Topic outline

  • COURSE INTRODUCTION

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    • Time: 24 hours
    • Free Certificate

    Human resource management (HRM), also called human capital management, refers to how organizations strategically allocate their most valuable resources – their employees – to areas of the company where they will be the most productive. HRM requires more than a strong human resources department: it requires smart, capable team managers working with the human resource (HR) department to carry out common goals. This cooperation involves careful strategizing, good leadership, and other solid business practices. Companies often maintain their competitive advantage by holding onto resources other businesses lack. Having the right employees separates highly successful firms from their competitors.

    As a discipline, HRM dates back to the early 1900s, but its most strategic components result from transitions that took place in the workforce in the late 1960s. When it passed Title VII of the Civil Rights Act of 1964, the U.S. Congress mandated that all organizations adhere to laws that now govern how they treat and respond to employee complaints. At the same time, businesses began to realize the advantage they gained when they integrated women and minorities who were transitioning into the workplace. Increasing diversity created cultures that reinforced and supported their missions and visions. Everyone has a core belief system shaped by our circumstances and experiences that guide our perceptions and beliefs. We often gravitate toward the situations we understand and make sense to us. To effectively manage human capital, business professionals often have to step outside of their comfort zone to support innovative practices and make strategic decisions that are in the company's best interest rather than support a static culture they may consider to be more "comfortable".

    We discussed the basics of managing human capital in BUS208: Principles of Management. In this course, we introduce more advanced topics, such as identifying your business's needs to carry out a proper recruitment and selection process. Training, development, and performance evaluations can help you shape each employee into an ideal firm resource. Providing adequate compensation and incentives can help you retain these precious resources within the firm.

    Although you may not be planning for a career in HRM, this course will help you appreciate that much of your career success will depend on working with the right people.

  • Unit 1: The Nature of Human Resources

    Employers often profess that their employees are the most valuable resource in their recruitment materials, press events, and corporate values statements. During the past 50 years, U.S. corporations have focused more heavily on human resource (HR) management, especially with the rise of its service-based economy.

    In this unit, we review the role human capital management plays in organizations. We explore the nature of HR management strategies and planning, the legal framework for equal employment for managing diversity, and affirmative action. Note that we could devote entire courses to these complex and diverse topics. For example, the U.S. federal government created the Equal Employment Opportunity Commission (EEOC) to ensure individuals receive fair and equal treatment in employment-related activities. In this unit, we introduce these topics so you can focus on the core of human capital management for the rest of the course.

    Completing this unit should take you approximately 5 hours.

    • Upon successful completion of this unit, you will be able to:

      • define Human Resource Management;
      • explain the HRM functions and current trends in modern workplaces;
      • explain the importance of strategic HR management for attracting, recruiting, and retaining valuable talent;
      • describe the elements of corporate culture, including ethics and social responsibility;
      • explain key laws and legislation that shape human capital decisions;
      • analyze diversity and inclusion strategies and their organizational impact; and
      • evaluate the importance of effective diversity management in the workplace.

    • 1.1: The Changing Nature of Human Resource Management

      • book icon
        The Role of Human Resources Book
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        This chapter provides an overview of human resources management through definitions, functions, skills required, and challenges encountered. At the end, read the Chapter Case and note your answers.

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        HR Basics Human Resource Management Page
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        This video provides an overview of basic HRM information, including a brief history and an overview of the roles.

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        What Is Human Resource Management? Page
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        This video discusses more about what Human Resource Management is, including the relationship between theory and practice. Note that the end discusses a CIPD qualification, which may only be relevant if you are or want to be based in the UK.

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        Human Resource Management Page
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        This video details the many functions of human resource departments and their role within the organization.

      • book icon
        The Changing Role of Strategic Human Resources Book
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        This chapter describes the importance of human capital, the critical role that human resources play 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

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        Introduction to Strategic Management Page
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        This video discusses organizational strategy and the integral role that resources play in the success of organizational strategy. Write a list of reasons HR is critical to organizational strategic success.

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        Strategic Planning Page
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        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: Workplace Diversity

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        Multiculturalism and the Law Page
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        This chapter discusses the legal environment of diversity and the federal agency charged with enforcement, the Equal Employment Opportunity Commission (EEOC). You will read more about the EEOC in the next section.

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        The Gender Wage Gap Page
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        Look at this graphical representation of statistics relating to the gender pay gap in America. What kinds of things can be done to address some of these issues?

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        Workplace Diversity Strategy Page
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        Diversity, Equity, and Inclusion Page
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        This resource discusses the significance of diversity, which spans a range of identities, including color, gender, sexuality, religion, and age. It also explains the significance of equity and a sense of belonging in establishing an all-encompassing organizational culture, along with techniques for cultivating diversity, equity, inclusion, and belonging.

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        Trends in Organizational Diversity Page
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        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.

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        Diversity and Inclusion in the Workplace Page
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        This video examines how organizations can take a more proactive approach to diversity and inclusion. It explains what an organization can do to become a diverse workplace.

    • 1.4: Equal Employment Opportunity

    • 1.5: Affirmative Action

    • Unit 1 Assessment

      • quiz icon
        Unit 1 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Unit 2: Strategic Human Resource Planning and Staffing

    Now that we have discussed the core components of HR strategy, let's explore how to identify human capital by assessing and defining all the jobs within an organization. Recognizing the best people to hire can be difficult. Job descriptions often do a poor job of detailing the employment environment. By conducting a proper job analysis of all of the roles within a firm, hiring managers can best identify the abilities future employees should possess for specific jobs. The keys to success often depend on your ability to learn on the job, correct mistakes, and manage a stressful situation rather than your knowledge of a particular computer program. In this unit, we explore how to translate the demands of a job into an accurate job description.

    Completing this unit should take you approximately 2 hours.

    • Upon successful completion of this unit, you will be able to:

      • determine the role of strategic human resource planning;
      • explain how to conduct a job analysis;
      • discuss the role of a job analysis in supporting key human capital functions; and
      • describe effective techniques for attracting talent.

    • 2.1: Overview of a Job Analysis (JA)

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        Recruitment Book
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        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 recruitment in depth. Make the connection between what you learned about critical HRM planning in the previous unit and its effect on HRM recruitment, which is the focus of this unit. Pay attention to Figure 4.1., which describes the job analysis process. Note how a company's culture can be used as a recruiting tool to attract candidates.

    • 2.2: People (Human Capital)

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        Protecting Human Capital Page
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        Watch this video, which introduces the value of human capital. While many organizations have a strategy for developing and nurturing their leaders, they must also 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, affect your income statement the most. These employees' daily functions help an organization meet its goals and objectives and are often the most important. The A-jobs and employees have a high degree of risk (asset or liability), making their impact more strategic.

    • 2.3: Competency Modeling and KSAs

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        Knowledge, Skills, and Abilities Page
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        Read this article, which discusses knowledge, skills, and abilities (KSAs) and the qualifications and attributes a job candidate will need to perform for a particular position. The 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.

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        The Dunning-Kruger Effect Page
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        This article discusses the Dunning-Kruger Effect, noting that poor performers 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 to identify and remedy weaknesses in their 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 Specification

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        The Recruitment Process Page
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        Briefly revisit this section, 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 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 one.

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        How to Write a Job Description Page
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        Watch this brief video explaining some of the most important points to consider in writing a job description.

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        Job Descriptions vs. Job Postings Page
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        This video compares and contrasts job descriptions and job postings, which overlap but are not the same thing.

    • Unit 2 Assessment

      • quiz icon
        Unit 2 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Unit 3: Recruitment and Selection

    Identifying the abilities job candidates should have to succeed in a position is much easier than identifying these traits within a job applicant. An employer can accumulate a pile of resumes after posting a position opening on the company website or job board. But how many resumes are worth reviewing, and how many candidates are worth interviewing? You do not want to simply choose the best candidate from the applicant pool; you need to find the best person for the job.

    Businesses use many recruitment methods. For example, some use specialized recruiting firms; most ask their employees for recommendations. Next, they must determine whether applicants have the knowledge, skills, and abilities they need. Critics argue that the interview process is weak because it is too subjective. In this unit, we explore several subjective and objective measures to identify the best candidate, such as finding those who share the company's ideas about its goals and objectives and individuals who can provide the organization with a strategic competitive advantage.

    Completing this unit should take you approximately 3 hours.

    • Upon successful completion of this unit, you will be able to:

      • apply strategies for recruiting and selecting talent in an organization; and
      • describe best practices in recruitment and selection.

    • 3.1: Recruiting Human Capital

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        The Psychology of Recruiting and Selecting Employees Page
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        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 Recruiting and Selection Process

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        Effective Recruitment and Selection Book
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        Before you read this article, try your hand at the first activity. Though all of us have our own sets of experiences and opinions, we must not place our organizations in a situation of liability due to our individual biases, as they may not be strategically aligned with the organization's best interests. You must learn to work through personal perceptions and make strategic business decisions when recruiting and selecting human capital.

    • 3.3: Recruiting in the 21st Century

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        Sourcing and Recruiting Page
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        Watch this video. Professional recruiters attending a national summit share assessments and concerns over using social media in human resource recruitment.

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        Using Social Media in Nonprofit Talent Acquisition Page
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        Social recruiting isn't just a novelty; it is a must-have for any successful recruiting strategy. This article provides advice on how to use social media effectively and a few things to watch out for. Although aimed at nonprofits, this also applies more broadly to other organizations.

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        Employer Attractiveness through Social Media Book
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        Social media is an excellent opportunity to showcase your corporate culture and brand. However, with your culture and your brand at stake, a company's social media presence must always be deliberate. This paper looks at job seekers' perceptions regarding social media recruitment and selection and what that could mean for employers. It is a bit technical, but pay attention to the seven themes discussed. Take a moment to select a company and look online at their social media presence. What personnel are they attempting to attract? Are the corporate culture and branding messages being represented consistently and deliberately? Is this a company you would be interested in based solely on their social recruiting efforts?

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        Virtual Interviews Page
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        This video provides a closer look at some of the challenges of remote interviewing, along with tips to ensure everything goes smoothly.

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        Employee Recruitment Page
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        This resource explains the various methods of recruitment, including the use of online recruiting.

    • 3.4: How to Select Human Capital

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        Selection Book
        Students must
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        Read this chapter, which discusses how to review and check a resume for validity and reliability, interview and test job applicants, choose prospective job candidates, and make an offer to a potential hire. This reading also reviews several case studies.

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        Selecting the Right People Page
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        This article explains how compiling common information about applicants can help HRM avoid unintentional prejudice. Businesses can obtain this data through behavioral and situational interviews, selection tests, and background checks.

    • Unit 3 Assessment

      • quiz icon
        Unit 3 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Unit 4: Training, Development, and Career Planning

    Once you have completed the recruitment process, the HR department is often charged with training and developing this new human capital. You can think about this training as the process businesses use to inform new members about the specific components of their assumed jobs. Consider this process as a way to offer continuous improvement and an opportunity to develop and update your human capital to be successful on the job. In the same way, career planning, often called succession planning, involves mapping the growth of your human capital and building strong relationships with the management team.

    Completing this unit should take you approximately 1 hour.

    • Upon successful completion of this unit, you will be able to:

      • explain strategies used in the training and development of talent;
      • explain talent management's contribution to the overall success of the organization; and
      • define the role of career and succession planning.

    • 4.1: Training and Development

      • book icon
        Training and Development Book
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        Read these sections on the process of strategically training and developing employees. 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 these offerings affect employee performance, job satisfaction, corporate culture, and retention?

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        Stop Relying on Training for Employee Learning Page
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        This article argues that formal training wastes organizational resources and that "push learning" is frequently unproductive. The author believes creating an organizational culture of ongoing 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 learner rather than the type of learning?

    • 4.2: Career and Succession Planning

      • book icon
        Designing a Training Program Book
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        Read this section, paying close attention to Figure 8.11 and the section on career development programs and succession planning. 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.

    • Unit 4 Assessment

      • quiz icon
        Unit 4 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Unit 5: Performance Management and Measurement

    Many businesses define success as an individual's ability to live up to the demands of their position. With proper job analysis, it should be easy to quantify the level of success or failure of each employee. However, managers can be distracted by certain irrelevant biases during the employee performance review process. For example, they can be subject to leniency or the predisposition to be "too nice" because they dislike confrontation or are afraid to hurt their employee's feelings. The halo effect refers to a tendency to focus on one positive aspect of an employee's performance, such as the ability to meet their sales quota, rather than look at their overall contribution to the organization. Recently, many companies have incorporated a "360 degree" approach in which employees also review their managers and co-workers to find ways to increase company-wide productivity and performance. Business managers should explore various appraisal systems to determine the one that best fits their organization's culture and strategy.

    Completing this unit should take you approximately 2 hours.

    • Upon successful completion of this unit, you will be able to:

      • analyze the role of performance management in meeting performance expectations; and
      • explain the role of performance appraisals as a component of organizational success.

    • 5.1: Performance Management Systems

      • book icon
        Managing Employee Performance Book
        Students must
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        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 of organizational success.

      • page icon
        Performance and Rewards Page
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        Watch this short video regarding the importance of performance management. Performance management is centered around setting goals, tracking the progress of the goals, and rewarding when goals are met. Meeting performance goals leads to meeting organizational goals.

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        What Is Agile Performance Management? Page
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        As we shift towards more relationship-based performance management, agile performance management is coming front and center as the way to do that. This video discusses what Agile PM is and how organizations can benefit from this type of performance management.

    • 5.2: Performance Appraisal

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        Performance Assessment Page
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        This article notes the importance of assessing employee job performance on clear pre-established criteria and objectives. Performance management can be critical since employee performance can make or break a company. 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.

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        Performance Evaluation Systems Page
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        This chapter covers performance evaluation systems, which measure how well employees do their jobs. It will explain popular appraisal methods and how to conduct the appraisal.

    • Unit 5 Assessment

      • quiz icon
        Unit 5 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Unit 6: Compensation and Benefits

    When hiring new employees, business managers must decide how much they will compensate their potential new human capital. Since this expense is often their highest overhead cost, employers need to understand this element of financial planning to avoid business failure. A generous compensation package can be an important recruitment tool: some employees value direct financial compensation, while others prefer to receive more indirect benefits, such as healthcare, child care, and tuition reimbursement.

    Employers often have more leverage during a recession to decrease employee salaries and benefits because they have a larger pool of eager, unemployed workers. However, retaining good people with appropriate compensation and benefits during low and high growth periods can foster a productive and committed workforce that appreciates a proper work/life balance. Meanwhile, the growing disparity between executive and employee pay continues as firms align executive compensation with overall company performance. In this unit, we explore this issue and others of employee compensation and benefits.

    Completing this unit should take you approximately 2 hours.

    • Upon successful completion of this unit, you will be able to:

      • apply the concepts/issues associated with compensation and benefits to create an attractive environment that draws valuable resources to an organization;
      • identify key laws and legislation about compensation and benefits that shape how human capital decisions should be made; and
      • differentiate between direct financial compensation, indirect financial compensation, and non-financial compensation.

    • 6.1: Compensation

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        The Comfort of Compensation Page
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        Before you begin this unit, take some time to do this activity, which will help you better understand the comfort of compensation.

      • book icon
        Compensation and Benefits Book
        Students must
        Mark as done

        The overall objective of a compensation plan is to recruit the best human capital, motivate employees to perform at their peak and retain employees. The compensation package is critical to the strategic HRM plan since much 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 between financial, indirect, and non-financial compensation. Perform and answer exercise question one, which asks you to research your intended career and consider your compensation expectations with what you learn.

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        How to Use Team Rewards Effectively Page
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        This article discusses 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 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.

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        Strategic Compensation Page
        Students must
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        Watch this video explaining the core considerations when designing compensation and benefits plans.

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        The Benefits of Employee Benefits Page
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        This video explains why it is important to provide employees with benefits as a part of the compensation package.

    • 6.2: 401k Plans

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        What Is a 401k or 403b? Page
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        This video explains the difference between 401k and 403b plans, which are employer-sponsored retirement plans.

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        How Employers Can Help Employees Plan for Retirement Page
        Students must
        Mark as done

        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 into how employers can go a step further and provide training or understanding to employees regarding their financial options.

    • Unit 6 Assessment

      • quiz icon
        Unit 6 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Unit 7: Safety, Health, and Wellness

    From the most basic level, employers should send their employees home in the same manner they arrived. The U.S. Congress considered the concept of workplace safety so important that they created a special department, the Occupational Safety and Health Administration (OSHA), to administer the safety and well-being of employees in the workplace. Every workplace environment must comply with OSHA regulations. Employers should also consider the health and wellness of their human capital: healthy employees boost workplace performance and productivity, take fewer sick day benefits, and build stronger, more long-lasting relationships with their employers. When an employee or potential employee sees that their employer is concerned about their well-being, they are more likely to remain a part of that organization.

    Completing this unit should take you approximately 3 hours.

    • Upon successful completion of this unit, you will be able to:

      • apply the concepts associated with employee safety and health in support of effectively managing human capital;
      • identify key laws and legislation about safety and health that shape how human capital decisions should be made; and
      • describe the purpose of wellness programs within today's organizations.

    • 7.1: OSHA

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        The Story of OSHA Page
        Students must
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        This video documents the history of OSHA and why it is critical in providing safe and healthy working environments for your most important asset, your employees.

      • book icon
        Occupational Safety and Health Act of 1970 Book
        Students must
        Mark as done

        Skim 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 much 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 encouraged to browse OSHA's website to enhance your understanding of what they require of an employer.

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        How OSHA Conducts Inspections Page
        Students must
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        Watch this video, which explains how OSHA conducts an inspection.

    • 7.2: Employee Health and Wellness

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        Safety and Health at Work Book
        Students must
        Mark as done

        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.

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        Return on Investment (ROI) for Employee Health and Wellness Programs Page
        Students must
        Mark as done

        This video discusses how organizations can profit from health and wellness programs.

      • book icon
        Employee Wellness Innovations Book
        Students must
        Mark as done

        Read this paper, which targets hospitality workplaces and applies to other industries. It includes examples of wellness programs and initiatives at large tech companies and some hospitality-focused companies while underscoring the importance of focusing on employee wellness.

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        Employee Drug Treatment Program Saves Lives and Makes Money Page
        Students must
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        This article discusses why offering employees drug treatment programs is good for the employee and the employer.

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        Restoring Employee Wellbeing for the New World of Work Page
        Students must
        Mark as done

        Read this article, which discusses the impact of the COVID pandemic and the growing importance of prioritizing employee wellbeing.

    • Unit 7 Assessment

      • quiz icon
        Unit 7 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Unit 8: Labor Relations and Internal Employee Relations

    In our final unit, we discuss labor and employee relations and briefly explore how ethical concerns permeate all aspects of human resource management. Employers and employees have specific expectations. Employers should create an environment that is attractive to potential and current employees. When discrepancies occur, labor unions, third parties hired to represent the collective interest of the employees in certain industries, can help strengthen the employer/employee relationship.

    Employee relations is the subfield of human capital management concerned with preventing and resolving workplace challenges. It encompasses how employers gauge poor performance, impose disciplinary action, identify and promote policies and procedures, and communicate awareness of rules, laws, and regulations. These activities ensure employers and employees can achieve efficiency, equity, and voice.

    Efficiency relates to the ability to achieve workplace goals with a minimal investment of resources. Employers seek efficiency by engaging the most productive employees while using the least resources. Employees seek efficiency by balancing their time contributions with their economic output to their employer. Employers and employees want workplace processes to be structured so they feel they are making a valuable contribution. Does your employer respond appropriately to the amount of work you contribute? Is your employer helping you be successful? Do you believe your employer has your best interests in mind?

    Equity refers to the ideal employer/employee partnership. The business environment is not a democracy: employers expect employees to follow workplace rules and business processes. However, you should feel that your workplace environment is stable and fair. Is there room to grow and do more? Are employees treated like subordinates or true partners?

    Employers and employees frequently feel their voice is not being heard. Most organizations try to help both sides open these critical avenues of communication, such as by creating an open-door policy, offering opportunities for respectful listening during meetings, and providing an anonymous tip or complaint hotline.

    When the employer appears to be holding all the cards, since they can fire employees who do not comply with their wishes, labor and employee relations representatives may need to step in to negotiate and restore balance to promote efficiency, equity, and voice.

    Companies must also employ ethical decision-making and legal compliance with relevant laws and regulations. Unfortunately, individuals sometimes violate professional and ethical codes of conduct and ignore the policies written to protect the employee, organization, customers, and the community. Meanwhile, companies lose billions of dollars in class action lawsuits when ethical lapses occur.

    We conclude this unit by exploring the issues and challenges human resource professionals face to ensure these codes of conduct, codes of ethics, and company policies are disseminated, acknowledged, followed, and reflect the values and mission of their organization.

    Completing this unit should take you approximately 6 hours.

    • Upon successful completion of this unit, you will be able to:

      • explain key concepts in labor relations;
      • explain key concepts in employee relations; and
      • identify key labor laws and legislation that impact workforce relations.

    • 8.1: Labor Relations

      • book icon
        Working with Labor Unions Book
        Students must
        Mark as done

        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 with a large union impact and how it might change the dynamic between employees and employers.

      • page icon
        American Labor History Page
        Students must
        Mark as done
      • page icon
        The Bargaining Table Page
        Students must
        Mark as done

        Read this essay, which chronicles the evolution of collective bargaining.

      • page icon
        Labor Unions Page
        Students must
        Mark as done

        Watch this lecture on labor unions and the considerations for unions in the workplace today.

    • 8.2: Employee Relations

      • book icon
        Successful Employee Communication Book
        Students must
        Mark as done

        This chapter 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 and communicating with employees.

      • page icon
        Employee Relations Page
        Students must
        Mark as done

        This video explains the connection between effective communication and employee relations.

      • page icon
        Myths about the Employee-Manager Relationship Page
        Students must
        Mark as done

        This short video notes the tremendous value of effective employee relations.

      • page icon
        Trust in Manager-Employee Relationships Page
        Students must
        Mark as done

        This article notes the importance of trust between managers and employees and its impact on performance. Undoubtedly, trust is a necessary component in all industries. Can you think of some industries where trust may play an even more important role in organizational effectiveness?

      • page icon
        Workplace Discrimination (Title VII) and the Supreme Court Page
        Students must
        Mark as done

        This video documents two workplace discrimination cases from the University of Texas Southwestern Medical Center and explains how these cases affect future employee-employer relations.

    • 8.3: Ethics in Human Resource Management

      • page icon
        Ethical Issues at an Organizational Level Page
        Students must
        Mark as done

        This chapter discusses the ethical issues in 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.

      • page icon
        Building an Ethical Culture Page
        Students must
        Mark as done

        Many factors go into creating an ethical workplace environment, from building trust to having responsible leadership. This article is targeted at entrepreneurs, but the points it raises are applicable everywhere.

      • page icon
        Ethical Culture and Conduct Page
        Students must
        Mark as done

    • Unit 8 Assessment

      • quiz icon
        Unit 8 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Study Guide

    This study guide will help you get ready for the final exam. It discusses the key topics in each unit, walks through the learning outcomes, and lists important vocabulary. It is not meant to replace the course materials!

  • Course Feedback Survey

    Please take a few minutes to give us feedback about this course. We appreciate your feedback, whether you completed the whole course or even just a few resources. Your feedback will help us make our courses better, and we use your feedback each time we make updates to our courses.

    If you come across any urgent problems, email contact@saylor.org.

  • Certificate Final Exam

    Take this exam if you want to earn a free Course Completion Certificate.

    To receive a free Course Completion Certificate, you will need to earn a grade of 70% or higher on this final exam. Your grade for the exam will be calculated as soon as you complete it. If you do not pass the exam on your first try, you can take it again as many times as you want, with a 7-day waiting period between each attempt.

    Once you pass this final exam, you will be awarded a free Course Completion Certificate.