管理学原理英文版最新版教学课件第7章
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Health care legislation that puts in place comprehensive health insurance reforms
The Legal Environment (3 of 3)
Law or ruling Health/Safety Occupational Safety and HealthAct (OSHA) Privacy Act
Prohibits discrimination based on race, color, religion, national origin, or gender
Prohibits discrimination against employees 40 years and older
Prohibits discrimination on the basis of physical or mental disabilities
Requires employers with more than 100 employees to provide60 days’ notice before a mass layoff or facility closing
Gives employees in organizations with 50 or more employees up to 12 weeks of unpaid leave each year for family or medical reasons
源自文库
Employee referrals
Knowledge about the organization provided by current employee; can generate strong candidates because a good referral reflects on the recommender
HRM = Right People, Right Place, Right Time
HRM Process and Influences
Exhibit 7-1 The Human Resource Management Process
The Legal Environment (1 of 3)
year blank 1970
1974
Consolidated Omnibus 1985 Reconciliation Act (COBRA)
description
blank
Establishes mandatory safety and health standards in organizations
Permits portability of employees’ insurance from one employer to another
Changes the statute of limitations on pay discrimination to 180 days from each paycheck
7.2 Discuss the tasks associated with identifying and selecting competent employees.
7.3 Explain how employees are provided with needed skills and knowledge.
Moving employees either laterally or downward; usually does not reduce costs but can reduce intraorganizational supply–demand imbalances
College recruiting Large centralized body of candidates Limited to entry-level positions
Professional recruiting organizations
Good knowledge of industry challenges and requirements
Gives employees the legal right to examine personnel files and letters of reference
Requires continued health coverage following termination (paid by employee)
Source: Robbins, Stephen P., Coulter, Mary, Management, 13th Ed., © 2016, p. 341. Reprinted and electronically reproduced by permission of Pearson Education, Inc., New York, NY.
Learning Objective 7-1
• Describe the key components of the human resource management process and the important influences on that process.
Human Resource Management
Recruiting Applicants
Exhibit 7-3 Recruiting Sources
Source
Advantages
Disadvantages
Internet
Reaches large numbers of people; can get immediate feedback
Generates many unqualified candidates
Little commitment to specific organization
Source: Robbins, Stephen P., Coulter, Mary, Management, 13th Ed., © 2016, p. 346. Reprinted and electronically reproduced by permission of Pearson Education, Inc., New York, NY.
Fundamentals of Management
Tenth Edition
Chapter 7 Managing Human
Resources
Learning Objectives (1 of 2)
7.1 Describe the key components of the human resource management process and the important influences on that process.
Exhibit 7-2 Major HRM Laws
law or ruling Equal Employment Opportunity and Discrimination Equal Pay Act
Civil Rights Act, Title VII
Age Discrimination in Employment Act Vocational Rehabilitation Act
The Legal Environment (2 of 3)
Law or ruling
Compensation/Benefits
Worker Adjustment and Retraining Notification Act
year blank 1990
Family and Medical Leave Act 1993
Health Insurance Portability and Accountability Act
Lilly Ledbetter Fair Pay Act
1996 2009
Patient Protection and Affordable Care Act
2010
description
blank
Handling Layoffs
Exhibit 7-4 Downsizing Options
Option Firing Layoffs Attrition Transfers
Reduced workweeks Early retirements Job sharing
Description
Permanent involuntary termination
Learning Objectives (2 of 2)
7.3 Describe strategies for retaining competent, highperforming employees.
7.4 Discuss contemporary issues in managing human resources.
May not increase the diversity and mix of employees
Company Web site
Wide distribution; can be targeted to specific groups
Generates many unqualified candidates
Prohibits discrimination against individuals who have disabilities or chronic illnesses; also requires reasonable accommodations for these individuals
Affirmative Action
• Programs that ensure that decisions and practices enhance the employment, upgrading, and retention of members of protected groups
Americans with Disabilities Act
Year blank
1963
1964 (amended in 1972) 1967 (amended in 1978) 1973
1990
blank
Description
Prohibits pay differences for equal work based on gender
Differences in HRM Laws
• Canada • Mexico • Australia • Germany
Learning Objective 7-2
• Discuss tasks associated with identifying and selecting competent employees.
Identifying and Selecting Employees
HRM Process: 1. Employment planning 2. Recruitment and downsizing 3. Selection
Conducting Employee Assessments
Why IS JOB ANALYSIS so important? Job analysis results in: Job description describes the job
Temporary involuntary termination; may last only a few days or extend to years
Not filling openings created by voluntary resignations or normal retirements
& Job specification describes the person
Determining Future Employment Needs
• Demand for human resources (employees) is a result of the demand for the organization’s products or services
The Legal Environment (3 of 3)
Law or ruling Health/Safety Occupational Safety and HealthAct (OSHA) Privacy Act
Prohibits discrimination based on race, color, religion, national origin, or gender
Prohibits discrimination against employees 40 years and older
Prohibits discrimination on the basis of physical or mental disabilities
Requires employers with more than 100 employees to provide60 days’ notice before a mass layoff or facility closing
Gives employees in organizations with 50 or more employees up to 12 weeks of unpaid leave each year for family or medical reasons
源自文库
Employee referrals
Knowledge about the organization provided by current employee; can generate strong candidates because a good referral reflects on the recommender
HRM = Right People, Right Place, Right Time
HRM Process and Influences
Exhibit 7-1 The Human Resource Management Process
The Legal Environment (1 of 3)
year blank 1970
1974
Consolidated Omnibus 1985 Reconciliation Act (COBRA)
description
blank
Establishes mandatory safety and health standards in organizations
Permits portability of employees’ insurance from one employer to another
Changes the statute of limitations on pay discrimination to 180 days from each paycheck
7.2 Discuss the tasks associated with identifying and selecting competent employees.
7.3 Explain how employees are provided with needed skills and knowledge.
Moving employees either laterally or downward; usually does not reduce costs but can reduce intraorganizational supply–demand imbalances
College recruiting Large centralized body of candidates Limited to entry-level positions
Professional recruiting organizations
Good knowledge of industry challenges and requirements
Gives employees the legal right to examine personnel files and letters of reference
Requires continued health coverage following termination (paid by employee)
Source: Robbins, Stephen P., Coulter, Mary, Management, 13th Ed., © 2016, p. 341. Reprinted and electronically reproduced by permission of Pearson Education, Inc., New York, NY.
Learning Objective 7-1
• Describe the key components of the human resource management process and the important influences on that process.
Human Resource Management
Recruiting Applicants
Exhibit 7-3 Recruiting Sources
Source
Advantages
Disadvantages
Internet
Reaches large numbers of people; can get immediate feedback
Generates many unqualified candidates
Little commitment to specific organization
Source: Robbins, Stephen P., Coulter, Mary, Management, 13th Ed., © 2016, p. 346. Reprinted and electronically reproduced by permission of Pearson Education, Inc., New York, NY.
Fundamentals of Management
Tenth Edition
Chapter 7 Managing Human
Resources
Learning Objectives (1 of 2)
7.1 Describe the key components of the human resource management process and the important influences on that process.
Exhibit 7-2 Major HRM Laws
law or ruling Equal Employment Opportunity and Discrimination Equal Pay Act
Civil Rights Act, Title VII
Age Discrimination in Employment Act Vocational Rehabilitation Act
The Legal Environment (2 of 3)
Law or ruling
Compensation/Benefits
Worker Adjustment and Retraining Notification Act
year blank 1990
Family and Medical Leave Act 1993
Health Insurance Portability and Accountability Act
Lilly Ledbetter Fair Pay Act
1996 2009
Patient Protection and Affordable Care Act
2010
description
blank
Handling Layoffs
Exhibit 7-4 Downsizing Options
Option Firing Layoffs Attrition Transfers
Reduced workweeks Early retirements Job sharing
Description
Permanent involuntary termination
Learning Objectives (2 of 2)
7.3 Describe strategies for retaining competent, highperforming employees.
7.4 Discuss contemporary issues in managing human resources.
May not increase the diversity and mix of employees
Company Web site
Wide distribution; can be targeted to specific groups
Generates many unqualified candidates
Prohibits discrimination against individuals who have disabilities or chronic illnesses; also requires reasonable accommodations for these individuals
Affirmative Action
• Programs that ensure that decisions and practices enhance the employment, upgrading, and retention of members of protected groups
Americans with Disabilities Act
Year blank
1963
1964 (amended in 1972) 1967 (amended in 1978) 1973
1990
blank
Description
Prohibits pay differences for equal work based on gender
Differences in HRM Laws
• Canada • Mexico • Australia • Germany
Learning Objective 7-2
• Discuss tasks associated with identifying and selecting competent employees.
Identifying and Selecting Employees
HRM Process: 1. Employment planning 2. Recruitment and downsizing 3. Selection
Conducting Employee Assessments
Why IS JOB ANALYSIS so important? Job analysis results in: Job description describes the job
Temporary involuntary termination; may last only a few days or extend to years
Not filling openings created by voluntary resignations or normal retirements
& Job specification describes the person
Determining Future Employment Needs
• Demand for human resources (employees) is a result of the demand for the organization’s products or services