MODULE 1
HRM is a strategic process having to do with the staffing, compensation, retention, training, and
employment law and policies
- process of employing people, training them, compensating them, developing policies
relating to them, and developing strategies to retain them.
Seven main roles that HRM plays in organizations.
1. Staffing - entire hiring process
2. Development of Workplace Policies
3. Compensation and Benefits Administration
- Health Benefits
- Pay 401(k) (retirement plans)
- Stock purchase plans
- Vacation time
- Sick leave
- Bonuses
- Tuition reimbursement
4. Retention- keeping and motivating employees to stay with the organization. Compensation
is a major factor in employee retention, but there are other factors as well
5. Training and Development
6. Dealing with Laws Affecting Employment
7. Worker Protection
8. Communication
MODULE 3
ECONOMIC COMMUNITIES
The European Union
NAFTA – NORTH AMERICAN FREE TRADE AGREEMENT
HRM
MODULE 8: Safety, Health, Well-Being, and Security
OSHA – Occupational Safety and Health Administration
- of the United States Department of Labor
- enforce various standards regarding occupational safety and health.
DEPARTMENT OF HEALTH (DOH)
- sponsoring research to establish criteria for various tasks and occupations and for training in
employee compliance
CONTROLLING ACCIDENTS AT WORK
SAFETY ENGINEERS
- study the workplace, try to identify and isolate particularly dangerous situations, and
recommend solutions
*Employee training
- important part of attempts to control accidents at work.
Illumination, Temperature, and Office and Work-Space Design
Extremes of temperature
- (in either direction) can affect both attitudes and decision making on the job.
Optimal lighting
- Different tasks require different levels of optimal lighting, and employees who perceive their
work environments as dark are less satisfied.
Background music can improve attitudes and performance.
STRESS
- person’s adaptive response to a stimulus that places excessive psychological or physical
demands on him or her.
STRESS AND PERSONALITY TYPES
TYPE A - highly competitive & highly focused on work, with few interests outside of work.
Type B Personality - less aggressive, more patient and easy-going, and less prone to stress.
CONSEQUENCES OF STRESS AT WORK
BURNOUT
TURNOVER
- When turnover involves especially productive people, it becomes a cost to the
organization, for then those individuals need to be replaced and trained.
WELNESS PROGRAMS IN ORGANIZATIONS
Institutional programs
- for managing stress are undertaken through established organizational mechanisms.
Collateral stress programs
- created specifically to help employees deal with stress.
WORKPLACE SECURITY
- A safe environment makes employees feel secure.
- Employees need to feel safe from:
Bombings
Kidnappings
Terrorists
- U.S. firms are engaging in high-level emergency preparedness.
MODULE 9: STRESS MANAGEMENT
STRESS – 20th century syndrome born out of man’s race towards modern progress and its ensuring
complexities.
-BENJAMIN FRANKLIN
SIGNS OF STRESS
Physical signs
Mental Signs
Behavioural signs
Job stress signs
Probable Symptoms
Insomnia
Loss of mental concentration
Absenteeism
Depression
Extreme Anger & Frustration
Migraines, Headaches
CAUSES OF STRESS
Job Insecurity
High performance demand
Bad boss
Workplace Culture
Personal or Family problems
Technology
EUSTRESS
- Positive stress
Results
Enables concentrations
Increase performance
Energize you in motion
DISTRESS
Loss Motivation
Reduces Effectiveness
Physical, Mental, Behavioral problems
TYPES OF STRESS
ACUTE STRESS –
- very short-term stress
- can either be positive or more distressing
- encounter in day-to-day life.
CHRONIC STRESS
- MOST SERIOUS STRESS
- Prolonged stress
- ( Poverty, marriages, broken fam, illness)
EPISODIC ACUTE STRESS
- is acute stress that seems to run rampant and be a way of life, creating a life of ongoing
distress.
RELIEF FROM STRESS
Stop Shallow breathing • Do nothing
Create habit of deep breaths • Listen to music
Visualize & Communicate your vision
Laugh
Be aware of your choices, you always have choice
Learn to say NO
Be thankful
ABC STRATEGY
A= Awareness
B = Balance
C = Control
MODULE 12: MANAGING LABOR RELATIONS
EMPLOYEE RELATIONS
- Study of rules, regulations & agreements by w/c employees are managed both as individuals
& collective groups.
- Interrelationships (formal and informal) between regulation of relationships by means of
bargaining, managers and to whom they manage.
- Have wider scope than “ Industrial relations”
ROLE OF LABOR UNIONS IN ORGANIZATIONS
LABOR RELATIONS – process of dealing with employees who are represented by a union.
LABOR UNION
– legally constituted group of individuals working together to achieve shared job- related goal
(ex: higher pay & shorter working hours)
COLLECTIVE BARGAINING
- Process w/c managers & union leaders negotiate acceptable terms & conditions of
employment for workers represented by the unions.
LEGAL CONTEXT OF UNIONS
NATIONAL LABOR RELATIONS ACT (WAGNER ACT)
- 1935
- Granted power to labor unions on a footing more equal w/ managers in terms of the rights
of employees
NATIONAL LABOR RELATIONS BOARD (NLRB)
- Administers most labor laws in US
UNION SHOP AGREEMENT
- Various types of UNION SECURITY AGREEMENTS
In addition to a requirement that the non- union member can be hired, but he must join the
union w/in specified time to keep his job
LANDRUM- GRIFFIN ACT (LABOR & MANAGEMENT REPORTING AND DISCLOSURE ACT)
- 1959
- Focused on eliminating various unethical, illegal, & undemocratic union practices.
UNION STRUCTURES
LOCALS – union organized at the level of a single company, plant, or small geographic region.
SHOP STEWARD – elected position in q local union, is a regular employee who functions as a LIASON
(representative in discussions w/ mngment) between union members and supervisor
SETTING PARAMETERS FOR COLLECTIVE BARGAINING
MANDATORY ITEMS – wages, working hrs, & benefits, must be included
PERMISSIVE ITEMS – may be included IF BOTH PARTIES AGREED
BARRIERS TO EFFECTIVE NEGOTIATIONS
STRIKE
- Occurs when employee walk of their jobs & refuse to work
PICKETING
- Representing union march at the entrance of employer’s facility w/ signs explaining their
reasons for striking.
BOYCOTT
- When union members agree not to buy products of targeted employer
SLOWDOWN
- Worker performs their job at slower pace than normal
WILDCAT STRIKE
- Course of labor contract and is usually undertaken in response to a perceived injustice on
the part of mngment.
- work stoppage undertaken by employees without the consent of their respective unions
LOCKOUT
- Employer denies employee access to the workplace.
- employees are prohibited from returning to work
REVOLVING IMPASSES
ARBITRATION
- both sides AGREE IN ADVANCE that they’ll accept RECOMMENDATIONS made by
independent 3rd party.
FINAL- OFFER ARBITRATION
- parties bargain until impasse & 2 parties final offers are submitted to arbitrator.
