Chapter 13 Audio Lecture

Chapter 13: 

Chapter 13 HUMAN RESOURCE MANAGEMENT: A LINE MANAGER’S PERSPECTIVE

Chapter 13 – 1: OBJECTIVES: 

Chapter 13 – 1: OBJECTIVES 1. Introduce the human resource department as an essential staff function that exists to support operating management and the employees. 2. Outline the functions of human resources and indicate how these functions relate to the role of the manager. 3. Overview the individual manager’s responsibilities in the management of human resources.

Chapter 13 – 1: OBJECTIVES Continued: 

Chapter 13 – 1: OBJECTIVES Continued 4. Describe a number of actions the manager can take to ensure that he or she will obtain appropriate service from human resources when needed. 5. Guide the manager toward the establishment of a working relationship with human resources that will lead to improved human resource service to the department. 6. Review pertinent areas of legislation that the manager should know and that generally influence the manager’s relationship with human resources.

Chapter 13 – 2 “PERSONNEL” EQUALS PEOPLE: 

Chapter 13 – 2 “PERSONNEL” EQUALS PEOPLE PERSONNEL - a more depersonalized term HUMAN RESOURCES - the preferred term; emphasis on people

Chapter 13 – 3 A VITAL STAFF FUNCTION: 

Chapter 13 – 3 A VITAL STAFF FUNCTION offers a variety of support services examples: the personnel policy manual one-on-one guidance engages in acquiring, maintaining, and retaining employees so that the objectives of the organization may be fulfilled.

Chapter 13 – 4 A SERVICE OF INCREASING VALUE: 

Chapter 13 – 4 A SERVICE OF INCREASING VALUE 1. Increase in employee-related tasks (e.g. wage and hour compliance) 2. Proliferation of laws pertaining to employment 3. The effects of flattening and subsequent elimination of layers of managers.

Chapter 13 - 5 PRIMARY FUNCTIONS OF HUMAN RESOURCE DEPARTMENT: 

Chapter 13 - 5 PRIMARY FUNCTION S OF HUMAN RESOURCE DEPARTMENT Employment: Recruitment Compensation (Wage and Salary Administration) Benefits Administration Employee Relations

Chapter 13 - 6 ADDITIONAL FUNCTIONS: 

Chapter 13 - 6 ADDITIONAL FUNCTIONS Labor Relations Employee Health Training Payroll Security and parking Safety Child Care

Chapter 13 – 7 ROUNDING OUT YOUR KNOWLEDGE: 

Chapter 13 – 7 ROUNDING OUT YOUR KNOWLEDGE 1. Know the functions of the human resources department. 2. Attach a person’s name to each function. 3. Make a working list of management activities that lead you to interact with HR e.g. search for qualified employees; benefits questions; job descriptions; policy interpretations; disciplinary actions

Chapter 13 – 8 A UNIVERSAL APPROACH: 

Chapter 13 – 8 A UNIVERSAL APPROACH make certain the function is part of HR refine your question or need to obtain a specific response if answer not readily available, ask when one will be supplied negotiate agreeable deadlines follow-up politely if deadline passes

Chapter 13 – 9 SOME SPECIFIC ACTION STEPS: 

Chapter 13 – 9 SOME SPECIFIC ACTION STEPS find new employee sources bring job descriptions up to date review disciplinary processes before implementation provide performance appraisal processes assist in developing training programs

Chapter 13 – 10 FURTHER USES OF HR AS A RESOURCE: 

Chapter 13 – 10 FURTHER USES OF HR AS A RESOURCE examining staff turnover patterns planning for future potential staffing needs examining staff pay rates compared to community, region, and occupations providing a sounding board, a “safe harbor” providing confidential guidance in difficult situations celebrating and recognizing individual employees, and groups of employees

13 – 11 WELL-CONSIDERED FEEDBACK: 

13 – 11 WELL-CONSIDERED FEEDBACK Line managers assist HR managers by giving well-considered feedback: Reactions and comments on personnel policies Employee perceptions of pay and benefits Comments on services, positive as well as negative Employee feedback on benefits Suggested changes in recruiting or retention practices.

Chapter 13 – 12 UNDERSTANDING WHY AS WELL AS WHAT: 

Chapter 13 – 12 UNDERSTANDING WHY AS WELL AS WHAT The HR manager: protective of employee concern for the rights of employee (micro considerations) equally concerned for the organization as a whole (macro considerations) aware of the necessity for proper documentation of procedural steps protective of the organization against legal risks.

Chapter 13 – 13 LAWS AND REGULATIONS AFFECTING EMPLOYMENT: 

Chapter 13 – 13 LAWS AND REGULATIONS AFFECTING EMPLOYMENT National Labor Relations Act Fair Labor Standards Act Equal Pay Act Civil Rights Act Americans with Disabilities Act Family and Medical Leave Act EEOC regulations re: Sexual Harassment

Chapter 13 – 14 VIOLENCE IN THE WORKPLACE: 

Chapter 13 – 14 VIOLENCE IN THE WORKPLACE PROFILE OF POTENTIAL VIOLENT PERSON is experiencing family problems has problems relating to the abuse of alcohol or drugs has a history of violence is a known aggressive personality is experiencing certain mental conditions (e.g. depression) possesses a poor self-image or low self-esteem

Chapter 13 – 15 SOME STEPS TO PREVENT VIOLENCE : 

Chapter 13 – 15 SOME STEPS TO PREVENT VIOLENCE Treat everyone with respect and consideration. Keep all potential weapons stored beyond the reach of patients and visitors. Take all threats seriously and report them immediately. Know your security procedures, alarms, and warning codes.