Mors 200 Arts Final - Klicker Chapter 17 - Human Resources
Personnel costs typically account for 18–26% of a funeral home's revenue. This includes wages, benefits, training, and other employee-related expenses, making it one of the largest operational costs in the business.
Personnel costs
Between 18-26% of a funeral homes revenue.
Key Terms
Personnel costs
Between 18-26% of a funeral homes revenue.
Employee manuals should Include…
Mission statement
Probationary period (benefits)
Work hours (lunch/breaks)
Time off
Vacation
Sick days
Holidays...
Job description
Document listing major responsibilities and tasks of a job
Give job title, supervisory person the employee reports to, qualifications, specif...
Job analysis
Process of determining critical components of a job for selecting, training, and rewarding personel
Ways to recruit
News paper
Colleges and programs
Ads in publications
Employment agencies
Colleagues
Supplier representatives
Questions that CANT be asked during interview
Maiden name
Ever arrested
If citizen
Age
Lawsuits with previous employers
Marital status
Any kids
HIV?
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| Term | Definition |
|---|---|
Personnel costs | Between 18-26% of a funeral homes revenue. |
Employee manuals should Include… | Mission statement Probationary period (benefits) Work hours (lunch/breaks) Time off Vacation Sick days Holidays Salary, overtime, reviews Fringe benefits Physical exams Operational practices Staff communications Staff development, continuing education Responsibilities Appearance and attire Sexual Harassment Policy Smoking policy OSHA, grievance procedures EPA Confidentiality |
Job description | Document listing major responsibilities and tasks of a job Give job title, supervisory person the employee reports to, qualifications, specific details about the position, answer any questions about the job that might arise. Foundation on which every good employee-employer relationship develops Never a static document (can be added to or subtracted from) |
Job analysis | Process of determining critical components of a job for selecting, training, and rewarding personel |
Ways to recruit | News paper Colleges and programs Ads in publications Employment agencies Colleagues Supplier representatives |
Questions that CANT be asked during interview | Maiden name Ever arrested If citizen Age Lawsuits with previous employers Marital status Any kids HIV? Disabilities Birthplace Credit rating Military discharge Requiring photo Race Religion Gender |
During reference checks | Use previous employers, associates and customers Advise the person you’ve contacted that the applicant is aware of the employment check Assure them of strict confidentiality |
Good orientation programs can.. | Reduce start up costs Reduce anxiety Reduce turnover Save employees time Develop realistic expectations and attitudes. |
3 Main Reasons Orientation Programs Fail | The program was not planned The employee was not made aware of the job requirements The employee did not feel welcome |
Evaluation period | First 90 days Use employment agreement and employee handbook Desision about full time employment is made Legally acceptable to terminate an employee that does not fit standards as long as this was designated. |
Required documentation for Termination | Written polices Oral and written suspension before termination Have an employee handbook? Specific form of disciplinary action |
Sections Included on Disciplinary Action | The company policy that was violated The specific details of the violation, witnesses, location, date, time. The discipline to be given. “A continuation of this violation will result in…” The corrective action the employee should take to prevent this from occurring again A comment section, where the employee can state his/her thoughts on the discipline involved. A signature line for both employee and immediate supervisior and date for each If the employee wants a union representative (if unionized), written statement if refused. If anything is added to the form that falls below singature lines, all parties present must sign the addition. Ask employee to write their version and sign it, regardless of what he includes if union representative is present, have another management person take notes of the meeting or simply sitting there as a management witness. |
Resigning | Read employee instruction manual or company handbook to see how much notice is necessary. If not specified- between 2 and 4 weeks Stay quiet about your decision- people love gossip Place formal resignation in writing and personally present it to your manager. Date the letter the same day as your meeting. Word-process your letter with your name, address, telephone, and e-mail address. In simplest form- name, date, person it is addressed to, notice of termination of employment, when it is effective, signature. Use simple, straight to the point sentences. Finish up and complete outstanding sales, jobs, or unfinished projects, personally talk with coworkers, collect reasonable settlement of salary, comission payments, holiday and sick pay Do not take copyright or privleged information with you |
Title VII of civil rights act of 1964 (ammended in 1972 and again in 1970 by Pregnancy Discrimination Act) | Outlaws discrimination of race, religion, sex, pregnancy, national origin jurisdiction is: employers with 15 or more employees; unions with 15 or more members; employment agencies; union hiring halls; institutions of higher education; federal, state, and local governments. |
Age discrimination in employment act of 1967 | Can’t discriminate for those over 40. For employers with 20 or more employees; unions with 20 or more members; employment agencies; federal, state, and local governments. |
Equal pay act of 1963 | Based on sex of worker. Employers engaged in interstate commerce, federal, state and local govts. |
Rehabilitation act of 1973 | Can’t discriminate against handicaps of workers who could do the job with employer accommodation. Section 503 covers Federal Government contractors with contracts of $2,500 or more. |
Vietnam vets readjustment act of 1974 | Can’t discriminate against Vietnam vets. Jurisdiction: Federal Government contractors with contracts of $10,000 or more. |
Americans with disabilities act of 1990 | Can’t discriminate against qualified individual with disability Jurisdiction: Covers firms with 20 or more employees for the first 2 years after the law is in effect; after that, firms with 15 or more employees will be covered. |
Fair labor Standard act (Wage and hour) | Minimum wage and overtime 💰1 and one half overtime pay beyond 40 hours worked in a week Ammended by Equal pay act (1963) Jurisdiction: All business are covered under federal and/or state legislation. Determination of rate (yearly, monthly, weekly, hourly) |
Immigration reform act of 1987 | Outlaws non documented people from employment Jurisdiction: covers all employers |
Bonafide occupational qualification (BFOQ) | Absolutely necessary for the job. Allowed to discriminate. Sought and granted on case by case basis (ABFSE). |
5 most common factors in FH employee turnover | Lack of appreciation (the main cause) Failing to value employee Paying low salary Fail to resolve conflicts between employees or between employees and management Assigning heavy work load |
Penepent (2006) Reports the Following Reasons for Attrition in Funeral Service | Poor treatment of employees by management and funeral home owners. Lack of just compensation and benefits Constant demands on the profession by the public and management Long hours and a disproportionate work/like ratio Psychological demands to which funeral directors are subjected to daily. |
Penepant reports that 5 years after mortuary school, graduates… | Only 50% are still working in the field 25% follow career to retirement |
Eugene Ogrodnik Explains that Employees want a job that Provides Recognition, Advancement, and Personal Growth and may Leave for the Following Reasons: | Boredom No participation in company decision making Lack of authority to make a decision Role ambiguity Lack of advancement opportunity Lack of recognition by management Lack of reward for superior performance Conflicts with peers or management |
Dr. Gordon Bigelow | Starting pay for a funeral director should be the same as a starting salary for a teacher Retaining the new employee will depend partly on how the salary is adjusted annually. COLA (Cost of living adjustment)- Annual increases that at least keep up with inflation should be considered absolutely routine and should be tied to satisfactory performance. Outstanding performance considerations- merit to increase base salary, annual bonus, other localized benefits for exceptional performance. Effective employees should feel valued, appreciated, and rewarded Salary is the single most visible ingredient of impact Compensation benefits- made clear at the time of hire For long-term employees, compensation benefits above and beyond salary may be what determines whether or not the individual begins to look around for new opportunities. |
Most important things for an employee | Benefits Compensation Feeling safe Job security Flexibility to balance work/life issues Communication between employees and senior management Ralationship with immediate supervisor Management recognition of employee job performance Opportunities to use skills/abilities The work itself Overall corporate culture Autonomy and independence Career development opportunities Meaningfulness of job Variety of work Career advancement opportunities Contribution of work to organization's business goals Organization's commitment to professional development Job-specific training Relationship with co-workers |
Hours | Understand that this service is 24 hours a day, 7 days a week, 365 days per year Unpredictable hours always appear on the list of reasons men and women leave this profession. Distribution of hours- staff functions as a team (including supervisor and manager) with each member working an equal share of total hours, including weekends and evenings. If it is uneven the employment gives way to feelings of exploitation and moral soon crumbles. Use of after-hours call services- depends on local conditions. Some firms use call centers and send firms employees, some use a service for calls and removals. Firms with less than 100 calls a year- experience downtime or periods where there is no need to have licensed personnel at work, leaving more opportunity for employees to participate in community service projects- this can be a positive retention tool and create a positive public relations image for the firm and the employee Imperative that employees receive all the free time that they have earned |
Fringe Benefits | Health insurance Dental insurance Life insurance Paid vacation Paid holidays and personal days off Retirement/401K plans Paid continuing education Paid license renewal Profit sharing Bonuses Company car/car expenses Career ladder |
Arrive to work in time Be dressed in the required manner Make your boss look good- do a great job and dont worry who gets credit Concentrate on customer service Learn to understand what gets points with your boss Demonstrate loyalty and committment Try not to be a braggart Remember that recognition comes more often as a by-product of going the extra mile than as a result of self-promotion. | Impressing Your Boss |
Maslows needs | Physiological- air, water, food, sex Security- safety, order, freedom from fear or threat Social (Belongingness and love)- love, affection, feelings of belonging, human contact Esteem- self-respect, self-esteem, achievement, respect from others Self actualization- need to grow, feel fulfilled, realize one's potential Fun fact: Abraham Maslow was such a cocky dickhead that he believed he reached self actualization so he made another hierarchy (that he also achieved) so that no one could be as cool as him. |
Theory X Douglas McGregor | People need to be controlled because everyone hates their job and won't do it unless they're yelled at all day. inherently dislikes work and will avoid it if possible Must be coerced, controlled, directed, treatened with punishment to get them to perform effectively Lacks ambition, avoids responsibility, seeks security and economic rewards above all else Lack creative ability and are resistant to change Self-centered- not concerned with the goals of the organization |
Theory Y Douglas McGregor | People will work hard on their own, work is rewarding and people seek out responsibility. expenditure and mental effort in work is as natural as play or rest Self-direction and self-control in the service of objects to which they are committed Committment to objectives is a function of the rewards associated with achievement. Average person leards, under proper conditions, not only to accept but to seek responsibility Capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational probelms is widely, not narrowly, distributed in the population. |
Hertzberg two factors INTRINSIC | Motivators. achievements recognition the work itself responsibilities advancement |
Hertzberg two factors EXTRINSIC | Hygienes company policy supervision salary interpersonal relationships working conditions |
Job Satisfaction and Dissatisfaction- Hertzberg | Not opposites but two separate dimensions. Extrinsic factors such as inadequate pay, incompetent supervision and dirty working conditions may lead to dissatisfaction Hygienic (intrinsic)- measures as higher pay and human relations training for mangers, these will not make workers satisfied; rather, they will make work more tolerable, but won't necessarily raise the level of motivation or productivity. |