
18
The Number of Major Labour Disputes are Declining
10-15
of Strikes or Lockouts
of Workers Involved

• 1989 620 480,000
• 1999 413 159,000

Source Statistics Canada, Perspectives on Labour
and Income, Catalogue No. 75-001, Autumn 2001
19
Characteristics of Diversity

• Secondary Characteristics
• Education
• Work Background
• Income
• Marital Status
• Parental Status
• Military Experience
• Religious Beliefs
• Geographic Location

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