i Public Personal Management ii Public Personal Management [Adapted by Gabel Taggart, Josh Hopkin, and the University of Wyoming POLS 5400 class, Spring 2019] UNIVERSITY OF WYOMING LIBRARIES PUBLISHING EDITION, 2019. THIS EDITION IS A PUBLIC PERSONAL TEXTBOOK ADAPTED FROM AN OER HUMAN RESOURCES TEXTBOOK FROM THE UNIVERSITY OF MINNESOTA IN 2016. ORIGINALLY PRODUCED IN 2011 BY A PUBLISHER WHO HAS REQUESTED THAT IT NOT RECEIVE ATTRIBUTION iii Public Personal Management by University of Wyoming is licensed under a Creative Commons Attribution- NonCommercial-ShareAlike 4.0 International License, except where otherwise noted. iv Contents Chapter 1: Diversity and Multiculturalism ......................................................................... 1 1.1 Diversity and Multiculturalism .................................................................................. 2 1.2 Diversity Plans ........................................................................................................... 7 1.3 Multiculturalism and the Law .................................................................................. 16 1.4 Cases and Problems ............................................................................................... 25 Chapter 2: Recruitment .................................................................................................... 27 2.1 The Recruitment Process ....................................................................................... 28 2.2 The Law and Recruitment ....................................................................................... 35 2.3 Recruitment Strategies ........................................................................................... 40 2.4 Cases and Problems ............................................................................................... 46 Chapter 3: Selection ......................................................................................................... 49 3.1 The Selection Process ............................................................................................ 50 3.2 Criteria Development and Résumé Review ........................................................... 55 3.3 Interviewing ............................................................................................................. 61 3.4 Testing and Selecting .............................................................................................. 69 3.5 Making the Offer ...................................................................................................... 75 3.6 Cases and Problems ............................................................................................... 78 Chapter 4: Compensation and Benefits .......................................................................... 82 4.1 Goals of a Compensation Plan ............................................................................... 83 4.2 Developing a Compensation Package ................................................................... 86 4.3 Types of Pay Systems ............................................................................................. 92 4.4 Other Types of Compensation .............................................................................. 111 4.5 Cases and Problems ............................................................................................. 120 Chapter 5: Retention and Motivation ............................................................................. 123 5.1 The Costs of Turnover .......................................................................................... 125 5.2 Retention Plans ..................................................................................................... 131 5.3 Implementing Retention Strategies ...................................................................... 143 5.4 Cases and Problems ............................................................................................. 153 Chapter 6: Training and Development ........................................................................... 157 6.1 Steps to Take in Training an Employee ............................................................... 158 6.2 Types of Training ................................................................................................... 165 6.3 Training Delivery Methods .................................................................................... 172 6.4 Designing a Training Program .............................................................................. 178 6.5 Cases and Problems ............................................................................................. 191 v Chapter 7: Successful Employee Communication ....................................................... 195 7.1 Communication Strategies ................................................................................... 196 7.2 Management Styles ............................................................................................... 207 7.3 Case Study and Chapter Summary ...................................................................... 213 Chapter 8: Employee Assessment ................................................................................. 215 8.1 Performance Evaluation Systems ........................................................................ 217 8.2 Appraisal Methods ................................................................................................ 228 8.3 Completing and Conducting the Appraisal.......................................................... 240 8.4 Cases and Problems ............................................................................................. 247 Chapter 9: Working with Labor Unions ......................................................................... 254 9.1 The Nature of Unions ............................................................................................ 255 9.2 Collective Bargaining ............................................................................................ 271 9.3 Administration of the Collective Bargaining Agreement .................................... 279 9.4 Cases and Problems ............................................................................................. 283 Chapter 10: Safety and Health at Work .......................................................................... 287 10.1 Workplace Safety and Health Laws .................................................................... 288 10.2 Health Hazards at Work ....................................................................................... 297 10.3 Cases and Problems ........................................................................................... 316 1 Chapter 1: Diversity and Multiculturalism Edited by Anonymous Hiring Multicultural On a Tuesday afternoon, as you are getting ready to go to lunch, you receive an e-mail from your human resources (HR) manager about the request to hire a new project manager. Immediately, you e-mail your friend Daniel, because you know he would be great for the job. Daniel is eventually hired for the position, and a few months later a new e-mail goes out asking for friend recommendations for a new position. You and Daniel both recommend someone, and eventually that person gets hired. Over the next year, hiring notices are not advertised externally as the organization has had good luck with this hiring practice. Seems like a great way to recruit new people, doesn’t it? It can be, but it also can be a detriment to the diversity and multiculturalism of the workplace. How, you might wonder? While not true across the board, people have a tendency to spend time with people who are like themselves, in race, income level, and other aspects of diversity such as sexual orientation. In fact, according to the National Institute of Child Health and Human Development and a study published in the American Journal of Sociology, it is much more likely that someone will name a person in their own race as a friend than someone of a different race (Moody, 2001). Likewise, even from a young age, people tend to choose friends who are of the same race. As a result, when you recommend Daniel for a position, it is highly likely that Daniel is similar demographically. Then, when Daniel recommends someone for a job, it is highly likely that he, too, is recommending someone with similar characteristics as you both. This obviously creates a lack of multicultural diversity in the workplace. References Moody, J., “Race, School Integration, and Friendship Segregation in America,” American Journal of Sociology 107, no. 3 (2001): 679–719. 2 1.1 Diversity and Multiculturalism Learning Objectives 1. Define, explain, and identify your own power and privilege. 2. Provide reasoning as to why diversity is important in the workplace. Many people use the terms diversity and multiculturalism interchangeably, when in fact, there are major differences between the two. Diversity is defined as the differences between people. These differences can include race, gender, sexual orientation, religion, background, socioeconomic status, and much more. Diversity, when talking about it from the human resource management (HRM) perspective, tends to focus more on a set of policies to meet compliance standards. The Equal Employment Opportunity Commission (EEOC) oversees complaints in this area. There is further discussion of the EEOC in Section 1.3.1 “Equal Employment Opportunity Commission (EEOC)” and in greater detail