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Gary Dessler. Part 1 Introduction Line Managers' HRM Responsibilities. 1. Placing the Source: medical-site.info medical-site.info August 29, . Fill Gary Dessler Hrm Pdf, download blank or editable online. Sign, fax and printable from PC, iPad, tablet or mobile with PDFfiller ✓ Instantly ✓ No software. GARY DESSLER What Is Human Resource Management (HRM)? Looking ahead: Using evidence-based HRM to measure the value of HR activities in.
Rehiring may sent the wrong message to current employees about how to get ahead. Succession planning o The process of ensuring a suitable supply of successors for current and future senior or key jobs. Succession planning steps: o Identifying and analyzing key jobs.
Page 4 of 8 o Creating and assessing candidates. Outside Sources of Candidates Advertising The Media: selection of the best medium depends on the positions for which the firm is recruiting. Types of employment agencies: o Public agencies operated by federal, state, or local governments o Agencies associated with nonprofit organizations o Privately owned agencies Reasons for using a private employment agency: o When a firm doesnt have an HR department and is not geared to doing recruiting and screening.
Avoiding problems with employment agencies: o Give the agency an accurate and complete job description. Check on the effectiveness and fairness of the agencys screening process. Check with other managers or HR people to find out which agencies have been the most effective at filling the sorts of positions needed to be filled. Temp Agencies and Alternative Staffing Benefits of Temps o Paid only when working o More productive o No recruitment, screening, and payroll administration costs Costs of Temps o Fees paid to temp agencies o Lack of commitment to firm Concerns of Temp Employees o Treatment by employers in a dehumanizing, impersonal, and ultimately discouraging way.
Page 5 of 8 Being underemployed particularly those trying to return to the full-time labor market. In general they were angry toward the corporate world and its values; participants repeatedly expressed feelings of alienation and disenchantment. Guidelines for Using Temporary Employees Do not train your contingent workers.
Do not negotiate the pay rate of your contingent workers. Do not negotiate a contingent workers vacations or personal time off. Do not routinely include contingent workers in your companys employee functions. Do not allow contingent workers to utilize facilities intended for employees.
Do not let managers issue company business cards, nameplates, or employee badges to contingent workers without HR and legal approval. Do not let managers discuss harassment or discrimination issues with contingent workers. Do not discuss job opportunities and the contingent workers suitability for them directly.
Do not terminate a contingent worker directly. Working with a Temp Agency Invoicing. Get a sample copy of the agencys invoice. Make sure it fits your companys needs.
Time sheets. With temps, the time sheet is not just a verification of hours worked.
Once the workers supervisor signs it, its usually an agreement to pay the agencys fees. Temp-to-perm policy. What is the policy if the client wants to hire one of the agencys temps as a permanent employee? Recruitment of and benefits for temp employees. Find out how the agency plans to recruit what sorts of benefits it pays. Dress code. Specify the attire at each of your offices or plants.
Equal employment opportunity statement. Get a statement from the agency that it is not discriminating when filling temp orders. Job description information. Have a procedure whereby you can ensure the agency understands the job to be filled and the sort of person you want to fill it.
Contingent-based recruiters collect a fee for their services when a successful hire is completed. Retained executive searchers are paid regardless of the outcome of the recruitment process.
Internet technology and specialization trends are changing how candidates are attracted and how searches are conducted.
Page 6 of 8 Guidelines for Choosing a Recruiter Make sure the firm is capable of conducting a thorough search. Meet the individual who will actually handle your assignment. Ask how much the search firm charges. On demand recruiting services ODRS A service that provides short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms. College recruiting Recruiting goals o To determine if the candidate is worthy of further consideration o To attract good candidates On-site visits o Invitation letters o Assigned hosts o Information package o Planned interviews o Timely employment offer o Follow-up Internships Employee referrals Applicants who are referred to the organization by current employees o Referring employees become stakeholders.
Courteous treatment of any applicant is a good business practice. Recruiting via the Internet More firms and applicants are utilizing the Internet in the job search process. Advantages of Internet recruiting o Cost-effective way to publicize job openings o More applicants attracted over a longer period o Immediate applicant responses o Online prescreening of applicants o Links to other job search sites o Automation of applicant tracking and evaluation Selected Recruitment Web Sites Ineffective and Effective Web Ads Page 7 of 8 Issues in Recruiting a More Diverse Workforce Single parents o Providing work schedule flexibility.
These disparate rejection rates can be demonstrated when there is a discrepancy between rates of rejection of members of a protected group and of others. The standard deviation rule helps to describe how wide a range there is between the number of minority candidates one would have expected to hire and the number actually hired. Population comparisons is an approach that compares 1 the percentage of the protected group and white workers in the organization with 2 the percentage of the corresponding groups in the labor market, where the labor market is usually defined as the U.
Census data for the Standard Metropolitan Statistical Area. Bona Fide Occupational Qualification BFOQ is a defense used to justify an employment practice that may have an adverse impact on members of a protected class. This is narrowly interpreted by courts. There is a narrowing of exceptions for BFOQ. Religion as a BFOQ is justified in the case of religious organizations or societies that require employees to share their particular religion.
Gender as a BFOQ is allowed for positions requiring specific physical characteristics necessarily possessed by one sex. Business Necessity - Business necessity is a defense created by the courts that requires an employer to show an overriding business purpose for the discriminatory practice and that the practice is therefore acceptable.
Recruitment A. Word of Mouth - you cannot rely upon word-of-mouth dissemination of information about job opportunities when your workforce is all white or all members of some other class. Misleading Information - it is unlawful to give false or misleading information to members of any group.
Selection Standards A. Educational Requirements - Courts have found education qualifications to be illegal when minority groups are less likely to possess the education qualifications or qualifications are not job related. Tests - Courts deem tests unlawful if they disproportionately screen out minorities or women and they are not job related.
Preference to Relatives - You should not give preference to relatives of current employees with respect to employment opportunities. Height, Weight, and Physical Characteristics - Physical requirements such as minimum height are unlawful unless the employee can show their job-related. Arrest Records - Unless job requires security clearance, do not ask an applicant whether he or she has been arrested or spent time in jail or use an arrest record to disqualify a person automatically.
Discharge Due to Garnishment - Firing a minority member whose salary is garnished is illegal unless you can show some overriding business necessity. They usually claim sexual discrimination, but sometimes claimed racial or even religious discrimination. The chapter describes court rulings regarding dress, hair, uniforms, tattoos, and body piercings. Mandatory Arbitration of Discrimination Claims - many employers, to avoid EEO litigation, require applicants and employees to agree to arbitrate such claims.
The EEO does not favor mandatory arbitration. However, the U. Diversity Management A. Potential Threats to Diversity - workforce diversity produces both benefits and problems for employers. Unmanaged, it can produce big aerial behaviors that reduce cooperation. Potential problems include: stereotyping, discrimination, tokenism, and ethnocentrism.
Some Diversity Benefits - the key to driving diversity benefits is properly managing potential problems.
Diversity climate is defined as the extent to which employees and organizations said the firm promotes equal opportunity and inclusion. Managing Diversity - managing diversity means maximizing diversities potential benefits while minimizing the potential problems.
Activities that constitute managing diversity include: 1. Providing strong leadership — companies with exemplary reputations in managing diversity typically have CEOs who champion the cause of diversity. Assess the situation — assessing a company's diversity includes equal employment hiring and retention metrics, employee attitude surveys, management employee evaluations, and focus groups.
Change culture and management systems. Evaluate the diversity management program. Implementing the Affirmative Action Program - affirmative action is still a significant workplace issue today.
Affirmative action means taking action in recruitment, hiring, promotion, and compensation to eliminate the current effects of past discrimination.
Employee resistance — avoiding employee resistance to affirmative action programs is important to show that the program doesn't involve preferential selection standards by providing details on the qualifications of all new hires. How can you tell if the diversity initiatives are effective? Some commonsense questions can be asked: a. Are the women and minorities reporting directly to senior managers? Do women and minorities have a fair share of jobs that are traditionally steppingstones to successful careers in the company?
Do women and minorities have equal access to international assignments? Is the employer taking steps to ensure that female and minority candidates will be in the company's career development pipeline? Are turnover rates for female and minority managers the same or lower than those for white males? Do employees report that they perceive positive behavior changes as a result of diversity efforts?
Reverse Discrimination - means discrimination against nonminority applicants and employees. Many courts cases address these issues, but until recently, few consistent answers emerged. About how much was the average claim? Discussion Questions: What important precedents were set by the Griggs v. Duke Power Company case? The Albemarle Paper Co.
Duke Power Company was heard by the Supreme Court. The plaintiff argued that his employer's requirement that coal handlers be high school graduates was unfairly discriminatory. In finding for the plaintiff, the Court ruled that discrimination need not be overt to be illegal, that employment practices must be related to job performance, and that the burden of proof is on the employer to show that hiring standards are job related. In Albemarle Paper Co.
Moody, the Supreme Court ruled that the validity of job tests must be documented and that employee performance standards must be unambiguous. How can it be proved? Adverse impact is the overall impact of employer practices that result in significantly higher percentages of members of minorities and other protected groups being rejected for employment, placement, or promotion.
The complainant need only establish a prima facie case showing that the employer's selection procedures did have an adverse impact on a protected minority group. This is done by one of four basic approaches: disparate rejection rates; the restricted policy approach; population comparisons; and the McDonnell-Douglas Test.
How can an employee prove sexual harassment? The main difference is one of intent. Disparate treatment means that there was an intent to treat different groups differently. Disparate impact does not require intent, but merely to show that an action has a greater adverse effect on one group than another.
Under what conditions if any do you think the following constitute sexual harassment? In answering the questions, the students should keep in mind the three main ways sexual harassment can be proved, as well as the steps the employee should take in alerting management. It is important that students reach a decision of whether to use the good faith effort strategy or the quota strategy.
Most experts would suggest the good faith effort strategy is the most legally acceptable approach. Working individually or in groups, discuss the current direction of affirmative action.
The basic questions addressed in Bakke focused on when preferential treatment becomes discrimination and under what circumstances discrimination will be temporarily permitted. Neither question was fully answered. Subsequent cases have continued to address these issues and clarify more specifically the scope and intent of affirmative action. For example, in the Paradise case, the court ruled that the courts can impose racial quotas to address the most serious cases of racial discrimination.
In Johnson, the court ruled that the public and private employers may voluntarily adopt hiring and promotion goals to benefit minorities and women.
The Johnson ruling may limit claims of reverse discrimination by white males. The EEOC can either accept the charge or refer it to the state or local agency. After it has been filed, the EEOC has 10 days to serve notice on the employer, and then investigate the charge to determine whether there is reasonable cause to believe it is true within days.
If the EEOC finds reasonable cause for the charge, it must attempt conciliation. If conciliation is not satisfactory, the EEOC can bring a civil suit in federal district court, or issue a Notice of Right to Sue to the person who filed the charge. If the EEOC is unable to obtain an acceptable conciliation agreement, it may sue the employer in federal district court.
Equal employment opportunity aims to ensure that anyone, regardless of race, color, sex, religion, national origin, or age has an equal chance for a job based on his or her qualifications. Affirmative action requires the employer to make an extra effort to hire and promote those in protected groups and includes specific actions designed to eliminate the present effects of past discrimination.
Workings individually or in groups, compile a list of potentially discriminatory management practices you should avoid. Acceptable answers include the following: Ensure that recruitment practices are non-discriminatory, and avoid word-of-mouth dissemination of information about job opportunities when the workforce is substantially white, or all members of some other class.
Avoid giving false or misleading information to members of any group or failing to advise them of work opportunities. Avoid advertising classifications that specify gender or age unless it is a bona fide occupational qualification for the job. Do not deny a job to a disabled individual if the person is qualified and able to perform the essential functions of the job.
Make reasonable accommodations for candidates that are otherwise qualified but unable to perform an essential function unless doing so would result in a hardship. Apply tests and performance standards uniformly to all employees and job candidates. Avoid tests if they disproportionately screen out minorities or women and are not job related.
Do not give preference to relatives of current employees if your current employees are substantially non-minority.
Review job application forms, interview procedures, and job descriptions for illegal questions and statements. Do not ask applicants whether they have ever been arrested or spent time in jail. However, you can ask about conviction records. In groups of four or five students, do four things; 1 review appendix A; 2 identify the material in this chapter that relates to the required knowledge the appendix lists; 3 write four multiple choice exam questions on this material that you believe would be suitable for inclusion in the HRCI exam; and 4 if time permits, have someone from your team post your team's questions in front of the class, so that students in all teams can answer the exam questions created by the other teams.
Purpose: The purpose of this exercise is to provide practice in analyzing and applying knowledge of equal opportunity legislation to a real problem.