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.