Hr Policies in Usa
Content
HR POLICIES IN USA
Submitted by Varun Paliwal - 1011637
HR is typically thought of as a cost centre that does not contribute to the bottom line even though they are responsible for hiring and protecting your company’s most important assetpeople. Without strong, satisfied and motivated people in place your business will not grow to its potential. The Management Team often view HR as a team of paper pushers who take care of benefits and policies, or are a necessary evil-here to protect the company and limit issues like harassment, lawsuits and push compliance in terms of treatment and policies. The most significant reason this reality exists is because overall industry continues to see HR as a compliance issue. It is a discipline that “asks” to be at the table rather demanding it. It is a discipline that should not spend the time with benefits, payroll and benefits but rather with strategic opportunities.
HR is responsible for employee experience during the entire employment lifecycle. It is first charged with attracting the right employees. It then must select the right employees through the recruitment process. HR then onboard new hires and oversees their training and development during their tenure with the organization. HR assesses talent through use of performance appraisals and then rewards them accordingly. In fulfillment of the latter, HR may sometimes administer payroll and employee benefits, although such activities are more and more being outsourced, with HR playing a more strategic role. At the macro-level, HR is in charge of overseeing organizational leadership and culture. HR also ensures compliance with employment and labor laws, which differ by geography, and often oversees health, safety, and security. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will typically also serve as the company's primary liaison with the employees' representatives (usually a labour). Consequently, HR, usually through industry representatives, engages in lobbying efforts with governmental agencies (e.g., in the United States, the United States Department of Labor and the National Labor Relations Board) to further its priorities. The discipline may also engage in mobility management, especially pertaining to expatriates; and it is frequently involved in the merger and acquisition process. HR is generally viewed as a support function to the business, helping to minimize costs and reduce risk. HRM in North American MNCs which have been for long characterized as having an express preference for institutionalizing aspects of the home business system when operating aboard. Drawing upon institutional theory, both the USA and Canada are identified as liberal market economies. Building on this, we examine the HR preferences of subsidiaries originating in North America and operating in diverse liberal and coordinated market economies in order to test the extent to which the host context influences the pattern of HR policies and practices pursued, referring predominantly to the literature on USA firms. The results indicate that the pattern of HR practices pursued by North American owned MNCs varies widely depending on whether these North American owned MNCs are operating in liberal or coordinated market economies, lending support to the importance of context as a determinant of the likelihood of, and limits to, the transfer of HRM practices and preferences.
HR Policies like
Recognition Programme
Agencies shall develop and implement recognition programs to acknowledge employees' contributions to the overall objectives of the agency and state government. Programs covered by this Policy are not intended to replace the provisions of the Service Recognition Policy (1.10) Formal Recognition
his approach is characterized by high profile, organization-wide events that occur at least annually. These events are used to acknowledge achievement of employees' contributions to the agency or state government. Examples may include:
Service Recognition Awards Virginia Public Service Week Employee(s) of the Year Awards
Planned Recognition
This approach is characterized by pre-arranged, more frequently scheduled ways of acknowledging contributions and accomplishments of an individual or team. This approach is less formal and provides more frequent opportunities to recognize employees. Examples may include awards for:
Employee of the month Attendance Safety Customer service Productivity Honouring separating employees Noteworthy participation in the Employee Suggestion Outstanding achievements
Immediate Recognition
This approach provides recognition at any time for demonstration of behaviors and values of the organization, contributions to the goals and objectives of the organization or work unit and to acknowledge individual or team accomplishments. Examples may include:
Teamwork A special project A new or modified business practice Exemplary effort Employee appreciation
Leave benefits
Based on an agreement between the employee and the employer the leave benefit policies are constructed. Some leaves are provided by the country’s law and others by the company. Employers are entitled to sick leave, personal leave, medical leave, holiday/ vacation leave
Awards Agencies may provide monetary, non-monetary and/or leave awards to employees except that recognition leave may not be awarded to wage employees. Some awards have tax implications as described in the sections below. The total of Monetary and Non-monetary awards shall not exceed two thousand dollars ($2,000) per employee per fiscal year. Recognition leave up to five workdays may be awarded to a salaried (non-wage) employee in a calendar (leave) year. The value of Recognition Leave awarded will not be included in the computation of the $2,000 award limit per employee per fiscal year. An employee may receive the maximum Monetary and/or Non-monetary award AND the maximum Recognition Leave award.
Monetary Awards
Monetary awards are:
Those paid by any negotiable instrument (cash, check, money order, and direct deposit) or Any item that can be readily converted to cash, such as savings bonds or refundable gift certificates.
Agencies shall not add monetary awards to an employee's base pay.
Non-monetary Awards Non-monetary recognition awards include non-refundable gift certificates; meals; trips; plaques; trophies; certificates; pencils, pens and desk items; cups and mugs; personal items of clothing such as caps, shirts, and sweatshirts; and other items such as tools, electronics, radios, sports equipment and timepieces.
Wages
Wages are decided according to occupation, size of the organization, experience and qualification. A person above 18 years is entitled to get the minimum wage which is
$5.15/hour. For overtime the employees are paid at much higher rate than their regular salary.
Submitted by Varun Paliwal - 1011637
HR is typically thought of as a cost centre that does not contribute to the bottom line even though they are responsible for hiring and protecting your company’s most important assetpeople. Without strong, satisfied and motivated people in place your business will not grow to its potential. The Management Team often view HR as a team of paper pushers who take care of benefits and policies, or are a necessary evil-here to protect the company and limit issues like harassment, lawsuits and push compliance in terms of treatment and policies. The most significant reason this reality exists is because overall industry continues to see HR as a compliance issue. It is a discipline that “asks” to be at the table rather demanding it. It is a discipline that should not spend the time with benefits, payroll and benefits but rather with strategic opportunities.
HR is responsible for employee experience during the entire employment lifecycle. It is first charged with attracting the right employees. It then must select the right employees through the recruitment process. HR then onboard new hires and oversees their training and development during their tenure with the organization. HR assesses talent through use of performance appraisals and then rewards them accordingly. In fulfillment of the latter, HR may sometimes administer payroll and employee benefits, although such activities are more and more being outsourced, with HR playing a more strategic role. At the macro-level, HR is in charge of overseeing organizational leadership and culture. HR also ensures compliance with employment and labor laws, which differ by geography, and often oversees health, safety, and security. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will typically also serve as the company's primary liaison with the employees' representatives (usually a labour). Consequently, HR, usually through industry representatives, engages in lobbying efforts with governmental agencies (e.g., in the United States, the United States Department of Labor and the National Labor Relations Board) to further its priorities. The discipline may also engage in mobility management, especially pertaining to expatriates; and it is frequently involved in the merger and acquisition process. HR is generally viewed as a support function to the business, helping to minimize costs and reduce risk. HRM in North American MNCs which have been for long characterized as having an express preference for institutionalizing aspects of the home business system when operating aboard. Drawing upon institutional theory, both the USA and Canada are identified as liberal market economies. Building on this, we examine the HR preferences of subsidiaries originating in North America and operating in diverse liberal and coordinated market economies in order to test the extent to which the host context influences the pattern of HR policies and practices pursued, referring predominantly to the literature on USA firms. The results indicate that the pattern of HR practices pursued by North American owned MNCs varies widely depending on whether these North American owned MNCs are operating in liberal or coordinated market economies, lending support to the importance of context as a determinant of the likelihood of, and limits to, the transfer of HRM practices and preferences.
HR Policies like
Recognition Programme
Agencies shall develop and implement recognition programs to acknowledge employees' contributions to the overall objectives of the agency and state government. Programs covered by this Policy are not intended to replace the provisions of the Service Recognition Policy (1.10) Formal Recognition
his approach is characterized by high profile, organization-wide events that occur at least annually. These events are used to acknowledge achievement of employees' contributions to the agency or state government. Examples may include:
Service Recognition Awards Virginia Public Service Week Employee(s) of the Year Awards
Planned Recognition
This approach is characterized by pre-arranged, more frequently scheduled ways of acknowledging contributions and accomplishments of an individual or team. This approach is less formal and provides more frequent opportunities to recognize employees. Examples may include awards for:
Employee of the month Attendance Safety Customer service Productivity Honouring separating employees Noteworthy participation in the Employee Suggestion Outstanding achievements
Immediate Recognition
This approach provides recognition at any time for demonstration of behaviors and values of the organization, contributions to the goals and objectives of the organization or work unit and to acknowledge individual or team accomplishments. Examples may include:
Teamwork A special project A new or modified business practice Exemplary effort Employee appreciation
Leave benefits
Based on an agreement between the employee and the employer the leave benefit policies are constructed. Some leaves are provided by the country’s law and others by the company. Employers are entitled to sick leave, personal leave, medical leave, holiday/ vacation leave
Awards Agencies may provide monetary, non-monetary and/or leave awards to employees except that recognition leave may not be awarded to wage employees. Some awards have tax implications as described in the sections below. The total of Monetary and Non-monetary awards shall not exceed two thousand dollars ($2,000) per employee per fiscal year. Recognition leave up to five workdays may be awarded to a salaried (non-wage) employee in a calendar (leave) year. The value of Recognition Leave awarded will not be included in the computation of the $2,000 award limit per employee per fiscal year. An employee may receive the maximum Monetary and/or Non-monetary award AND the maximum Recognition Leave award.
Monetary Awards
Monetary awards are:
Those paid by any negotiable instrument (cash, check, money order, and direct deposit) or Any item that can be readily converted to cash, such as savings bonds or refundable gift certificates.
Agencies shall not add monetary awards to an employee's base pay.
Non-monetary Awards Non-monetary recognition awards include non-refundable gift certificates; meals; trips; plaques; trophies; certificates; pencils, pens and desk items; cups and mugs; personal items of clothing such as caps, shirts, and sweatshirts; and other items such as tools, electronics, radios, sports equipment and timepieces.
Wages
Wages are decided according to occupation, size of the organization, experience and qualification. A person above 18 years is entitled to get the minimum wage which is
$5.15/hour. For overtime the employees are paid at much higher rate than their regular salary.
