I need these questions answered on each assignment and all the sources included. There is 3 different assignment and each one has 3-4 questions and I need all the the questions answered fully with clear explanations.
Assignment #7 – Chapter 7
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Please answer these questions to the best of your ability using the information that you gathered from reading
the chapter, along with information from your own work experience.
1. Please select a job from the following list: commercial diver, oil derrick operator, diamond worker,
gaming dealer, or fire investigator. What did you select?
2. Using www.onetonline.org, Conduct a task analysis for this position. What knowledge, skills, and abilities are
important for this position? Please do not copy and paste, just summarize.
3. Of the KSAs listed in step 2, how many of these would you expect a new employee to have coming in to
your organization and what might you need to train a new hire to do?
4. Additionally, what other job- or organization-specific training would you require a new hire to undertake?
5. Of the training that you have listed above in steps 3 and 4, tell me how specifically you would administer
each training program? What training methods would you use in your training process?
6. How would you evaluate the effectiveness of your training program? Please be specific.
Assignment #8 – Chapter 8
Please answer these questions to the best of your ability using the information that you gathered from reading
the chapter, along with information from your own work experience.
1. What are 3 reasons why it’s important to assess employee performance on a regular basis? Explain.
2. Please re-read the section in the book on the different tools used for appraising performance (graphic rating
scale, critical incident method, behaviorally anchored rating scales, etc.). Based on what you read in the book,
please rank all of the methods listed in the book in the order that you believe will be the most fair to employees
from an employee’s perspective. Why did you choose this ranking? (Why did you choose your top pick as your
top and your bottom pick as your bottom?)
3. Now reorder your list in the order that you believe are the easiest for supervisors to administer from a
supervisor’s perspective? Why did you choose this order?
4. Did your two lists agree with one another? What did you learn by doing this exercise?
Assignment #9 – Chapter 9
Please answer these questions to the best of your ability using the information that you gathered from reading
the chapter, along with information from your own work experience.
The following questions all go together. They are to be answered sequentially. Refer back to your answers for
the previous questions when answering the next question.
1. Look up some sample Internet usage policies and make up YOUR OWN (not copied from someone else’s
website) as if you were an HR manager for a bank. Make it sufficiently detailed as to cover general Internet use,
email use, online shopping, Skype usage, restricted websites, time allotted per day for recreational browsing,
etc.
2. How would you monitor such activity? If you would use monitoring software, do some research and please
include a brand name and a brief summary of features (in your own words).
3. March Madness begins and one of your best employees has been watching basketball games off and on all
day in a minimized browser on his computer. It doesn’t appear to be disrupting the flow of his work, but a
couple of the other employees are complaining that it’s not fair for him to watch basketball all day when they
have to work. When you confront him, he says that it’s not a big deal because he’s able to get his work done
easily and still keep an eye on the game and he tells you to get off of his back. What is your response?
4. The next day, the same thing happens with the same employee. You mention something to him, and he says
that there are lots of other banks in town that would welcome his skills. What is your response?
5. The day after that, the employee doesn’t show up to work and sends you an email that he is taking a job at a
bank down the street. The general manager comes up to you and says, “That internet policy just cost us our best
customer service representative. You couldn’t have cut him some slack?” What is your response?
1
Human Resource Management: Functions, Applications, Skill
Development by Robert N. Lussier and John R. HendonChapter
7
Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 20
12
SAGE Publications, Inc.
Training and Employee Development
Training is the process of teaching employees
the
skills necessary to perform a job.
� Organizations train employees to provide them
with the knowledge, skills and abilities (KSAs)
that they will need in order to succeed in their
work for the organization.
Employee development is ongoing education to
improve knowledge and skills for present and
future jobs within the firm.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Training and Competencies
The type of training offered is based on the
competencies employees need to have in order
to perform their jobs successfully.
�Competency models – identify the
knowledge, skills, and abilities (KSA) needed
in order to perform a particular job in the
organization and the types of training a new
employee or one who changes jobs will need.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
When is Training Needed?
New employee orientation – the process of
introducing new employees to the organization and
their jobs.
For new job requirements or processes.
Remediation – the correction of a deficiency or failure
in a process or procedure.
Employee development for advancement.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Steps in
the
Training
Process
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Needs Assessment
Is the process of analyzing the difference between what is
currently occurring within the job(s) and what is required –
now or later – based on the firm’s operations and strategic
goals.
When not done correctly:
� A training course may be poorly designed (e.g., cover the
wrong information).
� The wrong (e.g., not-yet-ready) employees may
participate.
� Trainers may create programs that are unnecessary or
incomplete.
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Training, Learning, Talent Management and
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Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Challenges to the Training Process
Unprepared workforce – many people being hired
are ill-prepared in educational basics.
Return on Investment/Cost Justification – training is
time consuming and expensive.
Resistance to change and employee insecurity.
Strategic congruence – justifying the training by
ensuring that it furthers the strategic goals of the
organization.
Scheduling – timing training to minimize problems.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Challenges to the Training Process (continued)
Employee Readiness
� Ability – do employees feel they are able to
participate in the training process?
� Self-efficacy – do the employees believe they have
the capability to do something or attain a particular
goal?
� Willingness –are the employees willing (motivated)
to learn what’s being taught in a training program?
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Learning
Trainers must understand how people learn so they can
shape or change employee behavior effectively.
Learning is a response that results in a change in the way
someone acts.
� Classical Conditioning – stimulus-response; results in
direct, involuntary, learned behaviors.
� Operant Conditioning – learning is a result of desiring
rewards and avoiding punishment; direct, voluntary
learned behavior.
� Social (Vicarious) Learning – watching the actions of
another person and consequences of their actions;
indirect, voluntary learned behavior.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Shaping
Behavior
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Shaping Behavior – Methods
Positive reinforcement – provide a reward in return for
a constructive action.
Negative reinforcement – the withdrawal of a harmful
thing in response to a positive action.
Punishment – the application of an adverse
consequence or removal of a reward, in order to
decrease an unwanted behavior.
Extinction – the lack of response, positive or negative,
in order to avoid reinforcing an undesirable behavior.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Shaping (Changing) Behavior – Strategies
�Increasing targeted behavior – use positive or
negative reinforcement (Option A or D in Exhibit
7-2).
�Decreasing targeted behavior – use
punishment (in either of its forms) or extinction
(B, C, or E in Exhibit 7-2).
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Learning Styles
Fleming learning styles
�Visual – individuals prefer to have material provided in
a visual format such as graphs and charts.
�Auditory – individuals prefer to learn information
based on hearing that information.
�Tactile – individuals prefer to physically perform a task
in order to learn.
Kolb learning styles – include how people experience
things and act on the environment.
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Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
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Training, Learning, Talent Management and
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Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Delivery of Training
The choice depends to some extent on:
� What information is being transferred.
� The options that are available to the organization.
� The best type of training to use in order to maximize
transfer of knowledge while minimizing the cost of
the training process.
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Training, Learning, Talent Management and
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Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
On-The-Job Training (OJT)
Is done at the work site with the resources the
employee uses to perform the job.
Job Instructional Training – is a very successful
OJT four-step model:
1. Preparation of the trainee.
2. Presentation of the task by the trainer.
3. Performance of the task by the trainee.
4. Follow-up.
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Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
On-The-Job Training Advantages
� Most people learn best by doing + explanations.
� Training can be immediately transferred to the job.
� Training occurs on the actual job site and includes all
incidental factors associated with the job.
� The training environment is interactive, with
feedback from the trainer.
� The trainer is typically highly competent in doing the
job.
� The instructor can customize the training to the
trainees needs.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
On-The-Job Training Disadvantages
� One-to-one training is expensive.
� Trainers may not know how to teach, may be
unmotivated or unable to transfer their knowledge, or
may transfer their own bad habits.
� The training may be inconsistent unless trainers follow a
standardized training plan.
� If the equipment is expensive, it may be dangerous to
have the trainee operate and potentially harm it since
they are not yet skilled operators.
� Often disrupts the work environment.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Classroom Training Advantages
� Provides consistent knowledge or information to a
fairly large number of people about a general topic.
� Many students can be trained at the same time.
� Information provided to trainees is typically more
consistent than OJT.
� Instructors are usually professional trainers.
� Less expensive than OJT due because it’s one-to-
many training.
� Question and answer sessions are somewhat
interactive.
� Does not disrupt the actual work environment.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Classroom Training Disadvantages
�Often a passive environment, where the
learner absorbs the information provided.
�Pace of the training may be too fast for some
students and too slow for others, causing
anxiety or boredom.
�It is more difficult to cater to different learning
styles in a classroom setting than by using OJT.
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Training, Learning, Talent Management and
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Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Distance or E-Learning
Synchronous distance learning – all trainees sign
in to a particular website where the instructor
interacts with the students and teaches the
topics for the day.
Asynchronous distance learning – trainees can
sign in to the training site at any point in time
and materials are available for their studies.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Distance or E-Learning Advantages
� Training may be available
24
/7/365.
� Students can learn at their own pace.
� No need for a physical classroom, or for an instructor to
be available at a particular point in time.
� No time lost due to commuting.
� Providing multiple media can enhance the learning
process by matching up trainees with different learning
styles.
� Reasonably low cost method to train over time.
� Does not disrupt the actual work environment.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Distance or E-Learning Disadvantages
� Trainees require self discipline.
� Trainer may not respond directly to student needs
and questions.
� Often lacks immediate feedback on trainee
success/failure.
� High initial start-up costs due to the need to create
voluminous online materials.
� Student dishonesty is more difficult to identify, and
testing usually has to be open book.
� Lack of social interaction can inhibit learning in some
fields.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Simulations Advantages
� Low risk method of training individuals on how to react
to a complex situation.
� Realism allows convincing emulation of actual physical
situations.
� Allows students to try out experimental solutions to a
problem; if the solution fails, the simulation can be
reset.
� Results of students’ actions can be analyzed post hoc to
determine whether are not different actions may have
been more successful.
� Does not disrupt the actual work environment.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Simulations Disadvantages
� Can become ‘a video game’ and not be taken
seriously.
� Systems may be very expensive to create and/or
maintain.
� Complex computer-based simulations may require a
very powerful and expensive processor in order to
run the application.
� Some processes cannot be simulated successfully due
to a lack of knowledge of the details of the process.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Assessing Training
To evaluate whether or not the training achieved
the shaped behavior identified through the
needs assessment.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Assessment Methods
Four-Level Evaluation Method – measures:
Reaction – how the individual responds to the actual
training process.
Learning – what knowledge was gained, whether new
skills have been learned, and whether attitudes towards
the person’s knowledge or skill set have changed.
Behaviors – whether the trainee’s on-the-job
behaviors changed.
Results – whether individual behavioral changes have
improved organizational results.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Talent Management and Development
Development programs follow the same five steps in
the training process.
Career Development – firms make career paths and
career counseling available so employees:
� Can achieve personal goals over the course of their
career.
� Are more motivated, which can lead to improved
productivity and job satisfaction, and lower
absenteeism and turnover.
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Training, Learning, Talent Management and
Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Common Methods of Employee Development
Formal Education – courses and degree programs.
Experience – job-related experiences, e.g., job rotation.
Employee assessments – reveal how employees think,
interact with others, and manage their own actions and
emotions.
Psychological assessments – reveal the employee’s
style of thinking, interacting with others, management
and leadership.
Emotional intelligence assessments – reveal how
employees identify, understand and use their emotions
and others’ to promote working relationships.
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Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
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1
Human Resource Management: Functions, Applications, Skill
Development by Robert N. Lussier and John R. HendonChapter
8
Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 20
12
SAGE Publications, Inc.
Performance Management vs.
Performance Appraisal
� Performance management is the process of
identifying, measuring, managing, and developing
the performance of human resources.
� Performance appraisal is the ongoing process of
evaluating employee
performance.
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Accurate Performance Measures must be:
� Valid and reliable.
� Acceptable and feasible.
� Specific.
� Based on the mission and objectives.
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Why Conduct Performance Appraisals?
� Communicate employee’s performance strengths and
improvement needs: managers and employees should
have a formal 2-way conversation that allows employees
to respond.
� Make employment-related decisions: managers can use
objective criteria to decide employee raises, promotions,
demotions, training, development, termination.
� Motivate—Develop: managers and employees can
discuss tools and opportunities that can help employees
improve their performance (and thereby improve
organizational performance).
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Two Parts of an Effective Performance
Appraisal Process
� Evaluate: try to avoid evaluating problems (which
cause employees to “tune out” the manager) by
coaching employees as needed between
performance evaluations.
� Motivate: focus on positive future potential results
by giving employees opportunities to fix problems
and offering them additional tools and training.
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
What Can Be Assessed?
� Traits (physical or psychological characteristics)
� Behaviors (actions)
� Results/Outcomes (how well goals were achieved)
� Traits, behaviors and outcomes being evaluated
should have a direct relationship to the essential job
functions and be accurate (reliable and valid)
measures.
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Performance Appraisal Measurement Methods
and Forms–Critical Incidents
� Manager keeps a written record of positive
and negative employee performance.
� Typically used for making developmental and
evaluative
decisions.
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Performance Appraisal Measurement Methods
and Forms–Management by Objectives (MBO)
� Manager and employee jointly set employee
objectives (goals); manager periodically gives
feedback and evaluates performance; rewards
employee as merited.
� Typically used for employee development and
rewards.
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Performance Appraisal Measurement Methods
and Forms–Narrative Method or Form
� Manager writes statements about employee
performance.
� Typically used for ongoing feedback; also for
employee development planning.
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Performance Appraisal Measurement Methods
and Forms–Graphic Rating Scale Forms
� Manager uses an appraisal checklist to rate
employee performance on a continuum, often
expressed as a numerical scale.
� Typically used for evaluative decisions but
should also be used to steer development
decisions.
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Performance Appraisal Measurement Methods
and Forms–Behaviorally Anchored Rating Scales
(BARS) Forms
� Manager uses a behaviorally-based continuum to
rate employee performance. The continuum is
often expressed as a numerical scale.
� Typically used for evaluative decision making but
should also be used to steer development
decisions.
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Performance Appraisal Measurement Methods
and Forms–Ranking
� Manager ranks a group of employees by
making comparisons from best to worst.
� Typically used for evaluative decision making
and development.
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Who Should Assess Performance?
While managers (supervisors) typically evaluate
their employees’ performance, inviting peers,
subordinates, customers and/or the employee
him/herself to evaluate the employee’s own
performance reduces bias and offers a more
comprehensive picture of the employee’s
performance (as in 360 Degree Evaluations).
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
How to Choose Who We Choose to Conduct an
Evaluation
� Conduct a cost-benefit analysis to determine
when the benefits of increasing performance
feedback outweigh the cost to give the
organization a return on its investment.
� The goal is to maximize performance while
minimizing the total cost of the appraisal
process.
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Avoid Performance Appraisal Process Problems
� Develop Accurate Performance Measures
� Use multiple criteria.
� Minimize the use of trait-based Evaluations.
� Give the measures the OUCH and Blanchard tests.
� Train Evaluators
� to overcome the common problems of assessment.
� to use the measurement methods and forms.
� Use Multiple Raters
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Debriefing the Appraisal
� Managers prepare for and communicate the analysis
of each employee’s performance with the employee.
� Conduct two interviews:
1. For evaluative decisions.
2. For development.
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
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Performance Management and Appraisal
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
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1
Human Resource Management: Functions, Applications, Skill
Development by Robert N. Lussier and John R. HendonChapter
9
Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 20
12
SAGE Publications, Inc.
Before organizations can develop, discipline or
terminate individual employees and develop high-
performance teams, HR needs to understand
employee and management rights to ensure they don’t
violate those rights and develop or discipline
employees unethically or illegally.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Rights and Privileges
Rights are things a person in society is allowed
to do without any permission required from an
authority.
Privileges are things that individuals are
allowed to do, based on asking permission from
an authority.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Employee Rights – Right of Free Consent
Is the employees’ right to know what they’re being
asked to do and the consequences of that action.
� Employers must ensure that employees voluntarily
agree to do a particular job or task.
� Employers who force employees to do something
against their will, or manipulate them to do
something they would not do if they knew all of the
circumstances, violate their right to free consent.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Employee Rights
Right to Due Process
When an employer contemplates disciplinary
action, employees have a right to know what they
are accused of, the evidence or proof thereof, and
to tell their side.
Right to Life and Safety
Is the employee’s right to be protected from harm
to the best of the employer’s ability.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Employee Rights
Right of Freedom of Conscience (Limited)
Employees should not be asked to do something that
violates their personal values and beliefs, as long as
these beliefs generally reflect commonly accepted
societal norms.
Right to Privacy (Limited)
Protects people from unreasonable or unwarranted
intrusions into their personal affairs, unless the
employer feels they might pose a hazard to others.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Employee Rights – Right to Free Speech
(Limited)
The first amendment only applies to
government agencies limiting speech; in the
workplace, individual freedom of speech is
limited.
�But within organizations, individuals should
still be free to express concerns or discontent
with organizational policies or to blow the
whistle without fear of harm.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Management Rights
Are based on the necessity for the organization
to protect itself and its employees from persons
that might do them intentional or unintentional
harm.
�Managers have to weigh the individual’s rights
against the potential harm that could be done
to the organization by allowing the individual
to express those rights.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Management Rights
Codes of conduct – Employers have a right to
create a code of employee conduct that
identifies the firm’s ethics and values and serves
as a guide to individual action within the firm.
Workplace monitoring – Employers have a right
to monitor the workplace to ensure employees
act both legally and ethically in all of the actions
they take on the firm’s behalf.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Management Rights
Employment-at-will – allows the company or
employee to break their work relationship at
any point in time, with or without any particular
reason, as long as in doing so, no law is violated.
� If a firm states that employment is “at-will”, the
employer does not have to have cause (reasons) to
terminate an employment relationship with an
employee.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Management Rights
Employment-at-will – public policy exceptions
Employers cannot terminate employees for:
� Filing a legitimate worker’s compensation claim.
� Refusing to lobby for a particular political
candidate at the boss’s request.
� Refusing to violate a professional code of ethics.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Management Rights
Employment-at-will – other exceptions
� If there is an implied contract between the
employer and employee.
� The employer does something that will
benefit the firm significantly but will harm the
individual employee (“lack of good faith and
fair dealing”).
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Management Rights
Orientation (probationary) periods – give firms
time in which to assess new employees and
their capabilities, before fully integrating them
into the organization (typically 60 to 90 days).
Drug testing – generally for workplace safety,
but testing needs to be done in either a
universal or random form.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Employee Development – Coaching
Is the process of giving motivational feedback to
maintain and improve performance.
�Determining Corrective Coaching Action
� Offer training when ability holds back
performance.
� Offer motivational coaching when motivation is
lacking.
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Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Employee Development – Counseling
Coaching fine-tunes performance; counseling and
disciplining deal with employees who don’t perform
to standards or violate a code of conduct.
Management counseling – giving employees
feedback so they realize a problem is affecting their
job performance, and referring employees with
problems that cannot be managed within the work
structure to an employee assistance program.
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Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Disciplining
The major objective of coaching, counseling, and
discipline is to change behavior.
� Secondary objectives – to let employees know
action will be taken when standing plans or
performance requirements are not met; and to
maintain authority when challenged.
� Coaching generally should be the first step in
dealing with problem employees, but if they are
unwilling or unable to change, or a rule has been
broken, discipline is necessary.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Disciplining
Discipline is corrective action to get employees
to meet standards and the code of conduct.
�Common offenses include theft, sexual or
other types of harassment, verbal or substance
abuse, and safety violations.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Disciplining
Just cause – seven tests for fairness and due process
in disciplinary actions (that originated in union
grievance arbitrations).
1. Did the employee receive fair warning?
2. Is the rule reasonably related to the orderly,
efficient, and safe operation of the company’s
business and expected employee performance?
3. Did the employer validate the alleged infraction
prior to administering discipline?
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Disciplining – Just cause – Seven tests (continued)
4. Was the investigation conducted fairly and objectively?
5. Was there substantial evidence or proof that the
employee was guilty as charged?
6. Has the company applied its rules, orders, and penalties
even-handedly, without discrimination?
7. Was the degree of discipline reasonably related to the
seriousness of the employee’s proven offense and the
record of the employee’s service with the company?
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Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Progressive Discipline
The employer provides employee with
opportunities to correct poor behavior before
the terminating the individual.
�Steps: (1) informal coaching talk, (2) oral
warning, (3) written warning, (4) suspension,
and (5) termination.
� Employee coaching, counseling and discipline
may differ in different countries and cultures.
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Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Terminating
Is necessary when an employee cannot be made
into a productive member of the workforce.
Causes for dismissal immediately following
investigation:
Gross negligence – a serious failure to exercise care
in the work environment.
Serious misconduct – intentional behavior can
potentially cause great harm to another or the firm.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Termination of Non-managerial Employees when
Offenses are not Gross Negligence or Serious
Misconduct
E.g., offenses such as failure to perform the job
satisfactorily even after being thoroughly trained,
or continual disregard of rules or policies.
� After making the initial determination, subject
the evidence to a review by another manager,
legal counsel, or HR representative to ensure the
decision was objective.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Termination of Managerial Employees
Follow just cause procedures, and consider:
�If the manager has a contract with the firm,
the contract typically identifies the conditions
under which the manager may be terminated.
�Managers are usually given the option to
resign rather than face termination.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Leadership
Is the process of influencing employees to work
toward the achievement of organizational
objectives.
Leaders have to take into account contingency
factors – factors that interfere with the
relationship between the people and the goal.
� E.g., the leader’s personality and style; follower
ability and willingness; complexity of the
situation; macro-environmental external factors;
organizational culture and structure.
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Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Building Effective Work Teams
Team building is a widely-used Organizational
Development (OD) technique because intra- and inter-
team effectiveness affect the entire organization.
Typical team-building goals:
� Clarify team objectives and members’ responsibilities.
� Identify why the team isn’t accomplishing its objectives.
� Develop team problem-solving, decision-making,
objective-setting, and planning skills.
� Develop open, honest working relationships based on
trust and an understanding of group members.
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Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
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Rights and Employee Development
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.
Overcoming Resistance to Change
Is one of the biggest challenges in change management.
Seven Steps
1. Develop a positive trust climate for change.
2. Plan.
3. State why it’s needed and how it will affect people.
4. Create a win-win situation.
5. Involve employees.
6. Provide support and evaluation.
7. Create urgency.
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