|1.1: The Changing Nature of Human Resource Management
|The Role of Human Resources
This chapter provides an overview of human resources management through definition, functions, skills required, and challenges encountered. At the end, read the Chapter Case and note your answers.
|Human Resource Management
This video details the many functions of human resource departments and their role within the organization.
|The Changing Role of Strategic Human Resources
This chapter describes the importance of human capital, the critical role that human resources plays as a strategic partner, and key elements of strategic human resources management. Note your answer to exercise question #3.
|1.2: Strategic HR Management and Planning
|Introduction to Strategic Management
This video discusses organizational strategy and the integral role that resources play in the success of organizational strategy. Write a list of reasons that HR is critical to overall organizational strategic success.
|Developing and Implementing Strategic HRM Plans
This chapter discusses the value of strategic planning, the components involved, and the importance of HR being a strategic partner within the organization. At the end, read the Chapter Case and note your answers.
|1.3.1: Workplace Diversity: What Is It? Can It Be Done?
|Workplace Diversity Strategy
This video discusses how a diverse workforce adds value to an organization while enhancing teamwork, respect, and understanding.
|Trends in Organizational Diversity
This article highlights the social and legislative trends that lead to a more diverse workforce. Note the correlation between high diversity and high production, and high diversity and high retention.
|Best Practices in Achieving Workforce Diversity
Read this article from the executive summary through Chapter 4 (pages 5–17 of the PDF). Led by Al Gore, former vice president of the United States, and the U.S. Department of Commerce, this report provides in-depth insight on diversity – why it is important and how it can be integrated into the workplace. The report is divided into four chapters: each chapter builds on the previous one. You will see comments from leaders of major organizations, and the report provides some strategic key findings regarding diversity that you can use as a source for implementing diversity within the workplace.
|1.3.2: Equal Employment Opportunity
|Introduction to the US Equal Employment Opportunity Commission
These videos discuss diversity, the U.S. Equal Employment Opportunity Commission, and various types of discrimination.
|Overview of the US Equal Employment Opportunity Commission
Read this article for an introduction to the Equal Employment Opportunity Commission. This information will provide you with a deeper understanding of how the commission supports and enforces the proper managing of human capital.
|Types of Discrimination
Read this list of the various types of discrimination. Click on each type of discrimination, from age to sexual harassment, and read the related information.
|Laws Enforced by the EEOC
Read this list of the various types of laws enforced by the EEOC. Click on each type of legislation to read the related information.
|Workplace Laws Not Enforced by the EEOC
Read this list of the various types of laws not enforced by the EEOC.
|1.4: Do We Still Need Affirmative Action?
|Is Affirmative Action a Good Approach against Discrimination?
This article summarizes affirmative action, and addresses some of its pros and cons.
This article provides historical data regarding affirmative action and its attempts to address inequality.
|Fisher vs. University of Texas – Background and Arguments
These videos discuss a recent affirmative action case that exhibits the controversy of "reverse discrimination" as it relates to affirmative action legislation.
|2.1: Overview of a Job Analysis (JA)
This chapter will be important for Unit 2 and Unit 3, as it discusses job analysis, job description, relevant recruitment laws, and strategies for effective recruitments in depth. Make the connection between what you learned about critical HRM planning in the previous unit and its impact on the HRM recruitment, which is the focus of this unit. Pay particular attention to Figure 4.1., which describes the job analysis process. Take note of how a company's culture can be used as a recruiting tool to attract candidates.
|2.2: A, B, and C Jobs: People (Human Capital)
|Protecting Human Capital
Watch this brief video, which introduces the value of human capital. While many organizations have a strategy for developing and nurturing their leaders, they also need to create strategies to manage their employees.
This video discusses an income statement, a financial statement that illustrates the revenue and expenses a business incurs during a specific period. Businesses should monitor the income and losses recorded on this statement daily to ensure the business is profitable. A balance sheet is a financial statement that illustrates its assets, liabilities, and owner's equity.
Businesses need to focus on increasing the value of their assets. When managing human capital, certain C-jobs and C-employees, and even certain B-jobs and B-employees, have the greatest impact on your income statement. The daily functions these employees perform to help an organization meet its goals and objectives are most often the most important. The A-jobs and employees are those with a high degree of risk (asset or liability), which makes their impact more strategic.
|2.3: Competency Modeling and KSAs
|The Importance of KSAs (Knowledge, Skills, and Abilities)
Read this article, which discusses knowledge, skills, and abilities (KSAs) and discusses the qualifications and attributes a job candidate will need to perform for a particular position. This authors focus on obtaining a job in the U.S. federal government, but you can apply their insight to identify and apply KSAs to any position opening.
|The Dunning-Kruger Effect: Why Once a Fool, Always a Fool
This article discusses the Dunning-Kruger Effect, noting that poor performers most often fail to learn from their mistakes. This inability to self-critique and self-correct poses obstacles for HR. While HR can provide feedback channels for employees to learn from, employees must also possess the skills needed to identify and remedy weaknesses in their own performance. Make the connection between these obstacles and the important task of HR to properly assess knowledge, skills, and abilities to find valuable human resources.
|2.4: Job Description and Job Specification
|The Recruitment Process
Briefly revisit section 4.1 of this chapter, which you read at the outset of this unit. Pay particular attention to the sample job analysis questionnaires in Figure 4.2 and the sample job description in Figure 4.3. Complete the exercises at the end of this section, and be sure to spend sufficient time on the second question. By the end of this activity, you should be able to list the four components of a job description and give tips for writing an effective job description.
|Job Description Template
Note this template for writing a job description. Using this template, create a job description for your current position or a past position.
|Job Descriptions vs. Job Postings
This video compares and contrasts job descriptions and job postings.
|3.1: Recruitment of Human Capital
|The Psychology of Recruiting and Selecting Employees
This article discusses how psychologists have designed recruiting processes and personnel-selection systems to help employers find the best candidates. The article describes using interviews, personality tests, ability tests, and work samples to evaluate potential employees. As with all forms of testing, we cannot ignore the validity and reliability factors attributed to each test, as noted in the article.
|3.2: The Process of Recruiting and Selecting Human Capital
|Effective Recruitment and Selection
Read this article. Before you read, try your hand at the first activity, then read the article. Though all of us have our own sets of experiences and opinions, it is important that we do not place our organizations in a situation of liability as a result of our individual biases, as they may not be strategically aligned with the best interests of the organization. You must learn to work through personal perceptions and make strategic business decisions when recruiting and selecting human capital.
|3.3: Recruiting and Selecting Human Capital in the 21st Century
|Sourcing and Recruiting
Watch this video. Professional recruiters attending a national summit share assessments and concerns over the use of social media in human resource recruitment.
|15 Social Recruiting Tips Proven to Attract the Best Talent
Social recruiting isn't just a novelty – it is a must-have for any successful recruiting strategy. This article details recruiting opportunities on Periscope, Twitter, and LinkedIn. Social media is an excellent opportunity to showcase your corporate culture as well as your brand. However, with your culture and your brand at stake, a company's social media presence must be deliberate at all times. The article notes common social recruiting mistakes made by companies and how to avoid them. Select a company and take a moment to look online at their social media presence. What type of personnel are they attempting to attract? Are the corporate culture and branding messages being represented consistently and deliberately? Is this a company that you would be interested in based solely on their social recruiting efforts?
|3.4: How to Select Human Capital
Read this chapter which discusses how to review and check a resume for validity and reliability, how to interview and test job applicants, how to choose prospective job candidates, and how to make an offer to a potential hire. This reading also reviews several case studies.
|Selecting the Right People
This article explains how compiling a common set of information about applicants can help HRM avoid unintentional prejudice. Businesses can obtain this data through behavioral and situational interviews, selection tests, and background checks.
|4.1: Training and Development of Human Capital
|Training and Development
Watch the introductory video and read the first three sections of this chapter on the process of strategically training and developing employees that have been selected. Stop when you get to section 8.4.
In a competitive marketplace, effective training and development programs offer a recruitment tool to human resources (HR) and a valuable tool for employee retention. Knowing an organization is investing time and resources into your development can be critical.
The "Fortune 500 Focus" section describes how the Walt Disney Company conducts its training and development programs. In addition to providing training specific to each particular position in the park, the Disney Development Connection program offers continuous development to their human capital. In addition to in-house training, Disney also offers employees tuition reimbursement. In this way, Disney shows it is committed to its employees. How do you think these offerings affect employee performance, job satisfaction, corporate culture, and employee retention?
|Stop Relying on Training for Employee Learning
This article argues that formal training wastes organizational resources and that "push learning" is frequently unproductive. The author believes that creating an organizational culture of on-going, work-driven learning is far more effective. Brainstorm some industries where you believe this model works, and where it does not. Could you argue that the outcome of formal training depends on the type of learner, rather than the the type of learning?
|Tips for Managers on How To Train Small Teams
This short article notes that formal training sessions may be well-suited for large organizations, but they are not always feasible for small teams. The author notes the importance of encouraging continuous training, often through on-the-job training, and the value in mentorship. Think of ways that mentorship can positively impact both the new hire and the seasoned employee who provides the mentoring.
|4.2: Career Planning/Succession Planning of Human Capital
|Designing a Training Program
Read the final section of this chapter. Pay close attention to the "Career Development Programs and Succession Planning" section and Figure 8.11, "Career Development Planning Process". You may want to make a copy of this figure in your notes. Complete the exercises at the end of the section and be sure to spend time on the question on the importance of creating a career development plan, even if your employer does not have one.
|5.1: Performance Management Systems
|Managing Employee Performance
Watch the introductory video and read this chapter to learn about common performance issues in the workplace. When you finish reading, you should be able to say why it is important for human resources to establish clear and communicated policies to handle performance issues. These policies play an important role in avoiding wrongful termination legal actions. In addition, this chapter details the disciplinary actions when performance issues arise. Establishing clear objectives regarding performance management is an essential component to organizational success.
|Performance and Rewards
Watch this short video regarding the importance of performance management. Performance management is centered around setting goals, tracking progress of the goals, and rewarding when goals are met. Meeting performance goals leads to meeting organizational goals.
|5.2: Performance Appraisal for Human Capital
This article notes the importance of assessing employee job performance on clear pre-established criteria and objectives. Since employee performance can make or break a company, performance management can be critical. Review the graphic that reflects how performance standards, performance measurement, reporting of progress, and quality improvement processes are all components of an effective performance management system.
|Motivating Employees Through Personnel Appraisals
This chapter explains why companies use performance appraisals, the basic characteristics of successful performance appraisals, the advantages and disadvantages of the different types, and how to conduct a performance appraisal meeting.
Read this article that details various performance appraisal methods, such as graphic rating scales, behavioral methods, and 2+2 feedback. Substantial planning is required to develop the most appropriate appraisal method to maximize performance results. Which appraisal method do you believe you would be most likely to respond positively toward?
|6.1: Compensation of Human Capital
|The Comfort of Compensation
Before you begin this unit, take some time to play this brief game, which will help you develop a better understanding of the comfort of compensation.
|Compensation and Benefits
Read this chapter after watching the short video introduction. The overall objective of a compensation plan is to recruit the best human capital, motivate employees to perform at their peak, and to retain employees.
The compensation package is a critical component of the strategic HRM plan since a great deal of an organization's budget is devoted to employee compensation. This chapter details compensation options, compensation theories, and applicable laws regarding compensation. It also differentiates among financial compensation, indirect financial compensation, and non-financial compensation. Under section 6.1, "Goals of a Compensation Plan", perform and answer exercise question one, which asks you to research your intended career and think about your compensation expectations with what you learn.
|Team-Based Reward Structures and Their Impact on Team Trust
This article documents the advantages and disadvantages of team based rewards as it relates to compensation. At the center of this debate is trust. An organization must have an established culture of trust in order for this type of compensation to be effective. Teams built on a solid foundation of trust can benefit from team based rewards such as incentive pay, recognition, profit sharing, and gain sharing. Make a pro and con list regarding this compensation structure.
|6.2: The Basics on 401k Plans
|How Employers Can Help Employees Plan for Retirement
As noted in the textbook chapter on compensation and benefits, there are a multitude of retirement options that employers can provide their employees, not limited to 401k plans and employee stock option plans. This short video provides insight as to how employers can go a step further and providing training or understanding to employees regarding their financial options.
|7.1: OSHA's Affect on Human Capital Management
|Occupational Safety and Health Act of 1970
Read this report, which takes a comprehensive look at the act that governs the safety of human capital in the workplace. There is a lot of information on OSHA's website, and a great deal of it is categorized by industry. Every organization should be aware of the specific information associated with its industry and should have a general understanding of OSHA and its standards. You are strongly encouraged to browse OSHA's website to enhance your understanding of what they require of an employer.
|The Story of OSHA
This video documents the history of OSHA and why it plays such a critical role in providing safe and healthy working environments for your most important asset, your employees.
|Protecting Workers: How OSHA Conducts Inspections
Watch this video, which explains how OSHA conducts an inspection.
|7.2: Employee Health and Wellness
|Safety and Health at Work
This chapter discusses the importance of creating an organizational culture built around safety and health. The chapter also discusses the health hazards at work including stress, substance abuse, and workplace violence. Applicable laws are also detailed in length. Lastly, the chapter addresses the rise of Employee Assistance Programs to promote safety, health, and wellness.
|Employee Drug Treatment Program Saves Lives and Make Money
This article discusses why offering employees drug treatment programs is good for both the employee and the employer.
|Workplace Drug Testing
Read this article as well as the related hyperlinks.
|8.1: Labor Relations and Human Capital Management
|Working With Labor Unions
This chapter discusses labor unions: what unions are, why they exist, major legal acts that shape unions, the unionization process, union's impact on organizations, collective bargaining, and the grievance process. Think of industries that have a large union impact and how it might change the dynamic between employees and employers.
|American Labor History
Watch these lectures, where Thomas Woods provides a liberal view of labor history and relations in the United States.
|The Bargaining Table
Read this essay, which chronicles the evolution of collective bargaining.
This article discusses the collective bargaining process and how it impacts income inequality.
|Scott Walker Ends Freedom of Contract in Wisconsin
This 2015 article discusses legislative changes in the state of Wisconsin that have impact worker's rights. Although presented as a victory for worker's rights, the author argues that the legislation actually takes away employee's freedom of contract and weakens their bargaining power.
|8.2: Employee Relations and Human Capital Management
|Successful Employee Communicatio
Read this chapter that documents the important concepts of communication strategies and management styles. Complete the Chapter Case at the end regarding developing an outline for a training program on effective management as well as communicating to employees.
|What Is Employee Relations?
Read this brief definition of employee relations.
|10 Myths About Your Employee-Manager Relationship
This short video notes, through 10 myths, the tremendous value in effective employee relations.
|Trust in Manager-Employee Relationships
This important article notes the critical importance of trust between managers and employees and its impact on performance. Undoubtedly, trust is a necessary component in all industries. But, can you think of some industries that trust may play an even more important role in organizational effectiveness?
|Workplace Discrimination (Title VII) and the Supreme Court
This video documents two workplace discrimination cases from the University Texas Southwestern Medical Center and explains how these cases impact future employee-employer relations.
|8.3: The Role of Ethics in Human Resource Management
|Ethical Issues at an Organizational Level
This chapter discusses the ethical issues that arise in organizations, in the areas of human resources, finance, sales, marketing, and production. The chapter also notes the Enron scandal, a highly-publicized case regarding ethics. Take some time to search for the Enron scandal and note the ongoing effect this case has on business today.
|Building an Ethical Culture
This article notes the conflict that sometimes arises between organizational cultures that are driven by numbers and ethics. Training, mentoring, rewards, recognition, and continuous monitoring and reinforcing describe methods for creating and maintaining an ethical culture. As noted in previous chapters, some debate whether corporate culture is the most critical component of an effective organization. Within this culture, an ethical climate is mandatory.
|An Ethics Model to Develop an Ethical Organization
This journal study notes the most effective steps in creating an organizational culture focused on ethics. As noted, it all starts at the top. The first step is a clear commitment to ethics from top management. After this, a code of ethics, ethics training, and an appropriate rewards structure reinforces the organization's commitment to ethics.
|BUS301 Study Guide
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