Hr Management
Comments
Content
Chapter 9 Human Resource Management
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.1 ©2005 Pearson Education Canada, Inc.
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.2 ©2005 Pearson Education Canada, Inc.
The integration of all processes, programs, and systems in an Human Resource Management organization that ensure staff are acquired and used in an effective way
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.3 ©2005 Pearson Education Canada, Inc.
Strategic Human Resource Management (Exhibit 9-1)
HR planning Recruitment Selection Organizational and work design Training and development Performance review Compensation Labour relations
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.4 ©2005 Pearson Education Canada, Inc.
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?
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.5 ©2005 Pearson Education Canada, Inc.
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
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.6 ©2005 Pearson Education Canada, Inc.
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
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.7 ©2005 Pearson Education Canada, Inc.
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 Relationship between union and employer Not all organizations are covered by Labour Relations
Labour relations
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.8 ©2005 Pearson Education Canada, Inc.
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
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.9 ©2005 Pearson Education Canada, Inc.
Human Resource Planning
Assessing Current Human Resources Assessing Future Human Resource Needs
Developing a Program to Meet Needs
FOM 9.10
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.
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.11 ©2005 Pearson Education Canada, Inc.
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
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.12 ©2005 Pearson Education Canada, Inc.
Internal Searches
School Placement
Employee Referrals
Employee Leasing
Recruitment Sources
Temp Services
Employment Agencies
Advertisements
FOM 9.13
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
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.14 ©2005 Pearson Education Canada, Inc.
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
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.15 ©2005 Pearson Education Canada, Inc.
Reliability
Degree to which selection tool measures the same thing consistently Can be a test or an interview Same questions need to be asked.
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.16 ©2005 Pearson Education Canada, Inc.
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.
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.17 ©2005 Pearson Education Canada, Inc.
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
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.18 ©2005 Pearson Education Canada, Inc.
Common Types of Interviews
Non-directive
Most Latitude Questions are open ended This can get you into trouble As about a situation you have experienced. Panel Situational
Behavioural Description
Structured
Why is a Situational Analysis Good.
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.19 ©2005 Pearson Education Canada, Inc.
Interview Questions
Lets come up with some interview questions!
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.20 ©2005 Pearson Education Canada, Inc.
Written Tests
Intelligence General aptitude Ability Interest
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.21 ©2005 Pearson Education Canada, Inc.
Reference Checks
Potential employer seeks to verify information Important to have well-constructed questions Can you Outsource This? How far can you dig?
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.22 ©2005 Pearson Education Canada, Inc.
Your Hired
Now What? Most Important Stage
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.23 ©2005 Pearson Education Canada, Inc.
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 Familiarization to Organization and its Values
Improved Success On the Job Minimizes Turnover
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.24 ©2005 Pearson Education Canada, Inc.
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
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.25 ©2005 Pearson Education Canada, Inc.
Employee Training
What deficiencies, if any, does job holder have in terms of skills, knowledge, abilities, and behaviours? Is there a need for training? What are the strategic goals of the organization?
What behaviours are necessary?
What tasks must be completed to achieve goals?
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.26 ©2005 Pearson Education Canada, Inc.
Training
Can you Train Someone out of a job?
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.27 ©2005 Pearson Education Canada, Inc.
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
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.28 ©2005 Pearson Education Canada, Inc.
Performance Review Methods
Written Essay
Critical Incidents
Graphic Rating Scales
BARS
Multiperson
MBO
360-Degree Review
FOM 9.29
If Performance Falls Short
Train Discipline Coach Out the Door
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.30 ©2005 Pearson Education Canada, Inc.
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
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.31 ©2005 Pearson Education Canada, Inc.
Factors That Influence Compensation
Employee’s tenure and performance
Size of company
Company profitability
Kind of job performed
Geographical location
Level of Compensation and Benefits
Kind of business
Management philosophy
Labour- or capital-intensive
Unionization
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.
FOM 9.29
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 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
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.33 ©2005 Pearson Education Canada, Inc.
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
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.34 ©2005 Pearson Education Canada, Inc.
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
Robbins et al., Fundamentals of Management, 4th Canadian Edition FOM 9.35 ©2005 Pearson Education Canada, Inc.
Sponsor Documents