Organizations that value people or can make people feel validated, have the advantage and control of their most important resource, and go farther in insuring the short and long term success of their particular organizations. 2. Suppose your boss asked you to summarize the major people related concerns related to opening an office in China. What issues would be on your list? 4 points Opening a company in China, one of the major duties in the HER department is to establish and endure strategies for: recruitment, planning, and appraisal, and benefits, appraisal.
However, I will have to address and maintain each of the aforementioned concerns while at the same time the ethnic and cultural challenges, aging workforce, and educated workforce. Although, it takes people to build a business every year, and the compensations and labor relations, training and development, they have to balance a complicated set of issues related to different geographies. 3. Name a company you hope to work for someday. What is the track record in terms of corporate social responsibility and sustainability?
Are these factors important to you? Why or why not? 4 points I will like to work for Citibank.
Citibank is responsible for the community in which it operates. They are very active in a wide range of socially responsible activities; their mission and vision room corporate philanthropy through employee volunteering to long-term strategic programmers for financial education, as part of the business is the harmony between their employees’ working and family lives.
By 2013, Citibank was reported as the leading global bank, having approximately 200 million customer accounts, and had business in more than 160 countries and jurisdictions; Citibank shows its level of commitment to being a responsible organization because the company participates in both corporate social responsibility and sustainability. 4. Will technology eliminate the need for human resource managers? Points The technology is a helper at the work place but not substitution for Human Resource functions or managers.
The human element can never be underestimated; we cannot stop evaluating the qualitative variables as the talent and human performance. Human Resource Managers work with systems that are a great way for management employees and have their data at their fingertips. These systems include history of each individual, skills, capabilities, accomplishments, trainings, salary, administration and payroll, recruiting and performance analysis. 5. Do cost-containment pressures work against the effective management of people?
Why or why not? 5 points The cost containment requires the revision of the areas that were previously considered “out of bounds” or “out of reach”. It is a reality that some corporations (especially small business) are trying to remain competitive by boosting their productivity and success pushing their workers to produce more. Instead of cost reduction, cost containment is the norm. In order to manage effectively people, management should involve empathy and human emotions towards employees.
The advice is to treat employees with respect, acknowledge their sacrifice and to reward them. The result of managers in pushing employees to work more hours will burn them out, and they can quit the job whenever they want to. 6. What are the pros and cons of having a more diverse workforce? Is the United States in a better position to compete globally because of its diverse population? 5 points Having more diversity in a workforce will help us to understand and learn how to manage diversity. Ross: Better understanding of the different cultures Better utilization of talent Increased quality of team problem solving Increased marketplace understanding Enhanced creativity Learning different experiences, perspectives, and strengths of each individual Cons: Lack of growth Language barriers (not being able to understand, to communicate efficiently or effectively) Misunderstanding, resentment, and tension could happen. Yes, United States is in a better position to compete globally based on its diverse population. 7.
Why do HER managers need to stay abreast of the educational levels and work expectations of the people in the workforce? 4 points A Human Resource Manager constantly will work in different areas of the business, and technology has impacted human resources departments and will intention to do so as new technology is developed. Therefore, in order to be a successful Human Resource Manager professional and personal skills are needed. One of the principal elements of a successful manager or human resource manager (HARM) is a skill set to deal with a variety of situations.
Simply is not enough to have knowledge of HER, such as knowing which forms need to be filled out and complete. It takes numerous skills to create and manage people as well as a cutting-edge human resources department. Roles of HARM play in organizations: Staffing Development of Workplace Policies Compensation and Benefits Administration Retention Training and Development Dealing with Laws Affecting Employment Worker Protection Communication In addition to managing internal factors, the HER managers’ needs to consider the outside forces that may affect the organization.
External factors might include the following: Globalization and offspring Changes to employment law Health-care costs Employee expectations Diversity of the workforce Changing demographics of the workforce A more highly educated workforce Layoffs and downsizing Technology used, such as HER databases Increased use of social networking to distribute information to employees . In your opinion, what is the most important role HER manager’s play? 4 points The functions of an HER professional should focus on the company’s greatest resource of all, which is the human capital “its employees”.
Without good employees, the best business plan and ideas will fail. The most important roles for an HER professional that have considered are: Management development and training Keeping management focused on their job Recruitment and hiring strategically, in other words hiring the right human capital. CHAPTER 2 1 . Identify the three key elements of the human resource planning model and issues the relationships among them. 5 points The three key element of the human resource planning model are: Forecasting Demand, Evaluating Supply, and Balance Supply and Demand.
Forecasting refers to the prediction of employees the company needs (labor demand) , Forecasting Supply or Evaluating Supply analyzes the present labor, if the supply of potential employees meets the demand, and balance the supply and demand of employees which to determine the demand for employees with the supply of employees available. In conclusion, this model helps the human resource managers to predict if here will be a shortage of workers to fill various positions within the company. 2. What competitive environmental forces influence a firm’s strategy? Points The competitive environ mental of the five forces include the threat of new entrants, the bargaining power of customers, the bargaining power of suppliers, the threat of substitute, and rival firms. Based in the experience in strategic planning, the more power of these forces has the less profitable or less attractive the industry will be. 3. What criteria must be met if firms are to achieve a competitive advantage through their employees? A firm can achieve a sustained competitive advantage through employees’ talents when they meet these four criteria: the resources must be valuable, rare, difficult to imitate, and organized. . Which approach do you think should be relied on more heavily for strategy formulation – the quantitative or qualitative approach? 4 points In the best possible way, strategy formulation should include both quantitative and qualitative approaches, because they are equally beneficial to the company. Quantitative approach shows the statistical analysis, an example is trend analysis. Considering the qualitative approach uses management forecasts re the opinions or judgments of supervisors, department managers, experts, or others knowledgeable about the organization’s future employment need.
By using both approaches it would eliminate errors in both. 5. Explain the difference between a firm’s corporate strategy and business strategy. Why do firms need to look at both aspects? 4 points A Corporate strategy targets the field of selection, represented by the markets in which they will compete. Some options are: Growth and Diversification Mergers and Acquisitions Strategic Alliances and Joint Ventures A Business Strategy focuses on how the company will compete against the imitators in order to create value for customers.
Some options are: Low-Cost Strategy: Compete on Productivity and Efficiency This strategy is based on cutting costs and focuses on efficiency, productivity, and minimizing waste for a broad target base. Differentiation Strategy: Compete on Value Added This strategy is based on providing something unique to customers. By using looking both concepts, Business Strategy is more than a selection of the Corporate Strategy, that it is a contingent plan as how the corporate strategy should be configured depending on the contingencies that might occurs. . What steps does the firm need to take to reconcile labor supply and labor demand? Points The Step Five: Taking Action: Reconciling Supply and Demand Demand considerations Balancing demand and supply considerations Forecasting business activities (trends) Locating applicants Hiring full-time employees, over-time, recall laid-off workers, temporary or contract employees, outsourcing, offspring Supply considerations involve determining where and how candidates with the required qualifications can be found to fill a firm’s vacancies. Restrict hiring; reduce work hours; consider payoffs, demotions, and/or terminations; attrition; early retirement 7.
Why is organizational capability important to a firm and how can HER managers enhance it? 4 points Organizational Capability is the company capacity and ability to manage resources, such as employees, effectively to gain an advantage over competitors, and an outstanding HARP will help to increase Organizational Capability. Flexibility can be reached in two primary ways: Coordination flexibility is the capacity of rapid reallocation of resources to new or changing needs. Resource flexibility, on the other hand, results from having people who can do many different things in different ways.
CHAPTER 3 1. EYE legislation was prompted by significant social events. List those events and describe how they influenced the passage of various EYE laws. 5 points Early Legal Developments: These early efforts did little to correct employment discrimination Passed by Congress Civil Rights Act (1866): which extended to all people the right to enjoy full and equal benefits of all laws, regardless of race Congress enacted the Unemployment Relief Act (1 933): Which prohibited employment discrimination on account of race, color, or creed. By President of he United States Franklin D.
Roosevelt issued Executive Order 8802 (1941 which Was to ensure mat every American citizen, “regardless of race, creed, color, or national origin,” would be guaranteed equal employment opportunities in World War II defense contracts Equal Employment Opportunity (EYE) emerged slowly in United States, public attitudes, significant movements of civil rights and women’s movements of the cays and 196(Yes had a large impact on the passing of the EYE Legislation. The treatment of individuals in all aspects of employment?hiring, promotion, training, etc. ? in a fair, and nonbiased manner.
Changing National Values Economic Disparity These movements influenced on changing the attitudes of society at large, the business community, civic leaders, and government officials, resulting in improvements in the civil rights of all individuals. No longer was blatant discrimination to be accepted. 2. Cite and describe the major federal laws and court decisions that affect the employment process of both large and small organizations. 4 points Major Federal EYE Laws has been enacted to prevent discriminations against group of workers most often affected by unfair employment practices. Equal Pay
Act of 1963 – Equal pay for equal work, regardless of sex. Civil Rights Act of 1964 – Prohibits discrimination in employment on the basis of race, color, religion, sex or national origin. Age discrimination in Employment Act of 1 967 – Prohibits discrimination against people 40 and over in any area of employment. Equal opportunity Act of 1972 – Amendment of Civil Rights Act of 1964. Strengthens SEC’s enforcement powers. Pregnancy Discrimination Act of 1978 – Broadens the definition of sex discrimination. Americans with disabilities act of 1990 prohibits discrimination in employment against people with physical or mental capabilities.
Civil Rights Act of 1991 – Provides for compensatory and punitive damages and jury trials in cases involving intentional discrimination. Uniformed Services Employment and Reemployment Rights Act of 1994 Protects the employment rights of individuals who enter the military for short periods of service. Don’t Ask , Don’t Tell repeal Act of 2010- Bars discrimination against military personnel based in their sexual orientations. 3. After receiving several complaints of sexual harassment, the HER department of a city library decided to establish a sexual harassment policy.
What should be included in the policy? How should it be implemented? 4 points The EEOC guidelines on sexual harassment are specific, stating that “unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature” constitute sexual harassment when submission to the conduct is tied to continuing employment or advancement. Sexual harassment encounters are unpleasant, causing personal and organizational hardships. Sexual harassment investigations are one of the most sensitive responsibilities faced by managers.
Both policies and training programs are critical tools to stop and prevent sexual harassment. A comprehensive organization-wide policy on sexual harassment should be presented to all current and new employees. Hold training sessions with supervisors explaining Title VII requirements, their role in providing an environment free of sexual harassment, and proper investigative procedures when charges occur. Establish a formal complaint procedure in which employees can discuss problems w/o fear of retaliation. The complaint procedure should spell out how charges will be investigated & resolved.
Act immediately when employees complain of sexual harassment. When an investigation supports employee charges, discipline the offender at once. For serious offenses, discipline should include penalties up to and including discharge. Discipline should be applied consistently across similar cases and among managers and hourly employees alike. Follow up on all cases to ensure a satisfactory. Please click link http://www. EEOC. Gob/EEOC/publications/ifs-sex. CFML 4. What is the Uniform Guidelines on Employee Selection Procedures? To whom do the guidelines apply?
What do they cover? 4 points The Uniform Guidelines on Employee Selection Procedures in designed to assist employers in complying with federal prohibitions against employment practices that discriminate on the basis of race, color, religion, gender, or national origin. The Uniform Guidelines provides employers a framework for making legally enforceable employment decisions. Employers must be able to show that selection procedures in the areas of hiring, retention, promotion, transfer, demotion, dismissal, and referral; are valid in predicting job performance. 5.
Joe Olivarez has filed a complaint with the EYE alleging that his employer, Universal Mortgage Company, promotes more whites than Hispanics into managerial positions. Explain the statistical methods used by the EEOC to investigate this adverse impact claim. 5 points The EEOC has developed the “Four-Fifths” rule that states a program has an adverse impact when the selection rate for any racial, ethnic, or sex class is less than four-fifths (or 80%) of the rate of the class with the highest selection rate. 6. What is the EYE-I report? Who does it apply to, and how often must the report be filed?
How does the EEOC use the data collected? 4 points The EYE-I Report is known as the “Employer Information Report” and it is a government form requiring many employers to provide a count of their employees by job category and then by ethnicity, race and gender. The EYE-I report is submitted to the EEOC and the Department of Labor, Office of Federal Contract Compliance Programs (OFFICE). The EYE-I report must be filed by: ‘Employers with federal government contracts of $50,000 or more and 50 or more employees; and employers who do not have a federal government contract but have 100 or more employees.
Title VII requires retention of all personnel or employment records including application forms, for at least six months or until resolution of any Human Resources action, which ever occur later. The EYE-I report must be filed annually with the EEOC by September 30. It must use employment numbers from any pay period in July through September of that year. The Commission is required by lotto keep individual employer IEEE reports strictly confidential. 42 U. S. C. IEEE-8(e). 6.
As a marketing manager, you have recently turned down Nancy Conrad for a position as sales supervisor, Nancy believes the denial was due to her gender, and she has filed a sex discrimination charge with the EEOC. Explain the steps the EEOC will use to process the charge; include Nancy options during the recess. 5 points If Ms. Conrad has filed a complaint, the EEOC would begin investigations of the company. During the investigation the EEOC may ask the company to submit a statement of position, allowing the organization to defend itself and to state what they believe happened.
The EEOC of course would also ask the harassed for their statement, as to try to find out what truly happened. From there the EEOC may conduct an on-site visit allowing them to expedite the fact finding process. They may also ask the organization to provide contact information for witness interviews. There the EEOC would conduct interviews with management personal and non-management level employees, questioning them for any possible facts that may assist in the case. After the investigation, the EEOC will do one of three actions, depending on the results gained from the investigation.
The EEOC may determine that there was no reasonable cause the justify a claim of discrimination having occurred and would issue a Dismissal and Notice of rights that would inform Ms. Conrad that she had the right to file a lawsuit in federal court within 90 days from the date of the receipt of the letter. Fifth EEOC had determined that there was reasonable cause to believe discrimination has occurred then both the organization and Ms. Conrad would receive a letter of determination that invites both parties to join the agency in finding a way to resolve the charges.
The final option would involve the EEOC enforcing the violation of its statutes by filing a lawsuit in federal court. 8. Affirmative action is both a legal and emotional issue affecting employees and employers. Develop as many arguments as you can both supporting and opposing affirmative action as an employer policy. If you ere asked to implement such a program, what aspects would you follow? 5 points Affirmative action: policy that requires organizations to comply with law & correct past discriminatory practices by increasing the numbers of minorities and women in specific positions.
Supporting Opposing Diversifies your organization, etc Reverse discrimination Corrects past discriminatory practices It hasn’t consistently resulted in improvement of the employment status of protected groups Increases the number of minorities & women in specific positions Individuals hired under affirmative action orgasm sometimes feel prejudged & assumed capable only of inferior performance, and, in fact these individuals are sometimes viewed by others as “tokens. Balanced and representative workforce Affirmative action programs of either voluntary or forced compliance have failed to effectively assimilate protected classes into an organization’s workforce. Protective class members receive fair treatment in all aspects of employment Preferences shown toward one protected class may create conflicts between other minority programs. If asked to develop an effective affirmative action program: 1 . Issue a written equal employment opportunity policy & affirmative action commitment 2.
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