Fluent Essays

This is a discussion post and not a paper. It does not need a cover page. A reference page is required. The responses have thorough but not long. No more than a page.Part A (Chapter 12 – PowerPoint attached)1. First, read the article, “HRIS Performance Monitoring Plan” - https://www.thebalancecareers.com/human-resources-information-system-hris-1918140Based on the article and your textbook, please respond to the following questions:a)Explain your previous or current organization’s performance management, compensation, benefits, and payroll system.b)Can these systems be accessed via one HRIS or does your organization use multiple systems? Explain.2. Do you think your organization performance management, compensation, benefits and payroll system are effective? Why or why not?What recommendations would you make to improve those systems?Part B (Chapter 13 PowerPoint attached)4. Do you work for an international organization or, does your organization recruit globally? Answer this question from the standpoint of “No, not currently”a)What are some HR programs in global organizations?b)Compare and contrast domestic recruitment and selection to international recruitment and selection. How are they similar and different?Reference from the PowerPoints. This is the course reference and must be included as one of the references.Kavanagh, M. J., Thite, M., & Johnson, R. D. (2018). Human resource information systems: Basics, applications, and future directions (4th ed.). Thousand Oaks, CA: SAGE Publications, Inc. chapter_12_performance_management_compensation_benefits_payroll_and_hris.pptx chapter_13_hris_and_international_hrm.pptx Unformatted Attachment Preview CHAPTER 12 Performance Management, Compensation, Benefits, Payroll, and HRIS INTRODUCTION • Performance, rewards, and payroll systems are the basic exchange between employees and employers. • Employees provide performance, and in exchange, employers provide rewards, which are distributed via payroll systems. Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 2 PERFORMANCE MANAGEMENT • Process – within the framework of talent management – Performance planning – Observing performance and providing positive and corrective feedback – Developing periodic performance summaries • Supported by periodic performance evaluations/ appraisals/summaries Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 3 MODEL OF CONTEMPORARY TALENT MANAGEMENT Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 4 PERFORMANCE PLANNING • Define what performance means – what the employee is to accomplish and be expected to do, deliver, or contribute • For each performance dimension – Develop specific outcomes and behaviors to measure performance – Set appropriate standards for each measure • Performance dimensions, measures, and standards are unique to each position • Develop common standards for employees with identical job titles Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 5 PERFORMANCE PLANNING • Communicate performance dimensions, measures, and standards to the direct report • Direct report sets performance goals for the coming year • Becomes the performance “contract” for the period Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 6 PERFORMANCE PLANNING AND RATING MODULE SCREEN Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 7 Typical Performance Management DATA INPUTS • Inputs for PM systems include the following: • Organizational level – tied to business strategies • Job level – key tasks and responsibilities • Individual level – performance appraisal Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 8 TYPICAL PM REPORTS • Performance contract for each employee • Annual summary appraisal for each employee • Reports include aggregate performance data by unit • Reports comparing aggregated unit performance with unit output Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 9 PM DATA OUTFLOW • Performance data is used in many HRM decisions and will flow automatically into some processes or be available for others as needed. • The performance measure used is the summary performance level for each employee. • Performance data used for the following: – – – – – – Promotions Layoffs Assignment to training programs Developmental assignments Training and development Staffing Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 10 PM DECISION SUPPORT • The basic decision support system in the area of performance management is the entire system • Managers can track the following: – Direct reports – Group performance – Administrative aspects of PM • Direct reports can track their own performance Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 11 EXAMPLE OF RELATING PERFORMANCE TO COMPENSATION Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 12 COMPENSATION • One of the most complex topics in HRM – Turning to technology for help • All compensation programs should be integrated – Consistent message about • What adds value in the organization • Type of behavior and culture that is desired Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 13 COMPENSATION • • • • • • • • Components of compensation: Base pay Merit pay Short-term incentives Long-term incentives Perquisites Recognition awards Attraction/retention awards Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 14 COMPENSATION – under regulation • Fair Labor Standards Act (FLSA) – Exempt vs. nonexempt workers – Nonexempt workers: • Must be paid at least the minimum wage • Must pay time worked in excess of 40 hours a week overtime at a rate of 1.5 times the normal pay • Must provide records to the federal government on hours worked and regular and overtime pay for all nonexempt workers • Office of Federal Contract Compliance Programs (OFCCP) Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 15 TYPICAL COMPENSATION DATA INPUTS • Internal – Job/people/organizational • External – Market survey, reward practices • Generated – Job evaluation, salary structure, merit metrics, reward guidelines • Employee group specific data – Executive compensation, sales compensation, gain-sharing programs Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 16 TYPICAL COMPENSATION REPORTS • • • • Budget reports Employee compensation report Salary survey EEO reports Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 17 COMPENSATION DATA OUTFLOWS • Primary data outflow is to payroll • Audiences – Compensation analysts – Managers – Benefits analysts • Data sent to federal, state, and local agencies • Rewards survey firms Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 18 COMPENSATION DECISION SUPPORT • The major rewards decision that has to be made about every employee is how much should he or she should be paid • DSS deal with – – – – The use of market data Building a salary structure Running incentive programs Developing a merit matrix — Sales compensation — Market pricing — Job evaluation — Executive pay • Sarbanes-Oxley Act (SOX) of 2005 • Troubled Asset Relief Program (TARP) of 2009 Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 19 SCREEN OF SALARY REVIEW MODULE FOR DEPARTMENT MANAGER Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 20 BENEFITS • Retirement – Pension plans, defined contribution plans, etc. • Income protection – Workers’ compensation, life insurance, etc. • Medical and other health benefits – Health, dental, major medical, etc. • Paid time off – Vacation, holidays, etc. • Miscellaneous benefits – Dependent care, tuition reimbursement, etc. Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 21 BENEFITS (CONT.) • Differ from compensation – Employee pays all or part of the cost of most benefits – Most organizations have some flexibility in the benefits program • Growing trend to outsource benefits programs and administration • HRIS requirements to support benefits can be complex Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 22 TYPICAL BENEFITS DATA INPUTS • Data supporting relationship with current and prospective vendors • Data supporting internal management of benefits programs • Data supporting employee data input and management • Data supporting federal, state, and local laws and regulations governing benefit practice Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 23 TYPICAL BENEFITS REPORTS • Required federal and state government reports – ex. annual benefits report to employees • Employee “rewards scorecard” • Web-based access – View reports anytime/anyplace Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 24 COMPENSATION AND BENEFITS PLANNING SCREEN Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 25 BENEFITS DATA OUTFLOWS • Internal data flows – Payroll and accounting • External data flows – Benefits providers, outsourced benefits administrators – Federal, state, and local government agencies • Large cost savings with electronic transfer – AT&T – $15 million Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 26 BENEFITS DECISION SUPPORT • Some overlap with reports – Can generate reports that help benefits managers manage the complexity of benefits administration • Help employees determine what level of coverage to sign up for • By transferring responsibility to employees – Reduced costs – Reduced administration burden Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 27 PAYROLL • Compensation is transferred to employees – Federal, state, and local income and payroll taxes are withheld – Benefits costs borne by employees are withheld – Direct deposit • Flawless execution of payroll is crucial • Frequently outsourced HRM function Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 28 TYPICAL PAYROLL INPUTS Internal • Compensation data • Benefits data • Other payroll additions • Payroll deductions data • Time and attendance data External • Federal, state, and local income and payroll tax rules • Payments made to inactive employees • Payments from exemployees for continuation of benefit Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 29 DATA ENTRY SCREEN FOR A PAYCHECK Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 30 PAYROLL TYPICAL REPORTS • Organization focused – Current pay for all employees (or for a subunit) – Types of deductions and total deductions for the pay period (or cumulatively) • Employee focused – Paycheck or direct deposit notification – Pay details • External reports – Federal, state, and local agencies – Benefits providers Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 31 PAYROLL DATA OUTFLOWS • Payroll data go to the following: – Accounting – Federal – State and local agencies – Benefits outsourcing firms – Individual benefit program providers Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 32 PAYROLL DECISION SUPPORT • Payroll data are not usually used by HR or line managers for decision-making purposes. • They are used extensively for audit purposes. Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 33 CHAPTER 13 HRIS and International HRM REGIONAL TRADE ZONES • Asia-Pacific Economic Cooperation – Members account for nearly 25\% of world trade • North American Free Trade Agreement – Created a free trade zone among Canada, Mexico, and the U.S. • European Union – Single largest market • ASEAN and SAARC Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 2 INCREASING IMPORTANCE OF HR TECHNOLOGY • • • • Imported products increase competition. Deregulation changes the business environment. U.S. companies must expand their markets globally. Globalization means managing human resources around the world. • The aggregate world exports as a percentage of world gross domestic products (GDP) increased from 11.6\% in 1970 to 30.7\% in 2006. Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 3 INCREASING IMPORTANCE OF HR TECHNOLOGY • Deregulation has increased market accessibility. • There has been an increase in international mergers and acquisitions. • Increased awareness of the existence of talented human capital throughout the world • Availability and cost-effectiveness of computer technology Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 4 TYPES OF INTERNATIONAL BUSINESS OPERATIONS • International Corporation – Uses its existing core competencies to expand operations into foreign markets. These organizations compete in the global marketplace by exporting existing products and eventually opening facilities in other countries. • Multinational Corporation – More complex international business operation that operates as fully autonomous units in multiple countries in an attempt to capitalize on lower production and distribution costs. Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 5 TYPES OF INTERNATIONAL BUSINESS OPERATIONS • Global Corporations – Similar to multinational corporations. However, global corporations integrate their operations worldwide through a centralized home office. Global corporations emphasize flexibility and mass customization to meet differing customer needs worldwide. Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 6 GOING GLOBAL • The top IHRM-related challenges facing global organizations: – – – – Cultural differences (47\%) Lack of resources (40\%) Technology/systems issues (39\%) Time zone differences (35\%) • Top HR global data being maintained in HR systems: – – – – Core HR (86\%) Compensation (71\%) Performance (45\%) Payroll (42\%)Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 7 DIFFERENCES IN HR MANAGEMENT IN MULTINATIONAL ENTITIES • • • • • • More functions and activities Broader perspective More involvement in personal lives Changes due to workforce mix Risk exposure More external influences Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 8 MANAGING DIFFERENT TYPES OF EMPLOYEES IN MNEs • • • • Global diversity and inclusion Education Political/legal system Economic system Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 9 MANAGING EMPLOYEES IN A GLOBAL CONTEXT • Types of employees – Expatriates – Parent-country nationals (PCN) – Host-country nationals (HCN) – Third-country nationals (TCN) Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 10 HR PROGRAMS IN GLOBAL ORGANIZATIONS • Major issues include the following: • International staffing • Selecting global managers: managing expatriates • Training for expatriates and other employees • Performance appraisals in MNEs • Managing international compensation Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 11 INTERNATIONAL STAFFING • Home-Country Nationals – Staffing the organization with expatriates (PCNs) is advantageous because the organization can rely on the talent currently available. • Host-Country Nationals – Staffing positions with HCNs provides a number of advantages for the MNE. HCNs are less costly, in terms of both time and money. • Third-Country Nationals – TCNs bring a different and often broad experience to the organization. TCNs add an international outlook to the Resource Information Systems 4e. workforce. Kavanagh, Human 12 SAGE Publications, 2018. SELECTING GLOBAL MANAGERS: MANAGING EXPATRIATES • Success in selecting expatriates is difficult due the following factors: – The cultural environment of countries – Expatriate failure and its causes – Selection criteria and procedures for expatriates Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 13 CULTURAL ENVIRONMENT OF COUNTRIES • Country culture will have an effect on all of the activities and programs administered by HR. • Hofstede’s five dimensions on which the cultures of countries differ 1. 2. 3. 4. 5. education/human capital values/ideologies social structure religious beliefs communication Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 14 EXPATRIATE FAILURE AND ITS CAUSES • Defined as the return of an expatriate to the home country before the period of the assignment has been completed. • Two categories of costs: direct and indirect • Major factor affecting expatriate failure is the inability to adjust to the new situation and culture by the expatriate and her or his family. Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 15 WHY DO EXPATRIATES FAIL? • • • • • • • • Family adjustment Lifestyle issues Work adjustment Bad selection Poor performance Other opportunities arise Business reasons Repatriation issues Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 16 SELECTION CRITERIA AND PROCEDURES FOR EXPATRIATES • Two general categories: individual and situational • Individual – Technical ability – Cross-cultural suitability – language ability, cultural empathy, adaptability, and a positive attitude toward the assignment in the specific country – Family requirements – adjustment of the accompanying spouse/partner and children Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 17 SELECTION CRITERIA AND PROCEDURES FOR EXPATRIATES • Situational factors – Country/cultural requirements could include work permits and visas – Opportunity for the expatriate, spouse/partner, and the children to learn another language – MNE requirements could involve getting permission from the host country for the selection of any expatriate Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 18 TRAINING AND DEVELOPMENT OF EXPATRIATES • Purposes of expatriate training • To supplement the selection process and assist the expatriate and family to adjust to the new situation • Economic: the potential direct and indirect costs of expatriate failure relative to the amount of the investment is obvious. • Predeparture training • Repatriation training Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 19 EMPHASIS IN CROSS-CULTURAL TRAINING PROGRAMS • Expatriates must be clear about their own cultural background. • Expatriates must understand the particular aspects of culture in the new work environment. • Expatriates must learn to communicate accurately in the new culture. Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 20 TOPICS FOR PREDEPARTURE TRAINING FOR EXPATRIATES Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 21 TOPICS FOR PREDEPARTURE TRAINING FOR EXPATRIATES Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 22 TRANSFER OF TRAINING • The training methods would attempt to immerse the expatriate in the host country’s culture through assessment centers, simulations, sensitivity training, and extensive language training. • The use of the HRIS to analyze the success or failure of these training programs will enable the MNE to make more effective decisions about expatriates and their training in the future. Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 23 APPRAISING EXPATRIATE PERFORMANCE IN MNEs • What performance criteria should be appraised? – The specific job-related competencies of the expatriate manager – Three non-job-related qualities they need to possess to perform their role effectively • Possess cross-cultural interpersonal skills • To understand and have sensitivity to differences in norms, laws, and cultures • Capable of adapting to uncertain and unpredictable circumstances Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 24 APPRAISING HCNs AND TCNs PERFORMANCE IN MNEs • PCN managers need to be sensitive to cultural differences in appraising performance (e.g., in Japan, discussing the negative aspects of an employee’s performance may be taken as an insult). • Appraisals are used to determine pay increases and promotional decisions, training opportunities, and dismissal decisions for HCNs and TCNs. Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 25 MANAGING INTERNATIONAL COMPENSATION • Most complex but critically important function of the IHRM department • IHRM compensation manager must be aware of differences in taxation, labor laws affecting compensation and benefits, currency fluctuations, and cost-of-living differences within and between coun ... Purchase answer to see full attachment