Last Group(I.T. on Human Resource Management)

Summary:

In last topic that was discussed, we as a group found out that it is essential to relate our I.T. skills in Human Resource Management. Not just physical appearance but also the skills of an individual must be fulfilled. Many workers take importance of their appearance specially their attire, hygiene and looks. Even though it is also important, we must also consider our special skills. Once we have entered the world of work, we are expected do our best in every tasks that has given to us. We are also expected to upgrade our I.T. skills in this world of technology. As a human resource, our I.T. skills will help us on some view of work; communication skills, leadership skills and management skills.
In behalf of the group, I therefore conclude that I.T. skills will help us mold our character in the world of work and management.

Benefits and Compensation

BENEFIT


* Employee benefits typically refers to retirement plans, health life insurance, life insurance, disability insurance, vacation, employee stock ownership plans, etc. Benefits are increasingly expensive for businesses to provide to employees, so the range and options of benefits are changing rapidly to include, for example, flexible benefit plans.


*Benefits are forms of value, other than payment, that are provided to the employee in return for their contribution to the organization, that is, for doing their job. Some benefits, such as unemployment and worker's compensation, are federally required. (Worker's compensation is really a worker's right, rather than a benefit.)

Prominent examples of benefits are insurance (medical, life, dental, disability, unemployment and worker's compensation), vacation pay, holiday pay, and maternity leave, contribution to retirement (pension pay), profit sharing, stock options, and bonuses. (Some people would consider profit sharing, stock options and bonuses as forms of compensation.)

You might think of benefits as being tangible or intangible. The benefits listed previously are tangible benefits. Intangible benefits are less direct, for example, appreciation from a boss, likelihood for promotion, nice office, etc. People sometimes talk of fringe benefits, usually referring to tangible benefits, but sometimes meaning both kinds of benefits.

You might also think of benefits as company-paid and employee-paid. While the company usually pays for most types of benefits (holiday pay, vacation pay, etc.), some benefits, such as medical insurance, are often paid, at least in part, by employees because of the high costs of medical insurance.

*Employee benefits and (especially in British English) benefits in kind (also called fringe benefits, perquisites, perqs or perks) are various non-wage compensations provided to employees in addition to their normal wages or salaries. Where an employee exchanges (cash) wages for some other form of benefit, this is generally referred to as a 'salary sacrifice' or 'salary exchange' arrangement. In most countries, most kinds of employee benefits are taxable to at least some degree.




COMPENSATION


* Compensation includes topics in regard to wage and/or salary programs and structures, for example, salary ranges for job descriptions, merit-based programs, bonus-based programs, commission-based programs.

* Compensation is payment to an employee in return for their contribution to the organization, that is, for doing their job. The most common forms of compensation are wages, salaries and tips.

Compensation is usually provided as base pay and/or variable pay. Base pay is based on the role in the organization and the market for the expertise required to conduct that role. Variable pay is based on the performance of the person in that role, for example, for how well that person achieved his or her goals for the year. Incentive plans, for example, bonus plans, are a form of variable pay. (Some people might consider bonuses as a benefit, rather than a form of compensation.) Some programs include a base pay and a variable pay.

Organizations usually associate compensation/pay ranges with job descriptions in the organization. The ranges include the minimum and the maximum amount of money that can be earned per year in that role.

Employees have certain monies withheld from their payroll checks, usually including federal income tax, state income tax, FICA (social security) contributions, and employee contributions to the costs of certain benefits (often medical insurance and retirement).

SUMMARY OF CHAPTER 4: Job And Job Analysis

                    In this chapter , Its only about job applicants , job determinants , how an employee retained in their job. Job determinants are the one who is asking question to the applicant . In hiring an applicant the job determinants should know the information about them, to know if the applicant is qualified or not.

SUMMARY OF CHAPTER 3: Behavioral Resaerch

                   It deals with research relating to the behavior of people in their work relationships.

                   Types of variables used in behavioral research is one of the subtopic of chapter 3 , it discussed about the CRITERION or being predicted , such as job performance , job satisfaction, absenteeism or heart rate. The other one is PREDICTOR or the one used in predicting in criterion such as test scores , measures of physical characteristics or measures of other personal characteristics.
                   The types of measurement of variables is also discussed in chapter 3. To measure the predictors and criterion it requires a variables and there are 4 basic types of measurement or scales. First, Nominal Scale the categorical or level. ordinal scale , characterized the rank order. Interval scale the numerical difference, it has no absolute zero. Ratio scale , the Interval scale , the ratio scale does have an absolute zero.
                  

SUMMARY OF CHAPTER 2: Bases of Job related Behavior

                    In this Chapter , some of this topics are factors associated with difference in behavior , its all about the job that can be measured and witch is essentially evaluative it more focuses on the behavior of individual performing their jobs. It also discussed matching and mismatches of job. It says that if the employees are fit to their job or not. 

SUMMARY OF CHAPTER 1: Overview

             In Chapter 1 it discussed the following topics , the industrial Psychology , Development of Industrial, Modus Operandi of Industrial Psychology, Identification of Problems , The faces of industrial psychology and Industrial Psychology as a Science.
             We can learn here about the methods or procedure of how an applicant hired, so that we can understand more how the employers hired an applicant.
               The modus Operandi of industrial psychology tells us about what are the ways or process of working .. First, Identifying the problem , Second, Use of various methods of collection and analysis of relevant data, third , Findings results from this methods and associated analyses and last is the application of such findings to problem hand.

CHRISTMAS FOR SALE

Part I

Questions for Discussion

1. Why is Cirque du Soleil successful throughout the world? Why does the product transcend culture differences between countries?
     --Cirque Du loseil is successful because of it sensitivity , compromise and hunger for new experiences it is perquisite for  their success.
2. How do the cultural influences discussed in Figure 4–1 influence organizational behavior at Cirque du Soleil?
     -- Cultural influences discussed in figure 4-1 by explaining how cirque Du loseil become famous in the world and how they quickly found their entertainment form with out words the entertainer could bring the exotic to every corner of the world.
3. Why is it important for Cirque du Soleil to be a good corporate citizen? How does ethnocentrism relate to fulfilling this role?
     -- Ethnocentrism relate to fulfilling this role in understanding that to be successful in a world market one must be committed and sensitive neighbor . 


Part II


Generation Next Changes the Face of the Workplace

Questions for Discussion

1. Why is addressing this issue so important?  Shouldn’t workers adjust to meet the needs of their employers?

   -- Addressing this issue is important for the employers  to know the needs and what are the potential of the employees .

  -- workers should adjust , for them to work comfortably with their employers. 

2. What can employers who can’t afford such extensive programs as the Deloitte organization do to address the changing preferences of their younger workers?  What would you like to see your employer or prospective employer do to address your wants and needs to retain you?

  

  -- The employers should try to adapt to the younger worker preferences.

  --  For me i like to see that my employers know what's my potential , for me to do my job better.

Part III

Destination CEO: Clarence Otis: Darden Restaurants

Questions for Discussion

1. What prepared Clarence Otis for his position as CEO of Darden?

    --  He found that he liked the financial aspects of the business better than the legal side . Otis change  his career to that of an investment banker. He moved to Darden as a treasurer. Eventually Otis become the CFO and advanced to the role of CEO.

     

2.  According to Otis, what is the key area for success for employees at the Darden company?

    -- According to Clarence Otis, to remain relevant is the key for success for employees at the Darden company .

Part IV
One Smooth Stone

Questions for Discussion

1. How much of a part can values truly play in the success of a company like One Smooth Stone?

   -- Values is very important in Smooth stone , because of it they are very selective in who they hire , ensuring their vendors , thats why the Smooth Atone is successful.

2. What characteristics of One Smooth Stone make it necessary to have a flat and decentralized structure as opposed to a rigid, command and control hierarchical structure?   

   --The  characteristics of one Smooth Stone to make it necessary to have a flat decentralize structure as opposed to rigid command and control hierarchical structure is they hires highly skilled and empowered workers to work in teams on customized client projects , these employees work in an decentralized and relatively  flat organizational structure . This is necessary to fulfill the frequently changing and adapting needs of their client.

Part V

Leadership: Making Decisions during Hurricane Katrina

Questions for Discussion

1. What model of decision making did the Sisters of Holy Angels have to rely on to guide them through thee hurricane tragedy? 

  -- The model of decision making that the sisters did is the Leadership under extreme conditions of duress.

2. What part do you think intuition and creativity played in each of the Sisters’ stories?  Explain how.

  -- Sylvia Thibodeau, she's not aggressive person but she was able to muster the courage necessary to decide to speak up on behalf on her ailing sisters. 

  -- Mary Kay Kinberger, when she lead the soldiers in prayer to help those who were the first respondents of the search and rescue efforts in New Orleans.

  -- Beth Fitzpatrick, When she said that they must not move to quickly through tenacity and tremendous effort, they were able to find housing for over50 sisters who were no longer able to reside in New Orleans. 

   -- Dorothy Trosclair, when she says that the heart of leadership takes time and they did not have time the decisions covering evacuating and who would go where were made by their leadership team in a matter of 5minutes.