Thursday's Class

Thursday we discussed salary differences in the workplace. Most people feel pretty strongly about their salary. I told my group about how women make less money, possibly because they are less likely to ask for a raise. This is so simple to the men in our group. They all said, well just ask for one. But I think women are so analytical sometimes. They stew way to much of what people will think and how they should do it. I think this trait is good as far as using tact in other areas of the workplace, but when the timing is right, I think the men are right. We need to learn to ask, or we will just keep getting less, and complaining about our lower compensations at our jobs. It's partly our own fault...

Chapter 11, Pay Structure

In this chapter it talked about Pay Structure. This is a really big deal to just about everyone. However, women don't tend to ask for raises as much as men. Why is this? Perhaps it is because women are more passive as a general personality trait, and more willing to accept what is offered, rather than push. The other reason could be that even though men and women both work, men still tend to be seen and depended on as the "bread-winner". If a woman doesn't make enough money, she can depend on her husband, if she is married. If a man does not make enough, sometimes he is the only one supporting the family. The reverse is not as often the case. What can we do to improve this for women? According to the book we can train them to ask for raises. Personally I have never asked for a raise, unless prompted to.

Chapter 10 Review

In class today, we talked about Employee turnover and reviewed for the Test. With Employee terminations/layoffs, I liked the idea that someone brought up about allowing employees to give feedback when leaving the company, either in verbal form or by doing it online. I think this not only lets the company know about some things they can do better or may want to be aware of, but it also lets employees to get some closure. I would really have loved to have been able to do this at one of my jobs.

Chapter 10, Separating and Retaining Employees

This chapter hits close to home for most of us. We have all either been laid off, fired, or are close to someone who has. It is not a wonderful experience, but it can be done tactfully and appropriately. I liked the descriptions the book has of appropriate things to consider when terminating an employee: Outcome fairness, Procedural justice, and Interactional Justice. When all of these things are considered, the departing employee will have minimal problems, in most cases. On the other end of the spectrum, is there such a thing as wrongful discharge to the person being discharged? I don't think I know a single person who said, yes I deserved to get fired. They always turn it around and blame the employer, or say they deserved another chance. As long as they can find something wrong that the employer did, this eases their conscience about losing their job. However, if the Human Resource personnel can find a way to spare their feelings as much as possible and spell out exactly why they are being terminated, then any repercussions the employer may experience, can more likely be avoided.

Chapter 9, Planning for the Future

This chapter was more interesting than the others because it deals with dreams that everyone has to become successful at their job. It even gave tools and inspirational examples of how to get there. Some managers are not good at managing, but the good news is that they can be. I had always thought that managing was only for certain people, and it's true that some people have a knack for it, but with the proper preparation from the company, and even some mentoring and coaching along the way or during transition, a person who is bad with people but understands the scope, and technical skills, can become good at people skills. My husband is one of those people who is very motivated toward sales jobs. He has experienced management positions but some people feel he was not a good manager because of his demanding type of leadership. Is it possible for him to change and be even more successful at sales through leading his employees? After reading this chapter I think anything is possible.

Employee Training Summary

Most people in the class concurred that employee evaluations aren't very effective for the employee. In our group we discussed how a combination of methods was a great way to give management a feel for how much an employee needs to be rewarded, while also allowing the employee to get some constructive suggestions, and even put in some feedback themselves.

Employee Performance, Chapter 8

This chapter discussed a lot of aspects of Human Resources that we don't think about often. Generally employee evaluations only come up every 6 to 12 month at most companies, if that. I think the companies who take the time to actually do an evaluation and base your salary increase on how well you perform are benefiting their company greatly. So what type of evaluation is the best? All of them; a collective evaluation involving Behaviorally anchored rating scale, behavioral observation scale, and organizational behavior modification all in one combined method could be a way to rate everyone fairly. Speaking of collective feedback, I also feel that the 360 degree performance appraisal is a great way to allow employees and management to evaluate themselves and each other.

Super food and Super training!

In class this time we had a speaker from Tahitian Noni come and explain how important training for jobs is, especially sales jobs. This made a lot of sense to me because my husband is in sales. The more you put into training, the more you're going to get out of it. He shared some of their delicious candy with us, which I have never had before. It really is a good product. I can see why they are successful having such great employees and healthy alternatives for your diet.

Chapter 7, Training

This chapter talked about Training Employees. This generally falls on the Human Resource Department. I noticed a lot of companies will outsource their training. I have been trained for a company this way as well. I now realize that I don't remember a single thing they taught me at my outsourced training. But, years later I still remember the hands-on training that I got when I actually started the job. I remember how to do those things because they were really in front of me and you learn by doing. I don't think outsourced training is as effective as in-house training. If companies are trying to save money then they are doing it the wrong way. The best way to save money on training new employees is by letting them learn it right there on the job. That's where they really learn it anyway. Anything additional that's outside of what they'll really be doing (other than explaining rules and expectations) is just a waste of time and money.

Chapter 6 Discussion

One person in my group made a really good point about employee selection, that you can't submit a picture of yourself on your resume anymore these days. What are the reasons? Because of discrimination and reverse discrimination lawsuits. If an employer can't see what you look like then they can't judge a book by it's proverbial cover. Well, if this is the case, then what's to stop them from looking up a picture of you on the internet? A repeat my reasons for the need for HR laws about "spying" on prospective employees. Just because someone appears to be goofing off on a personal website that they assume only friends and family will look at, that does not mean they will be a bad employee. I know there are extreme cases, but can you really draw the line where there is no line available on the internet...