HR management Flashcards
what managers do?(5)
o Planning o Organizing o Staffing (hire; properly compensate; concerns about labor relations, health, safety, and fairness) oLeading o Controlling
Recruiters.Equal employment opportunity (EEO) coordinators.Job analysts.Compensation managers.Training specialists. Labor relations specialists.
● Recruiters. Search for qualified job applicants.
● Equal employment opportunity (EEO) coordinators. Investigate and resolve EEO grievances,
examine organizational practices for potential violations, and compile and submit EEO reports.
● Job analysts. Collect and examine information about jobs to prepare job descriptions.
● Compensation managers. Develop compensation plans and handle the employee benefits
program.
● Training specialists. Plan, organize, and direct training activities.
● Labor relations specialists. Advise management on all aspects of union-management relations.
HR problems
Staffing the company with the right human capital by identifying the skills and competencies
Planning and establishing operational goals and standards and developing rules and procedures to support business goals and strategies.
Implementing effective performance management by setting performance standards,
Designing an effective compensation system that will give the company the ability to attract, retain, and motivate a high-quality workforce,
Training and developing employees
HR trends
- technological advance
- Globalization & competition (companies extend to new markets abroad)
- Trends in the nature of work (high-tech jobs, service job, jobs require more education/skills)
Hospitality trends
Growth of restaurants, coffee houses, and the budget hotels sectors
Steady growth of boutique hotels
Rapid growth of international hotel brands, such as Hilton (BRIC, and some African countries)
Hotel and hotel companies are constantly changing hands
At the social level
- Significant increases in obesity- and alcohol-related problems
- Increased concerns for the environment, sustainability, animal welfare, health, and healthy eating and drinking
Social media has entered the business environment (e.g., TripAdvisor)
Increased demand for tourism & international travel
Easier and cheaper travel
Improved standard of living & lifestyles
Improved medical services increased longevity increasing population
Workforce concern (in hospitality) - depend on labor to deliver promise of quality
- secondary labour market (not committed cause low pay industry); high turnover (job satisfaction; motivation, loyalty)
- hectic schedule/seasons
- high management demand high pay (f.e. chefs)
Theories X and Y
- hard approach: people need control (temporary workers)
- soft approach: people need to enjoy work (permanent workers)
People produce their best performances
when
they know clearly what is expected of them
Job design
1) job analysis (internal/external factors)
2) JD and job specifications
3) classifications of employees
4) staffing guide (Productivity standards - how long; Performance standards - quality; Fixed labor expenses - min # labor; Variable labor expenses; scheduling/control)
Heisenberg Effect
people tend to overstate the importance of their work/skills (interview)
(PAQ) position analysis questionnaire
evaluate jobs and their relationships to each other
daily log
employees diary (cost-effective, time-consuming)
Job descriptions includes
the duties, responsibilities, working conditions, activities of a specific job, and qualifications
Poor job designs lead to
- unnecessary stress
- low job satisfaction
Job redesign
- Job simplification: breaking down jobs into components;
- Job enlargement: horizontal job expansion; increase similar responsibilities
- Job enrichment: vertical job expansion; additional levels of responsibility
- Job rotation: cross-trained
- Team building: rewards team efforts
