Chapter1 Strategy: the strategy s purpose is used to keep a position of advantage by increasing an organisations strengths and decreasing its

weaknesses. The types of strategy: 1) Growth: an organization can expand either though internally generated growth or through acquisitions, mergers or joint ventures. 2) Retrenchment: the emphasis of retrenchment is on performance improvement by increasing productivity, cost cutting, downsizing and selling or short down business operations. 3) Stability: this is a neutral strategy that tries to maintain the existing situation by pursuing established business objectives. A combination of growth, retrenchment and stability International strategies 1) A global strategy 2) A multidomestic strategy 3) A transnational strategy Strategy HRM objectives and plans: Strategic HRM objectives and plans can be linked to strategic organization objective. It related to 1) Cost containment 2) Customer service 3) Organizational effectiveness 4) Social responsibility 5) Integrity All strategic HRM objectives and achievements must be evaluated how they contribute to the achievement of the organizations strategic business objectives. This means that they must: 1) Be measurable 2) Include deadline dates for accomplishment 3) Identify and involve the key stakeholders and HR customers to ensure the necessary cooperation 4) Nominate the individuals of parties responsible for implementation HR planning: HR planning is better described as employment planning. The purpose of HR planning is to ensure that a predetermined number of persons with the suitable knowledge, skills, and abilities are used for specified time in the future. Approaches to HR planning The quantitative approach: trend projection, econometric modelling and multiple predictive techniques The qualitative approach: Delphi technique and the nominal group technique Chapter 3

1. What is job analysis? Before recruiting for a new or an existing position, people need to define clearly the nature and purpose of the role and the needed skills. Job analysis is the first stage in this process. It involves asking questions and gathering information to identify the key elements of the job and the required characteristics of the post-holder. This analysis forms the basis of the job description and person specification. 2. Components of job analysis? Job content Job requirement Job context 3. Approaches to job analysis There are two basic approaches to job analysis: A job-oriented (or task) approach An employee-oriented (or behavior) approach. 4. When to analysis a job Job analysis must keep up with job changes, but it is not possible to identify precisely how often a job should be reviewed. There are three timing for job analysis, When a organization started and the job analysis program is started When a new job created When a job changes as a result of new method and new technology;

5. Why should I carry out a job analysis? Job analysis provides information for human resource development and management. This information can help for performance appraisal, recruitment, payment design and management in the organization. And the information also can help individuals of the organization to find problems and improve performance in the job process. The job analysis is the necessary step of Organizational Analysis. Chapter 17 18 Employee health and safely The importance of a safe and healthy accidents and illness result in physical and mental suffering and are a major cost for employers and the community because of the loss of experienced workers, increased premiums for workers compensation insurance, decreased morale, lower productivity, reduced job satisfaction and increased labour turnover. Create work environment people go home happy when they know they have a safe workplace. Managers believe that appointing a health and safety officer is sufficient and absolves them from any further responsibility. Occupational health and safety is a necessary and fundamental aspect of any

productive organization. The importance of top management commitment cannot be overstated. Management us serious about safety and when employees observe this, they adopt the same attitude. Management health and safety responsibilities: 1. Motivating employees to be h&s conscious. 2. Ensuring compliance with h&s laws and regulations. 3. Monitoring OHS performance 4. Providing a safe and healthy work environment. 5. Educating employees about h&s issues 6. Training employees to perform their duties and responsibilities in a h&s way. Current h&s issues terrorism, sexual harassment, smoking, substance abuse, obesity, violence in the workplace, work-family conflict. Stress work factors: work load, shift work, interpersonal relationships, change, organizational climate, physical environment, role ambiguity. Person factors: needs, types of behavior. External factors: economic conditions, government laws and regulations, travel, community values, crime, personal and family affairs. Management stress relaxation, exercise, diet, talk, planning and time management. Managing diversity Diversity refers to the co-existence of people from various socio-cultural backgrounds within the company. Diversity includes cultural factors such as race, gender, age, colour, physical ability, ethnicity, etc. Diversity includes all groups of people at all levels in the company. Diversity requires a type of organizational culture in which each employee can pursue his or her career aspirations without being inhibited by gender, race, nationality, religion, or other factors that are irrelevant to performance. Managing diversity means enabling diverse workforce to perform its full potential in an equitable work environment where no one group has an advantage or disadvantage. The characteristics are age, health, gender, cultural background. The manager should ensure that no employee is discriminated against on any of these characteristics and should identify ways in which this differences can be mobilized to enhance organizational success. Diversity has been categorized in three dimensions: demographic (gender, ethnicity, ethnicity, age) psychological (values, belief, knowledge) organizational (occupation tenure, hierarchical level). HRM approaches major approach relate to the nature of the socioeconomic and regulatory environment in which organizations operate, the role of HRM systems in applying HR policies, the development of corporate culture that value difference and promote values as a means of culture inclusion, and the level of leadership vision, commitment and accountability throughout the organization. HRM roles strategic level unique role in influencing organizational boards and seniors officers and in specifying and building the desired organizational culture that focuses on diversity. Managerial level HRM supports the philosophical principles of diversity management by formulating integrating and implementing HR policies that acknowledge the value of individual workers. Operational level HRM diversity management involves face-to-face contact with individual employees and the provision of support service such as counselling and grievance resolution. Levels of DM management individuals the majority of workers are well intentioned in their approach to dealing with those who are different from them in term of race, gender, age, physical ability and sexual orientation. Diversity-oriented leadership HR manager must engage senior management to commit to, and be accountable for, diversity management. Otherwise, efforts to develop effective work relationships among people with different backgrounds will fail. In order to obtain commitment all levels of the organization, senior and middle managers have a primary responsibility for ensuring progress on diversity issues. The leadership role is important

because executives have more formal power and authority and wider spans of authority and responsibility. HRM-directed diversity officers and their staff have a crucial role to play as facilitators of the diversity change process. Culture: many efforts have fallen short of the intended outcomes because they have failed to address the organizational culture and the climate for diversity. Culture and climate present very different perspectives of the organization environment and employee behavior. On the one hand, in relation to organizational culture, the role of HRM is one of assisting with strategic planning. In relation to organizational climate, the role of HRM is one of coordinating the persistent sets of perceptions and characteristics held by members of the organization. Inclusive workplace We believe our success is tied to maintaining and enhancing an inclusive culture at Agrium. This means people are valued because of, and not in spite of, their differences. Diversity is a collective mixture of visible differences and similarities such as age, gender or race and not-so-visible dimensions such as culture, work style, lifestyle or education. We build a respectful climate where we value diversity, leverage all talents, hear all perspectives and strive to recognize and develop each person to their full potential. We encourage our employees to be accepting of all and we take violations of our Code of Business Ethics very seriously. At Agrium, we believe all employees are responsible for creating a fair and equitable environment that will foster trust and a fair sense of accomplishment. Cross-culture diversity