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FOM 9.1Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Chapter 9Human Resource Management


Human Resource Management

The integration of all processes, programs, and systems in an

organization that ensure staff are acquired and used in an effective

way


Strategic Human Resource Management (Exhibit 9-1)

HR planningRecruitmentSelectionOrganizational and work designTraining and developmentPerformance reviewCompensationLabour relations


Strategic Importance of HRM Can establish an organization’s sustainable

competitive advantage Shortfall of 500 million workers

Requires fundamental change in how managers think about employees Partners and Investments

Need to consider outsourcing certain HR transactions But then what does the HR dept. do?


Legal Environment of HRM Federal and provincial governments

influenced HRM through laws and regulations Huge increase in this since 1960’s

Employers must ensure that managers understand their obligations and comply

Four primary areas of employment legislation Lets look at the Main One


Human Rights Legislation Has the most impact on HR decisions Protects individuals and groups from

discrimination Protects employees from harassment--

both workplace and sexual Consider the time, (which translates to

money), that managers spend on HRL


Other Employment Legislation Employment standards

Basic or minimum employment conditions in an organization

Minimum wage, hours of work, OT pay Health and safety

Healthy and Safe work Environment On the Job Injuries

Labour relations Relationship between union and employer Not all organizations are covered by Labour

Relations


Global Laws and HRM Laws and regulations are not the same

throughout the world Working Conditions, Pay, H&S

Important for manage to know the legislation in the country in which they are working


Human Resource Planning

Assessing FutureHuman Resource

Needs

Assessing Current Human Resources

Developing aProgram to Meet

Needs


HR Planning We have found the gap, how do we fill

this void? How much time should we spend on

identifying the right person? Lets follow the trail of what it takes to

hire a new team member in an oganization.


Recruitment

Process of locating,

identifying, and attracting

capable candidates Can be for current or

future needs Critical activity for some

corporations. What sources do we use

for recruitment


RecruitmentSources

InternalSearches

EmployeeReferrals

EmployeeLeasing

TempServices

EmploymentAgencies Advertisements

SchoolPlacement


Selection

Prediction exercise Thus, Not Perfect

Decision-making exercise

Purpose is to hire the person(s) best able to meet the needs of the organization

Tied Back to Strategy


Selection Are there ways that managers can

ensure that the decision achieves the desired outcome? (time and time again) Yes, use HR Tools which are Reliable &

Valid


Reliability

Degree to which selection tool measures the same thing consistently

Can be a test or an interview Same questions need to be asked.


Validity

Relationship between selection tool and appropriate criterion

What a selection technique measures and how well it measures

Must be proven and relevant to job Eg: keyboarding skills for data entry clerk.


The Effectiveness of Interviews Prior knowledge about an applicant Attitude of the interviewer The order of the interview Negative information The first five minutes The content of the interview The validity of the interview Structured versus unstructured interviews


Common Types of Interviews Non-directive

Most Latitude Questions are open ended This can get you into trouble

Behavioural Description As about a situation you have experienced.

Structured Panel Situational

Why is a Situational Analysis Good.


Interview Questions Lets come up with some interview

questions!


Written Tests Intelligence General aptitude Ability Interest


Reference Checks Potential employer seeks to verify

information Important to have well-constructed

questions Can you Outsource This? How far can you dig?


Your Hired Now What? Most Important Stage


Familiarization to Organization and its Values

Improved Success On the Job

Minimizes Turnover

Orientation Process to introduce new employees to

organization Familiarize new employee to job and

work unit Help employee to understand values,

beliefs, and acceptable behaviours


Training and Development Learning experience that seeks

relatively permanent change Involves changing skills, knowledge,

attitudes or behaviours Training tends to be done for current job Develop usually means acquiring skills

for future work


Employee Training

What deficiencies, if any,does job holder have in terms of skills, knowledge, abilities, and behaviours?

What behaviours are necessary?

Is there a need fortraining?

What arethe strategicgoals of theorganization?

What tasks mustbe completedto achievegoals?


Training Can you Train Someone out of a job?


Performance Management

Integration of management practices that includes a formal review of employee performance How often should this take place?

Includes establishing performance standards and reviewing the performance

Means to ensure organizational goals are being met


MultipersonGraphic

Rating Scales

CriticalIncidents

WrittenEssay

BARS

Performance Review Methods

360-DegreeReview

MBO


If Performance Falls Short Train Discipline Coach Out the Door


Compensation Management

Process of determining cost-effective pay structure

Designed to attract and retain

Provide an incentive to work hard

Structured to ensure that pay levels are perceived as fair

Factors That Influence Compensation

Unionization

Level ofCompensation

and Benefits

Employee’stenure and

performance

Kind of jobperformedSize of

company

Managementphilosophy

Kind ofbusinessGeographical

location

Labour- orcapital-intensive

Companyprofitability

FOM 9.29

Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Source: Management, Seventh Canadian Edition, by Stephen P. Robbins, Mary Coulter, and Robin Stuart-Kotze, page 274. Copyright © 2003. Reprinted by permission

of Pearson Education Canada Inc.


Employee Benefits Indirect financial rewards Designed to enrich employees’ lives Vary widely in scope Costs range from 30% to 40% of payroll

costs


Health and Safety Employers are responsible for ensuring

a healthy and safe work environment Employees are required for follow

instructions and any legal requirements Workplace violence is a growing

concern


Labour Relations Relationship between union and employer Union functions as the voice of employees Collective bargaining is a process to

negotiate terms and conditions of employment

Bargaining produces a written document called a collective agreement

Hr slide 7

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