12 - Part III Organizing CHAPTER 6 - STAFFING AND HUMAN...

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Organizing CHAPTER 6 - STAFFING AND HUMAN RESOURCE MANAGEMENT LEARNING OUTCOMES After reading this chapter, students should be able to: 1. Describe the human resource management process. 2. Identify the influence of government regulations on human resource decisions. 3. Differentiate between job descriptions and job specifications. 4. Contrast recruitment and downsizing options. 5. Explain the importance of validity and reliability in selection. 6. Describe the selection devices that work best with various kinds of jobs. 7. Identify various training methods. 8. Explain the various techniques managers can use in evaluating employee performance. 9. Describe the goals of compensation administration and factors that affect wage structures. 10. Explain what is meant by the terms sexual harassment , family-friendly benefits , labor-management cooperation , workplace violence , and layoff-survivor sickness . Opening Vignette SUMMARY Starflight Enterprises and AIDA Electronics are successful growing start-up small businesses. The main thing each of these organizations has in common is that they lease their employees from HR Tech. Scott Thompson, Darren Seward, and Tony Bonacuse founded HR Tech in 1995 when they recognized that human resource services were major headaches for the small business owner. A professional employee organization (PEO) recruits, trains, pays employees, etc., permitting companies to outsource all their human resource activities. HR Tech targets employers with fewer than 100 employees, who need a fully functioning human resource department but can't justify the costs. Fees range from 10 to 20 percent of their total payroll coats. HR Tech is able to provide employee benefits at a much lower cost than if small business owners had to buy them separately. Tech has witnessed revenues increase from $5 million in 1996 to over $110 million in 1998. The company now has more than 200 clients and leases out more than 5000 employees. In just over three years, the company has become the 19 th largest private-sector employer in the Mid-Atlantic United States. Teaching notes 1. Begin the discussion of this case by reviewing all the advantages noted in the case. 2. Now discuss three issues. How do client organizations instill in their managers the concept that HRM is really the manager's job not an HRM professional’s job? What impact might this arrangement have on; dealing with problem employees, wanting to make exceptions to company policies, keeping management practices humane in the client company, etc. What are the implications for them as employees? 3. Encourage students approach this from a positive perspective. They aren't going to change this trend, how can they make it work more effectively? I.
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This note was uploaded on 10/21/2009 for the course FSD 6789 taught by Professor Vinh during the Spring '09 term at ITT Tech Flint.

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12 - Part III Organizing CHAPTER 6 - STAFFING AND HUMAN...

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