Professional Documents
Culture Documents
Mr. D
HR is multidisciplinary:
• It applies the disciplines of Economics
(wages, markets, resources), Psychology
(motivation, satisfaction), Sociology
(organization structure, culture) and Law.
• Society
• Organization/Owners
• Employee
Human Resource Management
Human Resource Management includes all
activities used to attract & retain employees and
to ensure they perform at a high level in
meeting organizational goals.
These activities are made up of
1. Recruitment & selection.
2. Training and development.
3. Performance appraisal and feedback.
4. Pay and benefits.
5. Labor relations.
Study Question 2: What is strategic human
resource management?
Discrimination in employment
– Occurs when someone is denied a job or job assignment
for reasons that are not job relevant.
Employment equity
– An effort to give preference in employment to
Aboriginals, women, visible minorities, and people
with physical/mental disability.
– Bona fide occupational requirements are employment
criteria justified by the capacity to perform a job
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Human Resource Planning
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Study Question 3: How do organizations
attract a quality workforce?
Recruitment
– Activities designed to attract a qualified pool of
job applicants to an organization.
– Steps in the recruitment process:
• Advertisement of a job vacancy.
• Preliminary contact with potential job candidates.
• Initial screening to create a pool of qualified
applicants.
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Study Question 3: How do organizations
attract a quality workforce?
Recruitment methods:
– External recruitment — candidates are sought from
outside the hiring organization.
– Internal recruitment — candidates are sought from
within the organization.
– Traditional recruitment — candidates receive
information only on most positive organizational
features.
– Realistic job previews — candidates receive all
pertinent information.
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Selection Tools
Background
Information
Interviews References
Selection
Selection
– Choosing from a pool of applicants the person or
persons who offer the greatest performance potential.
Selection Steps
– Completion of a formal application form.
– Interviewing.
– Testing.
– Reference checks.
– Physical examination.
– Final analysis and decision to hire or reject.
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Figure 12.3 Steps in the selection
process: the case of a rejected job applicant.
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Study Question 3: How do organizations
attract a quality workforce?
Step 2—interviews
– Exchange of information between job candidate
and key members of the organization.
– Opportunity for job candidate and
organizational members to learn more about
each other.
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Study Question 3: How do organizations
attract a quality workforce?
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Study Question 3: How do organizations
attract a quality workforce?
– Validity
• There is a demonstrable relationship between a
person’s score or rating on a selection device and
his/her eventual job performance.
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Study Question 3: How do organizations
attract a quality workforce?
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Study Question 3: How do organizations
attract a quality workforce?
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Study Question 3: How do organizations
attract a quality workforce?
Socialization
– Process of influencing the expectations,
behavior, and attitudes of a new employee in a
way considered desirable by the organization.
Orientation
– Set of activities designed to familiarize new
employees with their jobs, coworkers, and key
aspects of the organization.
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Study Question 4: How do organizations
develop a quality workforce?
Performance appraisal
– Formally assessing someone’s work
accomplishments and providing feedback.
– Purposes of performance appraisal:
• Evaluation — lets people know where they stand
relative to objectives and standards.
• Development — assists in training and continued
personal development of people.
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Study Question 5: How do organizations
maintain a quality workforce?
Career development
– Career — a sequence of jobs that constitute what a
person does for a living.
– Career path — a sequence of jobs held over time during
a career.
– Career planning —matching career goals and individual
capabilities with opportunities for their fulfillment.
– Career plateau — a position from which someone is
unlikely to move to a higher level of responsibility.
• Progressive employers seek ways to engage plateaued
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Study Question 5: How do organizations
maintain a quality workforce?
Work-life balance
– How people balance career demands with personal and
family needs.
– Progressive employers support a healthy work-life
balance.
– Contemporary work-life balance issues:
• Single parent concerns
• Dual-career couples concerns
• Family-friendliness as screening criterion used by candidates
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Study Question 5: How do organizations
maintain a quality workforce?
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Study Question 5: How do organizations
maintain a quality workforce?
Labor-management relations
– Labor unions deal with employers on the workers’
behalf.
– Labor contracts specify the rights and obligations of
employees and management regarding wages, work
hours, work rules, seniority, hiring, grievances, and
other conditions of employment
– Collective bargaining is the process of negotiating,
administering, and interpreting a labour contract.
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Study Question 5: How do organizations
maintain a quality workforce?
Self Subordinates
Pay and Benefits
– Pay level: how the firm’s pay incentives compare to
other firms in the industry.
– Managers can decide to offer low or high relative wages.
• Pay Structure: clusters jobs into categories based on
importance, skills, and other issues.
– Benefits: Some are required (social security,
workers comp).
– Others (health insurance, day care, and others) are provided
at the employers option.
– Cafeteria-style plan: employee can choose the best mix of
benefits for them. Can be hard to manage.
Individual Incentives