HR Processes and Functions - Business Finance
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 ...
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Summarize the advantages and disadvantages of using an Internet site as means of collecting data for psychological research (Comp 2.1) 25.0\% Summarization of the advantages and disadvantages of using an Internet site as means of collecting data for psych
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Compose a 1
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effect relationship becomes more difficult—as the researcher cannot enact total control of another person even in an experimental environment. Social workers serve clients in highly complex real-world environments. Clients often implement recommended inte
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One thing you will need to do in college is learn how to find and use references. References support your ideas. College-level work must be supported by research. You are expected to do that for this paper. You will research
Elaborate on any potential confounds or ethical concerns while participating in the psychological study 20.0\% Elaboration on any potential confounds or ethical concerns while participating in the psychological study is missing. Elaboration on any potenti
3 The first thing I would do in the family’s first session is develop a genogram of the family to get an idea of all the individuals who play a major role in Linda’s life. After establishing where each member is in relation to the family
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Note: The requirements outlined below correspond to the grading criteria in the scoring guide. At a minimum
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Use the bolded black section and sub-section titles below to organize your paper. For each section
Losinski forwarded the article on a priority basis to Mary Scott
Losinksi wanted details on use of the ED at CGH. He asked the administrative resident