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HRM Fundamental

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Planning Ahead Chapter 12 Stud !uestions

"h do people ma#e the di$$erence%

"hat is strategic human resource management%

Ho& do organi'ations attract a (ualit &or#$orce%

Ho& do organi'ations de)elop a (ualit


&or#$orce%

Ho& do organi'ations maintain a (ualit


&or#$orce%
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Stud !uestion 1+ "h do people ma#e
the di$$erence%

Human capital is essential to an


organi'ation,s long-term per$ormance
success.

.rgani'ations per$orm better &hen the


treat their emploees better.

Human resources are #e to organi'ational


success or $ailure.
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Stud !uestion 1+ "h do people ma#e
the di$$erence%

0uilding high per$ormance &or# en)ironments depends on


ha)ing people &ith the $ollo&ing (ualities+
1
"or# ethic
1
Ambition and energ
1
2no&ledge
1
Creati)it
1
Moti)ation
1
Sincerit
1
.utloo#
1
Collegialit and collaborati)eness
1
Curiosit
1
3udgment and maturit
1
4ntegrit
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Stud !uestion 2+ "hat is strategic human
resource management%

Ma6or human resource management responsibilities+


1
Attracting a (ualit &or#$orce
7
Human resource planning8 recruitment8 and selection
1
9e)eloping a (ualit &or#$orce
7
:mploee orientation8 training and de)elopment8 and
per$ormance appraisal.
1
Maintaining a (ualit &or#$orce
7
Career de)elopment8 &or#-li$e balance8 compensation and
bene$its8 emploee retention and turno)er8 and labor-management
relations.
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Stud !uestion 2+ "hat is strategic human
resource management%

9iscrimination in emploment
1
.ccurs &hen someone is denied a 6ob or 6ob
assignment $or reasons that are not 6ob rele)ant.

:mploment e(uit
1
An e$$ort to gi)e pre$erence in emploment to
Aboriginals8 &omen8 )isible minorities8 and people
&ith phsical<mental disabilit.
1
0ona $ide occupational re(uirements are emploment
criteria 6usti$ied b the capacit to per$orm a 6ob
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Stud !uestion 2+ "hat is strategic human
resource management%

Current legal issues in HR management


1
Se>ual harassment is beha)iour o$ a se>ual nature that
a$$ects a person,s emploment situation
1
?he Canadian Human Rights Act and the procedures
and the Canada @abour Code protect emploees $rom
se>ual harassment in the &or#place
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Stud !uestion 2+ "hat is strategic human
resource management%

Additional legal issues in HR management


1
Comparable &orth holds that persons per$orming 6obs
o$ similar importance should be paid at comparable
le)els
1
Part-time &or#ers and independence contractors
1
"or#place pri)ac is the right o$ indi)iduals to pri)ac
on the 6ob
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Stud !uestion *+ Ho& do organi'ations
attract a (ualit &or#$orce%

Human resource planning anal'es an


organi'ation,s HR needs and ho& to best $ill them.

Steps in the HR planning process+


1
Step 1 re)ie& organi'ational mission8 ob6ecti)es8
and strategies.
1
Step 2 re)ie& HR ob6ecti)es and strategies.
1
Step * assess current HR needs.
1
Step / $orecast HR needs.
1
Step 5 de)elop and implement HR plans.
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Figure 12.2 Steps in strategic human resource
planning.
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Stud !uestion *+ Ho& do organi'ations
attract a (ualit &or#$orce%

?he $oundation o$ human resource planning is 6ob


analsis.
1
?he orderl stud o$ 6ob $acts to determine 6ust &hat is
done8 &hen8 &here8 ho&8 &h8 and b &hom in e>isting
or potential ne& 6obs.

3ob analsis pro)ides in$ormation $or de)eloping+


1
3ob descriptions
1
3ob speci$ications
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Stud !uestion *+ Ho& do organi'ations
attract a (ualit &or#$orce%

Recruitment
1
Acti)ities designed to attract a (uali$ied pool o$
6ob applicants to an organi'ation.
1
Steps in the recruitment process+
7
Ad)ertisement o$ a 6ob )acanc.
7
Preliminar contact &ith potential 6ob candidates.
7
4nitial screening to create a pool o$ (uali$ied
applicants.
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Stud !uestion *+ Ho& do organi'ations
attract a (ualit &or#$orce%

Recruitment methods+
1
:>ternal recruitment candidates are sought $rom
outside the hiring organi'ation.
1
4nternal recruitment candidates are sought $rom
&ithin the organi'ation.
1
?raditional recruitment candidates recei)e
in$ormation onl on most positi)e organi'ational
$eatures.
1
Realistic 6ob pre)ie&s candidates recei)e all
pertinent in$ormation.
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Stud !uestion *+ Ho& do organi'ations
attract a (ualit &or#$orce%

Selection
1
Choosing $rom a pool o$ applicants the person or
persons &ho o$$er the greatest per$ormance potential.

Selection Steps
1
Completion o$ a $ormal application $orm.
1
4nter)ie&ing.
1
?esting.
1
Re$erence chec#s.
1
Phsical e>amination.
1
Final analsis and decision to hire or re6ect.
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Figure 12.* Steps in the selection
process+ the case o$ a re6ected 6ob applicant.
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Stud !uestion *+ Ho& do organi'ations
attract a (ualit &or#$orce%

Step 1application $orms


1
9eclares indi)idual to be a 6ob candidate.
1
9ocuments applicant,s personal histor and
(uali$ications.
1
Personal rDsumDs ma be included.
1
Applicants lac#ing appropriate credentials are
re6ected at this step.
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Stud !uestion *+ Ho& do organi'ations
attract a (ualit &or#$orce%

Step 2inter)ie&s
1
:>change o$ in$ormation bet&een 6ob candidate
and #e members o$ the organi'ation.
1
.pportunit $or 6ob candidate and
organi'ational members to learn more about
each other.
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Stud !uestion *+ Ho& do organi'ations
attract a (ualit &or#$orce%

Step * emploment tests


1
Esed to $urther screen applicants b gathering
additional 6ob-rele)ant in$ormation.
1
Common tpes o$ emploment tests+
7
4ntelligence
7
Aptitude
7
Personalit
7
4nterests
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Stud !uestion *+ Ho& do organi'ations
attract a (ualit &or#$orce%

Criteria $or selection de)ices+


1
Reliabilit
7
?he selection de)ice is consistent in measurement.
1
Falidit
7
?here is a demonstrable relationship bet&een a
person,s score or rating on a selection de)ice and
his<her e)entual 6ob per$ormance.
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Stud !uestion *+ Ho& do organi'ations
attract a (ualit &or#$orce%

0eha)iorall-oriented emploment tests+


1
Assessment center
7
:)aluates a person,s per$ormance in simulated &or#
situations.
1
"or# sampling
7
:)aluates a person,s per$ormance on actual 6ob
tas#s.
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Stud !uestion *+ Ho& do organi'ations
attract a (ualit &or#$orce%

Step / re$erence and bac#ground chec#s


1
4n(uiries to pre)ious emploers8 academic
ad)isors8 co&or#ers and<or ac(uaintances
regarding applicant,s+
7
!uali$ications.
7
:>perience.
7
Past &or# records.
1
Can better in$orm potential emploer.
1
Can enhance candidate,s credibilit.
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Stud !uestion *+ Ho& do organi'ations
attract a (ualit &or#$orce%

Step 5 phsical e>aminations


1
:nsure applicant,s phsical capabilit to $ul$ill
6ob re(uirements.
1
0asis $or enrolling applicant in li$e8 health8 and
disabilit insurance programs.
1
9rug testing is done at this step.
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Stud !uestion *+ Ho& do organi'ations
attract a (ualit &or#$orce%

Step ; $inal decision to hire or re6ect


1
0est selection decisions &ill in)ol)e e>tensi)e
consultation among multiple parties.
1
Selection decision should $ocus on all aspects
o$ the candidate,s capacit to per$orm the
designated 6ob.
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Stud !uestion /+ Ho& do organi'ations
de)elop a (ualit &or#$orce%

Sociali'ation
1
Process o$ in$luencing the e>pectations8
beha)ior8 and attitudes o$ a ne& emploee in a
&a considered desirable b the organi'ation.

.rientation
1
Set o$ acti)ities designed to $amiliari'e ne&
emploees &ith their 6obs8 co&or#ers8 and #e
aspects o$ the organi'ation.
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Stud !uestion /+ Ho& do organi'ations
de)elop a (ualit &or#$orce%

?raining
1
A set o$ acti)ities that
pro)ides the
opportunit to ac(uire
and impro)e 6ob-
related s#ills.

.n-the-6ob training
1
3ob rotation
1
Coaching
1
Mentoring
1
Modeling

.$$-the-6ob training
1
Management
de)elopment
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Stud !uestion /+ Ho& do organi'ations
de)elop a (ualit &or#$orce%

Per$ormance management sstems ensure


that
1
Per$ormance standards and ob6ecti)es are set.
1
Per$ormance results are assessed regularl.
1
Actions are ta#en to impro)e $uture
per$ormance potential.
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Stud !uestion /+ Ho& do organi'ations
de)elop a (ualit &or#$orce%

Per$ormance appraisal
1
Formall assessing someone,s &or#
accomplishments and pro)iding $eedbac#.
1
Purposes o$ per$ormance appraisal+
7
:)aluation lets people #no& &here the stand
relati)e to ob6ecti)es and standards.
7
9e)elopment assists in training and continued
personal de)elopment o$ people.
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Figure 12./ Sample beha)iorall anchored rating scale $or
per$ormance appraisal.
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Stud !uestion /+ Ho& do organi'ations
de)elop a (ualit &or#$orce%

Graphic rating scales


1
Eses chec#lists o$ traits or characteristics to
e)aluate per$ormance.
1
Relati)el (uic# and eas to use.
1
!uestionable reliabilit and )alidit.
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Stud !uestion /+ Ho& do organi'ations
de)elop a (ualit &or#$orce%

0eha)iorall anchored rating scales


H0ARSI
1
9escribes actual beha)iors that e>empli$
)arious le)els o$ per$ormance achie)ement in a
6ob.
1
More reliable and )alid than graphic rating
scales.
1
Help$ul in training people to master important
6ob s#ills.
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Stud !uestion /+ Ho& do organi'ations
de)elop a (ualit &or#$orce%

Critical-incident techni(ues
1
2eeping a running log or in)entor o$ e$$ecti)e
and ine$$ecti)e beha)iors.
1
9ocuments success or $ailure patterns.
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Stud !uestion /+ Ho& do organi'ations
de)elop a (ualit &or#$orce%

Multiperson comparisons
1
Formall compare one person,s per$ormance
&ith that o$ one or more others.
1
?pes o$ multiperson comparisons+
7
Ran# ordering
7
Paired comparisons
7
Forced distributions
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Stud !uestion /+ Ho& do organi'ations
de)elop a (ualit &or#$orce%

Alternati)es to super)isor appraisal+


1
Peer appraisal
7
.ccurs &hen people &ho &or# regularl and directl &ith a
6obholder are in)ol)ed in the appraisal.
1
Ep&ard appraisal
7
.ccurs &hen subordinates reporting to the 6obholder are
in)ol)ed in the appraisal.
1
*;CJ $eedbac#
7
.ccurs &hen superiors8 subordinates8 peers8 and e)en internal
and e>ternal customers are in)ol)ed in the appraisal o$ a
6obholder,s per$ormance.
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Stud !uestion 5+ Ho& do organi'ations
maintain a (ualit &or#$orce%

Career de)elopment
1
Career a se(uence o$ 6obs that constitute &hat a
person does $or a li)ing.
1
Career path a se(uence o$ 6obs held o)er time during a
career.
1
Career planning matching career goals and indi)idual
capabilities &ith opportunities $or their $ul$illment.
1
Career plateau a position $rom &hich someone is
unli#el to mo)e to a higher le)el o$ responsibilit.
7
Progressi)e emploers see# &as to engage plateaued emploees.
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Stud !uestion 5+ Ho& do organi'ations
maintain a (ualit &or#$orce%

"or#-li$e balance
1
Ho& people balance career demands &ith personal and
$amil needs.
1
Progressi)e emploers support a health &or#-li$e
balance.
1
Contemporar &or#-li$e balance issues+
7
Single parent concerns
7
9ual-career couples concerns
7
Famil-$riendliness as screening criterion used b candidates
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Stud !uestion 5+ Ho& do organi'ations
maintain a (ualit &or#$orce%

Compensation and bene$its


1
0ase compensation
7
Salar or hourl &ages
1
Fringe bene$its
7
Additional non-&age or non-salar $orms o$
compensation
1
Fle>ible bene$its
7
:mploees can select a set o$ bene$its &ithin a
certain dollar amount
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Stud !uestion 5+ Ho& do organi'ations
maintain a (ualit &or#$orce%

Compensation and bene$its Hcont.I


1
Famil-$riendl bene$its
7
Help in balancing &or# and non&or#
responsibilities
1
:mploee assistance programs
7
Help emploees deal &ith troublesome personal
problems.
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Stud !uestion 5+ Ho& do organi'ations
maintain a (ualit &or#$orce%

Retention and turno)er


1
Replacement is the management o$ promotions8
trans$ers8 terminations8 lao$$s8 and retirements.
1
Replacement decisions relate to+
7
Shi$ting people bet&een positions &ithin the
organi'ation.
7
Retirement.
7
?ermination.
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Stud !uestion 5+ Ho& do organi'ations
maintain a (ualit &or#$orce%

@abor-management relations
1
@abor unions deal &ith emploers on the &or#ers,
behal$.
1
@abor contracts speci$ the rights and obligations o$
emploees and management regarding &ages8 &or#
hours8 &or# rules8 seniorit8 hiring8 grie)ances8 and
other conditions o$ emploment
1
Collecti)e bargaining is the process o$ negotiating8
administering8 and interpreting a labour contract.
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Figure 12.5 ?he traditional ad)ersarial
)ie& o$ labor-management relations.
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Stud !uestion 5+ Ho& do organi'ations
maintain a (ualit &or#$orce%

Enions can create


di$$iculties $or
management bK
1
Stri#ing
1
0ocotting
1
Pic#eting

Management can
create di$$iculties $or
unions bK
1
Esing loc#outs
1
Hiring stri#e-brea#ers
1
See#ing in6unctions

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