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MHR 523 (473)
Lecture

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Department
Human Resources
Course
MHR 523
Professor
Kristyn Scott
Semester
Winter

Description
Lecture 7 chapter 8&9 orientation and training. Chapter 8 orientation and training Providing employees with basic information about the organization and the job Socialization: on going process of instilling in all employees the prevailing attitudes standards and values Reality shock: Purpose of orientation programs Improved job performance Reduced first day jitters and reality shock Improved productivity Improve retention levels and reduced recruitment costs. Special orientation situations Diverse workforce Mergers and acquisitions (two companies comes together, TD, HP, Culture of doing things) Multi location organizations Executives. (Increase productivity and reduce accidents) Evaluation of orientation programs Employee reaction (read the way they act) > socialization effects>cost benefit analysis (best measure but most difficult) Onboarding** final Who conducts an orientation session? Someone who has been with the company for a while, direct supervisor manager, HR rep, multiple levels. Chapter 9 development Career planning and development: process through which an employee becomes aware of personal career related attributes and the lifelong series of activities that contribute to his or her career fulfillment Who is responsible for career planning’s: YOURSELF!! PARENTS!! ($$) MANAGERS!! MENTORS!! (Advice)Self-motivation, independent learning, effective time and money management and self-promotion, researching about the work and industry you want to be apart of. Networking is the foundation of effective career management Managers: provide timely and objective performance feedback  Offer developmental assignments and support  Participate in career development discussions  Act as a coach advisor and referral agent Managing transfers: greater possibility of advancements Personal enrichment More interesting job Greater convenience Two thirds of transfers reduced due to family/spousal concerns Making promotional decisions: effects of promotional decisions Serenity if it s a sorority based promotion it may have a negative toll on 4DG Entering the workforce later on Merit Management development: Succession Planning- finding replacement staff through replacement charts **Should you tell people that they are on the replacement chart? don’t tell them , as long as I know the conditions to meet (through meritocracy) fair GOOD THINGS:  Role model for other employees Be in control of your own development How is development done? Transfer working with different groups of the organizationChapter 10: Performance Management Process encompassing all activities related to improving employee performance productivity and effectiveness. Includes goal setting pay for performance training and development career management and disciplinary action **5 STEPS** 1. Defining performance expectations 2. Providing ongoing feedback and coaching 3. Conducting performance appraisal 4. Implement 5. Evaluate employees Chapter 11 & 12 Lecture 9 Chapter 11 Total rewards: integrated package of all rewards gained by employees arising from their employment Aligned with a business strategy. Dilbert’s theory on salary* *The less you know the more you make* Stage 1: job evaluation Job evaluation: systematic comparison of jobs to determine relative worth Within the organization Benchmark job: one that is critical to the organizations operations or Commonly found in organization Compensable factor: skill effort responsibility working conditions Requires BY PAY EUITY LEGISLATION Stage 2: conduct a wage survey A survey aimed at determining prevailing wage rates A good salary survey provides specific wage rates for-comparable jobs Formal written questionnaire surveys are the most comprehensive Formal or informal survey by employer Stage 3: combine job evaluation and salary survey information to determine pay for jobs. **Wage curves** Reasons for wage gaps:Why men earn more Unpleasant environments Harder attained skills Absent from work Have higher career goals to begin with Have more years of recent uninterrupted experience Work more hours Wages and Appearances: Plainness penalty 9% Beauty premium 5% Weight Obese women have lower family incomes than women whose weigt for height is in the recommended range Height Every additional inch of height is associated with a 1.8% increase in wages Chapter 12: P4p Variable pay: plan that links pay to productivity profitability or some other measure of organizational performance Accurate performance appraisal or measureable outcomes is precondition for effective pay for performance plans Individual or group; short term or long term Incentive plans: piecework plans, bonus stock options, commission, merit pay, profit sharing and ESPP Stock option: Is the right for the employee to buy a stock at the current stock price Commission: money made independently from making a sell. Percentage of the sales that you achieved Merit pay: pay for the performance of the past year What is the difference between merit and bonus? Bonus is one time pay, incentive for behavior (keep up the good work) Merit is paid. Reward for past performance Profit sharing plans: a plan whereby most of all employees share in the company’s profits Employee share purchase/stock ownership plana trust is established to hold shares of company stock purchased for or issued to employees. The trust distributes the stock to employees When to use incentive: Units of output can be measured Clear relationship between employee effort and quantity of output Other Benefits and Services: Personal services: credit unions counseling services, employee assistance programs Job related services: subsidized childcare eldercare, subsidized employee transportation and food services Executive perquisites: management loans, salary guarantees, financial counseling relocation benefits and company cars. Benefits administration: use of software, outsourcing, benefits communication Chapter 14 Occupational Health and Safety Investment in disability mgmt. and proactive wellness Due Diligence: employers are responsible for taking every reasonable precaution to ensure the health and safety of their workers, specific duties of the employer include: filing government accident reports, maintaining records, ensuring that safety rules are enforced, posting safety notices and legislative information Basic Facts about OHS legislation supervisor’s role in safety Supervisors have a personal duty to ensure that workers comply with OHS regulations Employees are responsible for taking reasonable care to protect their own health and safety and in most that of their co-workers. Random substance abuse testing is illegal but you can make a law. “no alcohol allowed” Job Stress: Human Consequences of job stress include:  Anxiety  Depression  Anger  Headaches, accidents. **Final exam** job stress sources Environmental factors: High demand for job High levels of mental and physical effortPersonal factors: Type personalities Patienc
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