Professional Documents
Culture Documents
OBJECTIVES
1. 2. 3. 4. 5. 6. 7. 8. Define human resources management and explain its significance. Summarize the processes of recruiting and selecting human resources for a company. Discuss how workers are trained and their performance appraised. Identify the types of turnover companies may experience, and explain why turnover is an important issue. Specify the various ways a worker may be compensated. Discuss some of the issues associated with unionized employees, including collective bargaining and dispute resolution. Describe the importance of diversity in the work force. Assess an organizations efforts to reduce its work-force size and manage the resulting effects.
arbitration
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job description
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1. Turnover, which occurs when employees quit or are fired and must be
replaced by new employees, results in lost productivity, fees to recruit new employees, management time devoted to interviewing, and costs for new employees. 2. Turnover is not always an unhappy occasion when it occurs in the form of promotions or transfers. a. A promotion is an advancement, or vertical movement, within an organization to a position with increased authority, responsibility, and salary. In some companies, the length of time or service
252 Ferrell/Hirt/Ferrell, Business: A Changing World, Seventh Edition
1. Wages are financial rewards based on the number of hours the employee
works or the level of output produced. a. Time wages are based on the number of hours worked. They are easy to compute but provide no incentive to increase productivity. PPT 11.29 b. Piece wages are based on the level of output. A major advantage of piece wages is that employees are encouraged to supervise their own activities and to increase output.
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Going Green: Green Coffee? 1. How does Starbucks compensate its employees in ways that encourage lower turnover and a more productive workforce?
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SUPPLEMENTAL LECTURE
Firing Employees Chapter 11 deals with the topics of promotions, transfers, and separations. Firing an employee is one aspect of management that most managers hate. Despite all the literature about effective management and motivation, there are still times when an employer has to fire an employee. Firing is a bit more complicated than might have been the case 70 years ago. At that time, it seemed that all a boss had to do was say: Charlie, at the end of todays shift, youre through here at Murkeeville Car Markers. Ive put two extra weeks of pay in your pay envelope. In those days, Charlie didnt know that he might be able to pursue legal action. Charlie might not have a union to stand behind him and possibly get the firing decision overturned. However, Charlie could make things tough for the boss by any number of emotional reactions to being fired. (The same reactions are often replayed today.) Charlie could have broken down and cried, punched his boss in the nose, spread malicious lies about his boss, placed a bomb in company headquarters, or taken any number of other possibly bizarre actions. Today, an employee, in many cases, will sue an employer over what the employee believes to be an unfair discharge. And very often, there is considerable merit to the employees case. Firing an employee is not a routine matter that a manager handles with ease. Because of managers lack of daily experience in dismissing people, many firings are bungled badly. And when the fired employee and his or her attorney look over the chain of events involved, it may become clear that established procedures were not followed. Firing procedures vary from company to company, but here is a list of good suggestions gleaned from the experiences of several firms and their employees. 1. Have adequate documentation before firing. If it is your contention that the employee is a troublemaker, you should be able to back up that contention with written documentation. Many firms (often in conjunction with their unions) have worked out a system in which an employee is given one or two oral reprimands for improper conduct. Although an employee is told orally of his shortcomings, his personnel file also receives a note from the supervisor reading something like: On May 5, 2002, I had to caution Frank about his continued use of profanity in our day nursery for employees children. After the prescribed number of oral warnings, Frank will receive letters, copies of which will go into his personnel file. Such a letter could read: This date, May 30, 2002, your supervisor and four members of the shift (Al Bean, Fred Toker, Amy Wilson, and Lu Thurgen) informed the plant manager that your degree of inebriation was such as to prevent you from performing your regular job. You were sent home. A repeat of this conduct will result in your suspension. If it becomes necessary to fire Frank, the manager assigned the unpleasant task will feel bolstered if he or she has a folder on Frank that is crammed with documentation that Frank is indeed a troublemaker. If litigation follows the firing, that folder will be of utmost importance to the firm
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TEACHING SUGGESTIONS 1. Review the Boxed Text Discussion Questions provided in this Instructors Manual. Have
students gone over these questions before class? Call on various students for answers. 2. Have students select and complete an exercise from Get Involved. Then, at the next session, have them give a brief presentation of their work to the class.
3. Discuss the Check Your Progress questions in the textbook. To give students additional
questions, use Additional Discussion Questions, available in this Instructors Manual.
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