The purpose of this paper is to review existing literature on employee characteristics, contemporary human resource management practices and organization effectiveness. A framework was then developed … Expand. Due to today economic conditions, employee performance EP is one of the vital foundations for the organization growth and prosperity. Employee performance increases the productivity of … Expand.
View 1 excerpt, cites background. Human resources management and labor economics operates with a variety of terms whose contents are often intertwined.
The desire to deepen specialist fields of science related to human resources led … Expand. Knowledge management KM and human resources management HRM are increasingly regarded as key leveler of competitive advantage and are one of key areas for management in recovering markets … Expand.
The role of human resources management practices represented by employees recruitment and training and motivation for realization of competitive advantage. The present study identified role of human resource management in the realization of competitiveness in industrial organizations and has focused primarily on some important issues related to human … Expand. Highly Influenced.
View 3 excerpts, cites background. The rapidly transforming business landscape means that there are currently many human resource management challenges which will continue to evolve for years to come. As the business world changes, so … Expand.
This article seeks to explore the black box mediating between human resource management practices and firm performance. It is hypothesized that high performance work systems develop organizational … Expand. View 4 excerpts, cites background. This study examines two alternative views—universal and contingency—of the human resources HR -performance relationship in manufacturing settings. Results from a survey of 97 plants primarily … Expand.
Federal regulation of personnel and human resource management. Introduction: the regulatory model. Part One: Equal employment opportunity. Basic principles of EEO. Sex discrimination. Other EEO classifications. Some key statistics about the economy and the workforce are shown in Table 1.
These include the changing structure of the economy, the development of e-business, and more growth in professional and service occupations.
Growth in these occupations means that skill demands for jobs have changed, with knowledge becoming more valuable. Not only have skill demands changed, but remaining competitive in a global economy requires demanding work hours and changes in traditional employment patterns. The creation of new jobs, aging employees leaving the workforce, slow population growth, and a lack of employees who have the skills needed to perform the jobs in greatest demand means that demand for employees will exceed CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage 15 table 1.
Professional specialty and service occupations will grow the fastest and add the most jobs from to More job openings are expected from the need to replace workers 34 million than from employment growth in the economy.
The 77 million baby boomers born between and will begin to leave the workforce between and as they become eligible for retirement. The projected median age of the labor force by is 42, the highest ever recorded. Immigrants will add 4 million persons to the population by Dohn and L.
Figueroa and R. Economic Changes The U. The economy lost 5 million jobs since the beginning of and the unemployment rate grew to more than 8 percent by March The recession has a number of probable causes, including the subprime lending scandals and collapse and failure of major financial institutions such as Bear Sterns, Lehman Brothers, and Merrill-Lynch.
Most industries have not escaped the crisis, especially retailers, automakers, manufacturing, and construction. Retailers reported record sales declines for the holiday season as consumers reduced their holiday spending. The Big Three automakers have received bailout money from the government but still face the risk of bankruptcy, which could cause hundreds of thousands of employees to lose their jobs. The highest unemployment rate at the end of was The economic slowdown is not limited to the United States.
The economies of China and India have slowed, and Europe, Mexico, and Japan have slipped into recession. President Obama proposed—and Congress passed—an economic stimulus plan that is intended to create jobs and increase consumer and investor confidence, although its impact may not be realized for several years.
The implications of this economic period for human resource management are far-reaching. The poor economy means more companies are downsizing their workforces, delaying plans for new operations and growth, and revisiting human resource budgets to cut unnecessary programs and costs.
For example, in January more than , jobs were lost, including cuts of employees from Pfizer, Texas Instruments, Home Depot, General Motors, Boeing, Alcoa, Andersen, and World Wrestling Stakeholders The various interest groups who have relationships with, and consequently, whose interests are tied to the organization e.
One estimate is that companies plan to cut their training budget more than 10 percent in response to the economic crises. For example, Capital One asks its managers to determine current workloads and staffing needs. This has allowed Capital One to forecast labor needs with more precision, helping the company to avoid hiring new employees only to have to lay them off. The program helps Nucor reduce labor costs without reducing productivity by using reduced hours or wages.
Isis Pharmaceuticals capitalizes on downturns to recruit and hire top scientific talent at bargain salaries. Xilinx Inc. Both Philips Electronics and Estee Lauder are continuing their talent management efforts. Philips believes that investing in leadership development will help the company weather the recession and prepare for economic recovery. Estee Lauder Companies, the cosmetic maker, realized lower profit and sales, resulting in elimination of more than 2, jobs over the next two years.
But Lauder is continuing its leadership development programs, which will emphasize innovation and managing change in turbulent business conditions. The affects of the recession are also worsened by rising health care costs and the economic implications of increasing retiree benefit costs. To control costs, companies have cut employee and retiree health care benefits and pension contributions, increased the employee contribution to pay for these benefits, and even hired and fired employees based on their smoking habits!
We discuss what companies are doing to offset health care and pension costs in Chapter 13, Employee Benefits. HR programs and the HR function are under pressure to relate to the business strategy and show a return on investment. Customer focus needs to be included in all HRM practices. New technology combined with economic uncertainty will mean that administrative and transactional HR activities will be delivered via technology, creating less need for HR professionals to provide these activities.
The aging workforce combined with reduced immigration because of security concerns may lead CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage 17 employers to focus more on retraining employees or encouraging older, skilled workers to delay retirement or work part-time.
The competition for labor is affected by the growth and decline of industries, jobs, and occupations. Competition for labor is also influenced by the number and skills of persons available for full-time work.
The labor force is projected to increase 13 million to Most growth is expected within service-providing industries in which employment is projected to increase Examples of service-providing industries include educational services, health care, leisure and hospitality, transportation, government, utilities, and wholesale and retail trade. Jobs in goods-producing industries including mining, construction, and manufacturing, are projected to decrease, falling to Professional and related occupations and the services occupational group are expected to add the most jobs and have the fastest growth rate between and In the services occupation group, by food preparation and related services are expected to generate the most new jobs, and health care support is expected to grow the fastest 27 percent.
Dohm and L. Fishery, forestry, and farming occupations and production occupations are expected to have declines in the number of jobs between and The aging of the population and the labor force means that jobs in health care and social assistance services are expected to have the fastest growth rate between and , adding 4 million new jobs, or 27 percent of all new nonagricultural wage and salary jobs.
Eighteen of the 30 of the fastest growing occupations are in professional and related occupations, and 10 are in service occupations. Most of the 30 fastest growing occupations are considered professional and related occupations, which include health care, education, and science-related occupations. The future U. Software application engineers, technical support, engineering, and scientific consulting jobs work directly with customers, and customers influence the product design process.
However, new entrants to the workplace lack these and other skills needed for companies to compete in the global economy. A study of American manufacturers conducted by the National Association of Manufacturing found that 36 percent indicated that employees had insufficient reading, writing, and communications skills.
Casner-Lotto and L. Eighty percent of the manufacturers reported that they are facing a shortage of experienced workers, especially production workers, machinists, and craft workers. An online poll of members of the American Society for Training and Development found that 97 percent of respondents indicated a current skill gap in their companies. China graduates about four times the number of engineers as the United States, although they are not all trained at the same level as U.
This has resulted in a shortage of engineering and other technical professionals. Companies are involved in training current employees as well as establishing partnerships with schools to help improve the skills of the current and future U. For example, at Whirlpool, building a dishwasher requires that the sheet of steel used on the sides of the machine be the correct width.
Whirpool is finding that employees lack the math problem-solving skills needed to perform the job. As a result, Whirpool has developed training programs to improve workforce skills. About 25 percent of the programs focus on remedial skills. IBM, Hewlett-Packard, and Advanced Micro Devices are making efforts to increase the skills of the workforce by investing in local secondary schools. IBM hopes that many of its experienced employees with math and engineering backgrounds will take advantage of the program, providing high-quality math and science teachers for public schools.
Another way to look at occupational growth is to consider the pay related to the occupation. That is, occupations that are fastest growing provide high pay average earnings are in the top half of distribution of earnings of all occupations. Examples of these occupations include network systems and data communications analysts, database administrators, physician assistants, software engineers, graphic designers, and structural iron and steel workers.
However, employers have a preference for hiring individuals with skills associated with higher levels of education. This also translates into higher earnings for employees. Today more and more companies are interested in using intangible assets and human capital as a way to gain an advantage over competitors. Intangible assets include human capital, customer capital, social capital, and intellectual capital. Intangible assets are equally or even more valuable than financial and physical assets but they are difficult to duplicate or imitate.
Holton and S. Huselid, B. Becker, and R. Human resource management practices such as training, selection, performance management, and compensation have a direct influence on human and social capital through influencing customer service, work-related know-how and competence, and work relationships.
For example, consider companies in the airline industry. Southwest Airlines consistently is profitable and highly ranked in on-time arrivals and other indicators of airline success. Southwest also emphasizes training and development to provide its employees with skills to perform multiple jobs. This allows Southwest airplanes to be quickly cleaned and serviced at airports because employees have multiple skill sets that can be applied to various aspects of getting an aircraft ready for departure.
As a result of these human resource policies, Southwest employees are loyal, productive, and flexible which contributes to the success of the airline. American and United Airlines have similar or greater! Recognizing the importance of human capital and social capital, John Chambers, Cisco Systems CEO, has transformed the company from one with one or two primary products with most important decisions made by the top 10 people in the company CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage 21 to one where networks of employee councils and boards and Web 2.
As a result of this more face-to-face and electronic collaboration, Cisco Systems has been able to get products to market faster. Knowledge workers are employees who contribute to the company not through manual labor, but through what they know about customers or a specialized body of knowledge. Employees cannot simply be ordered to perform tasks; they must share knowledge and collaborate on solutions.
Knowledge workers contribute specialized knowledge that their managers may not have, such as information about customers. Managers depend on them to share information. Knowledge workers have many job opportunities. If they choose, they can leave a company and take their knowledge to a competitor.
Knowledge workers are in demand because companies need their skills and jobs requiring them are growing see Tables 1. Empowering means giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service. For empowerment to be successful, managers must be trained to link employees to resources within and outside the company people, Web sites, etc.
Employees must also be trained to understand how to use the Web, e-mail, and other tools for communicating, collecting, and sharing information. The teams are used to challenge the organization and propose new initiatives to make the company more creative and innovative. The team conducted an experiment to determine the benefits of working at home. A pilot study of working at home with 41 employees found that it resulted in reduced operating costs and improved morale, as well as productivity increases for employees who worked at home.
Knowledge Workers Employees who own the intellectual means of producing a product or service. Empowering Giving employees responsibility and authority to make decisions.
In addition to acquiring and retaining knowledge workers, companies need to be able to adapt to change. Change refers to the adoption of a new idea or behavior by a company. Technological advances, changes in the workforce or government regulations, globalization, and new competitors are among the many factors that require companies to change.
Change is inevitable in companies as products, companies, and entire industries experience shorter life cycles. A learning organization embraces a culture of lifelong learning, enabling all employees to continually acquire and share knowledge.
Improvements in product or service quality do not stop when formal training is completed. Managers take an active role in identifying training needs and helping to ensure that employees use training in their work. Also, employees should be actively encouraged to share knowledge with colleagues and other work groups across the company using e-mail and the Internet. Managers need to empower employees to share knowledge, identify problems, and make decisions.
This allows the company to continuously experiment and improve. Changes in Employment Expectations. The need for companies to make rapid changes as a result of new technologies, competitors, and customer demands has played a major role in reshaping the employment relationship.
This has resulted in changes in the employment relationship. The psychological contract describes what an employee expects to contribute and what the company will provide to the employee for these contributions. Traditionally, companies expected employees to contribute time, effort, skills, abilities, and loyalty.
In return, companies would provide job security and opportunities for promotion. However, in the new economy a new type of psychological contract is emerging. This has led to company restructuring, mergers and acquisitions, layoffs, and longer hours for many employees.
Companies demand excellent customer service and high productivity levels. Employees are expected to take more responsibility for their own careers, from seeking training to balancing work and family. In exchange for top performance and working longer hours without job security, employees want companies to provide flexible work schedules, comfortable working conditions, more autonomy in accomplishing work, training and development opportunities, and financial incentives based on how the company performs.
Employees realize that companies cannot provide employment security, so they want employability—that is, they want their company to provide training and job experiences to help ensure that employees can find other employment opportunities.
The human resource management challenge is how to build a committed, productive workforce in turbulent economic conditions that offer opportunity for financial success but can also quickly turn sour, making every employee expendable.
Psychological Contract Expectations of employee contributions and what the company will provide in return. Employee engagement refers to the degree to which employees are fully involved in their work and the strength of their commitment to their job and the company. One survey of 50, employees across different companies showed that about 13 percent of employees are disengaged, poor performers who put in minimal effort on the job and are likely to leave the organization.
Some 76 percent of employees exhibit moderate engagement; that is, they are marginally committed to the company and perform their jobs to the level expected by their manager. Only 11 percent of employees had high levels of engagement: they exhibited strong commitment to the company and were high performers who helped other employees with their work, volunteered for new responsibilities, and were constantly looking for ways to perform their jobs better.
Although the types of questions asked on these surveys vary from company to company, research suggests the questions generally measure 10 common themes shown in Table 1. As you probably realize after reviewing the themes shown in Table 1. For example, companies should recruit and select employees who are able to perform the job, are willing to work toward achieving the company strategy, and will react favorably to the work environment.
Performance management systems need to provide employees with opportunities to receive performance feedback and recognition for their accomplishments. Compensation including incentives, benefits, and nonfinancial perks such as on-site day care or travel discounts contribute to employee engagement. Training and development gives employees the opportunity for personal growth within the company. Work that is designed to be meaningful and allows employees to use a variety of their skills relates to several different aspects of engagement including satisfaction, intention to stay, pride, and opportunity to perform challenging work.
Employee Engagement The degree to which employees are fully involved in their work and the strength of their job and company commitment. Fabick CAT has more than employees in 12 locations, each considered a separate operation, with headquarters in Fenton, Missouri.
Fabick tried to understand how some CAT dealerships around the country performed better than others by studying traditional financial indicators, but he could find no common trend. Fabick conducted several yearly assessments of employee engagement in and and the results were not good: only 16 percent of employees were engaged. One parts department had highly engaged employees and Fabick discovered that human resource practices were responsible for success.
As a result, Fabick began investing in developing the talents and strengths of parts, service, and operations managers. Managers were trained in how to increase engagement, including how to best select managers and new employees who had the right skills and abilities to succeed in their jobs.
Also, sales groups in the top half had overall customer engagement scores that were 8 percent higher compared to sales groups in the bottom half. Talent Management A systematic planned strategic effort by a company to attract, retain, develop, and motivate highly skilled employees and managers.
Talent Management. Talent management refers to a systematic planned strategic effort by companies to attracting, retaining, developing and motivating highly skilled employees and managers. Companies report that the most important talent management challenges they face are identifying employees with managerial talent and training and developing them for managerial positions.
Managers contribute to employee engagement by performing basic management functions planning, organizing, controlling, leading but also through the use of good communication skill, helping employees develop, and working collaboratively with employees.
For example, consider Schwan Foods and Yum! The company needs to develop a large number of managers to meet demands for new restaurants resulting from growth plans, such as to open two KFC restaurants a day in China. To support and sustain global growth in restaurant operations, Yum! CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage 25 Surveys results suggest that opportunities for career growth, learning, and development and performing exciting and challenging work are some of the most important factors in determining employees, engagement and commitment to their current employer.
Sales managers are encouraged to spend more time in operations, where they can learn about product flow, delivery, and other technical processes. This helps sales mangers become qualified for general manager jobs. Bristol-Meyers encourages employees in corporate staff positions to exchange jobs with another employee who works in the business units such as the pharmaceutical business. Use of Alternative Work Arrangements.
Alternative work arrangements include independent contractors, on-call workers, temporary workers, and contract company workers.
The Bureau of Labor Statistics estimates that alternative work arrangements make up 11 percent of total employment. Since the proportion of total employed workers who were independent contractors has increased approximately 6 percent but the proportion is similar for the other alternative arrangements. Contingent workers, or workers who do not expect their jobs to last or who believe their jobs are temporary, account for approximately 2 to 4 percent of total employment.
More workers in alternative employment relationships are choosing these arrangements. Alternative work arrangements can benefit both individuals and employers.
They want the flexibility to work when and where they choose. They may want to work fewer hours to effectively balance work and family responsibilities. Also, individuals who have been downsized may choose alternative work arrangements while they are seeking full-time employment.
From the company perspective, it is easier to add temporary employees when they are needed and easier to terminate their employment when they are not needed. Part-time workers can be a valuable source of skills that current employees may not have and are needed for a specific project that has a set completion date.
Nike uses 3, temporary employees each year as part of its global workforce of 28, Companies like BMW are using contingent workers to help staff new production lines and also to take over old production lines while permanent employees train for and move to a new production process.
Employees who may elect alternative work arrangements include those with a wide range and level of skills such as teachers, engineers, managers, administrative assistants, nurses, and bank tellers. Alternative Work Arrangements Independent contractors, on-call workers, temporary workers, and contract company workers who are not employed full-time by the company. The globalization of the world economy and the development of e-commerce have made the notion of a hour work week obsolete.
As a result, companies need to be staffed 24 hours a day, seven days a week. Employees in manufacturing environments and service call centers are being asked to move from 8- to hour days or to work afternoon or midnight shifts. Similarly, professional employees face long hours and and work demands that spill over into their personal lives.
Personal digital assistants PDAs , pagers, and cell phones bombard employees with information and work demands. In the car, on vacation, on planes, and even in the bathroom, employees can be interrupted by work demands. More demanding work results in greater employee stress, less satisfied employees, loss of productivity, and higher turnover—all of which are costly for companies.
Employees consider flexible schedules a valuable way to ease the pressures and conflicts of trying to balance work and nonwork activities. Employers are using flexible schedules to recruit and retain employees and to increase satisfaction and productivity. Whether they choose to work in the office or somewhere else, salaried employees are required to put in as much time as it takes to do the work. Physical attendance at meetings is optional.
The only requirement is that employees meet productivity goals. When employee relations manager Steve Hance participates in a morning teleconference with co-workers or corporate clients he may be calling in using a cell phone from his fishing boat on a lake or from the woods where he hunts wild turkeys. Nor do they really care. They feel more focused and energized about their work and are more committed to the company. Dow Corning has a no-meetings week once a quarter which allows employees to reduce travel and work without interruptions.
The no-meetings weeks give her the opportunity to spend evenings with her two sons, free from overseas calls. Meeting the Needs of Stakeholders, Shareholders, Customers, Employees, and Community As we mentioned earlier, company effectiveness and competitiveness are determined by whether the company satisfies the needs of stakeholders. Stakeholders include stockholders who want a return on their investment , customers who want a high-quality CHAPTER 1 Human Resource Management: Gaining a Competitive Advantage 27 product or service , and employees who desire interesting work and reasonable compensation for their services.
The balanced scorecard gives managers an indication of the performance of a company based on the degree to which stakeholder needs are satisfied; it depicts the company from the perspective of internal and external customers, employees, and shareholders. These include being customer-focused, improving quality, emphasizing teamwork, reducing new product and service development times, and managing for the long term.
Companies need to customize their balanced scorecards based on different market situations, products, and competitive environments. The balanced scorecard can be useful in managing human resources. Communicating the scorecard to employees gives them a framework that helps them see the goals and strategies of the company, how these goals and strategies are measured, and how they influence the critical indicators.
For example, J. Morgan Chase used the balanced scorecard to change the behavior of customer service representatives. Measures of HRM practices primarily relate to productivity, people, and process. People systems can include the performance management system, the compensation and benefits system, and the development system. As shown in the last column of Table 1. For example, at Tellabs, a company that provides communication service products such as optical networking around the world, key results tracked on the balanced scorecard include revenue growth, customer satisfaction, time to market for new products, and employee satisfaction.
The performance appraisal process measures employee performance according to departmental objectives that support the scorecard. At quarterly meetings, how employee performance is evaluated according to the scorecard is shared with every employee, and the information is also available on the company intranet Web site.
Balanced Scorecard A means of performance measurement that gives managers a chance to look at their company from the perspectives of internal and external customers, employees, and shareholders. Innovation and learning Can we continue to improve and create value? How do we look to shareholders? Becker, M. Huselid, and D. Social Responsibility. Companies thus try to meet shareholder and general public demands that they be more socially, ethically, and environmentally responsible.
Whole Foods has been praised as environmentally and socially responsible for its focus on high-quality organic products. Cell phone manufacturers such as Nokia, Motorola, and Palm are introducing phones that have fewer toxic materials and are easily recyclable.
This helps these companies improve their image in the marketplace and helps them get better access to global markets in which new rules and laws restrict the amount of toxic substances such as lead and mercury in electronics. Danone, a company that makes yogurts Dannon and mineral waters Evian , recently invested in a factory in Bangladesh to make a yogurt fortified to help stop malnutrition and priced at seven cents to be affordable.
For example, at General Mills, volunteerism is one of the ways that the company lives its corporate values. The CEO and senior leaders serve on nonprofit boards and are involved in the community. This resulted from the suggestion that volunteerism could be used to strengthen the new work teams.
Meals Division employees support projects such as painting child care center rooms, participating in school supply drives, and delivering Christmas trees. Yoplait employees, partners with the Greater Minneapolis Crisis Nursery, help cook meals. The charity wants to grow from serving , children to helping 5 million children by However, to meet this service goal, REPSSI managers need training in communication skills, providing feedback, intercultural skills, and project management.
The training content is delivered through instructor-led courses and e-learning. Novartis and training vendor partners, including business schools, send speakers at their own expense to Africa. Instructors are also available for follow-up after each course is completed.
Wal-Mart, frequently criticized because of its labor practices, has been very active in sustainability initiatives. The Personal Sustainability Project PSP is a voluntary program that is focused on helping associates integrate sustainability into their own lives by making small changes to everyday habits. Also, employees walked, biked, and swam more than 1,, total miles; cooked , healthy meals; and lost a total combined weight of , pounds. Beyond supporting associates in their efforts to integrate sustainability into their own lives, the program encourages them to work in teams to undertake projects in their communities.
For instance, one store developed a used-tire recycling program; another helped their local community to clean up a wildlife area. As a result, each year more than 13, flights have been eliminated, resulting in a 5,ton reduction in carbon.
Xcel also offers its employees and customers a wind source program in Colorado, Minnesota, and New Mexico. HR professionals provide employees with training on environmental stewardship, including ways to be more energy efficient.
As a result, customer excellence requires attention to product and service features as well as to interactions with customers.
Customer-driven excellence includes understanding what the customer wants and anticipating future needs. Customer-driven excellence includes reducing defects and errors, meeting specifications, and reducing complaints. How the company recovers from defects and errors is also important for retaining and attracting customers. Due to increased availability of knowledge and competition, consumers are very knowledgeable and expect excellent service.
This presents a challenge for employees who interact with customers. Employees need product knowledge and service skills, and they need to be clear about the types of decisions they can make when dealing with customers. If companies do not adhere to quality standards, their ability to sell their product or service to vendors, suppliers, or customers will be restricted. Some countries even have quality standards that companies must meet to conduct business there. Total quality management TQM is a companywide effort to continuously improve the ways people, machines, and systems accomplish work.
There is no universal definition of quality. The major differences in its various definitions relate to whether customer, product, or manufacturing process is emphasized.
For example, quality expert W. Edwards Deming emphasized how well a product or service meets customer needs. Total Quality Management TQM A cooperative form of doing business that relies on the talents and capabilities of both labor and management to continually improve quality and productivity.
The Baldrige award, created by public law, is the highest level of national recognition for quality that a U. To become eligible for the Baldrige, a company must complete a detailed application that consists of basic information about the firm as well as an in-depth presentation of how it addresses specific criteria related to quality improvement. The categories and point values for the Baldrige award are found in Table 1. The award is not given for specific products or services.
Three awards may be given annually in each of these categories: manufacturing, service, small business, education, and health care. All applicants for the Baldrige Award undergo a rigorous examination process that takes from to 1, hours.
Applications are reviewed by an independent board of about examiners who come primarily from the private sector. For example, consider two of the Baldrige award winners. Sharp is a not-for-profit organization that employs 14, staff members and 2, affiliated physicians; operates seven hospitals, Malcolm Baldrige National Quality Award An award established in to promote quality awareness, to recognize quality achievements of U.
ISO Quality standards adopted worldwide. Sharp HealthCare meets and exceeds patients expectations by providing highquality care and services that are accessible, convenient, and cost-effective. Sharp University offers training programs for developing current and future leaders.
High-strength steel is used mainly in manufacturing cars, trucks, and sport utility vehicles. From —, the company produced an estimated 85 percent of the high-strength steel supply in the United States.
All employees participate in a profit-sharing plan that provides an average annual payout of 15 percent of employees base pay. Employees are given time off to attend classes and reimbursed for tuition and costs of books. ISO has been adopted as a quality standard in nearly countries, including Austria, Switzerland, Norway, Australia, and Japan.
The ISO standards apply to companies in many different industries—for example, manufacturing, processing, servicing, printing, forestry, electronics, steel, computing, legal services, and financial services. Download Free PDF. Omerfadul Amin. A short summary of this paper. All rights reserved. Employment and Recruiting 2. Training and Development 3. Compensation 4. Benefits 5. Employee Services 6. Employee and Community Relations 7.
Personnel Records 8. Health and Safety 9. What is HR doing to provide value-added services to internal clients?
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