Managing

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Chapter 2:
Babyboomers: linear path. Don not change jobs. Us: no. Generation Y. In good company.
Very different kind of approach from a millennial.
Labor force: new numbers. Latest (more than the book). 31.9% between 65-74 will still be
working. Protective act 40 year.
Aging workforce. Diversity: support type groups: groups of the same people. Do not mix:
not inclusive enough. Affinity groups.
Companies address diversity by setting up quotas. Numbers in place to protect them
against lawsuits.
Put people from the new area in the new territory. Learning process in diversity. Everybody
has their beliefs and they are afraid to share them. That disrupts the learning.
Figure 2.3: support diversity.
Skills deficiency: figure. Soft skills: not specific technical skills. Technology is getting in
the way of communication skills.
Future of work: ethics. Oath.
Change in the employment relationship: expectations about the environment or their
manager. Not performance evaluation. What they expect to get out of it.
Women 60% of more degrees. They have always been good at school. There are more jobs
for men that do not need colleges degree. Women need to back themselves up a little bit.
Men: spend more time with their children. More satisfied they are. Are taking on more child
carry responsibilities. They want to and they have to. Dual income earners. The cost of child care is
really expensive. More men are taking paternity leave.
Work and family ideals: both work, men take on more household responsibilities. Shifting
attitudes: women are breadwinners.
Lot less loyalty.
Perks: social security benefits, child care, 401k matching, travel, training, having a clear
path to your development, make progress, more vacations.
Afraid of taking vacations: depend on firms. Easily remplazable. Encourage of 360
feedback. Perfect for our generation. Cultural perks: company comedy: cinema tickets, camps, etc.
Soft benefits. Non-monetary.
Prevention: training, free shots, etc. to offsets costs of health care.
Global competition: prepare for virtual teams, different cultures, etc.
Legal compliance: stay up to date. Local, state, federal laws.
Cultural differences joined with country laws.
Baby boomers: serve as mentors or vice versa. Flexibility.

Managing Human Capital

Javier Sanz-Pastor García-Escudero

Economic growth: cheaper labor costs. What skills might be needed in certain areas versus
others.
Seminars to discover the culture. Move people, rotate people so they can see how people
work in another country.
Economic uncertainty: create panic in the work force. They are predicting layoff: give them
an opportunity to look for something else.
People do not really care about the career ladder: sideways. Path unique to you.

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Managing Human Capital

Javier Sanz-Pastor García-Escudero

Five protective race, gender orientation, age, disability, national and religion oriented. Bars
employers against discriminating. Enforcement agency. At a base line, yes, to protect classes and
individuals.
Equal pay act of 1963 between men and women.
Title VII of the 1964 Civil Right Acts is the law that says you cannot discriminate on that
basis.
There is no pay gap because it may be subject to something the women are doing.
Executive orders
Age discrimination in Employment Act 1973
Pregnancy discrimination act of 1978. When the women are pregnant is considered a shortterm disability and they have to be treated accordingly. You cannot be fired and when you come
back, they have to have a job for you. Adoption also qualifies but it is part of the company’s
policies.
Firms with federal contracts require putting a affirmative actions laws.
These laws only apply to companies that have 15 employees or more and 20 in age
discrimination.
Civil rights act of 1991. Revision of title VII. Does who file claims have the right to
compensation. : Abercrombie policy may be against it.
Sexual harassment. Part of Title VII. Quid pro quo: there is some implications to your job if
you do not abide by the sexual… or create a hostile environment. It has to be a repeated offense.
First, tell the person. Second, HR. Third, file a claim.

Affirmative action: quotas. Take EEO one-step higher. Prevent the organization from
potential discrimination. They are not required unless past action.
Occupational health and safety: policies, training, background checks, etc. Health programs:
reduce the health insurance costs, less sick days off.
Cdc.gov
Primary reasons of cause of accidents
Unsafe conditions: other working condition related causes of accidents.
Unsafe acts. Might be tied to stress or overtiredness.
What traits characterize “accident-prone” people?


Personalities. Extreme extraversion and impulsive are highly correlated to
accidents.

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Managing Human Capital

Javier Sanz-Pastor García-Escudero

Case
They won the case.

How to prevent accidents
Minority, language not English, young and untrained and old, women, etc.

Caveats for positive reinforcement:
People take security measures not seriously, they care about the benefits.
Discourage people from reporting problems.
Gossip organization:

Good CEO
People are making up their own version of the story
HR team: what to do with the CEO?
The morale of the employees.
Compensation: contract and policy in place. Fire him?

Worried abouth the company image and how do we replace him. How do we deal with the
employees? How do we tell this to the clients?
Board of directors: how is it going to affect shareholders value.

Employees: sexual harassment and I may worry about potential harassment.
Image: what if he had done it before he was hired? Serious issue to consider.

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