last week… 1. considered the difference between traditional and contemporary designs 2. understood...
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Last Week… Last Week…
1.1. Considered the difference between traditional Considered the difference between traditional and contemporary designsand contemporary designs
2.2. Understood why we communicate and how it Understood why we communicate and how it worksworks
3.3. Considered the various methods of Considered the various methods of communication and how to know what workscommunication and how to know what works
4.4. Examined the barriers to effective Examined the barriers to effective communicationcommunication
5.5. Looked at the flow of communication in Looked at the flow of communication in organizationsorganizations
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This Week’s ObjectivesThis Week’s Objectives
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1.1. Understand why Human Resource Understand why Human Resource Management is so importantManagement is so important
2.2. Examine environmental factors Examine environmental factors affecting HRM.affecting HRM.
3.3. Review the eight process steps in Review the eight process steps in HRM.HRM.
4.4. Look at some contemporary issues in Look at some contemporary issues in Human Resource Management.Human Resource Management.
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-3
Chapter 11Human Resource Management
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The Question…The Question…
As a manager, how much As a manager, how much attention do I have to pay attention do I have to pay
to “people” stuff?to “people” stuff?
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-5
The Importance of Human Resources Management (HRM)
It’s an Operational Necessity: part of the organizing function of management Selecting, training, and evaluating the workforce
It’s a Strategic Necessity: an important strategic tool HRM helps establish an organization’s sustainable
competitive advantage.
Adds value to the firm High performance work practices lead to both high
individual and high organizational performance.
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-6
HRM is not just for the HR manager Small vs. large organizations
Large organizations have HR function. Smaller organizations may rely on managers to
handle HR issues.
All managers need to be aware of federal and provincial legislation and company policies.
All managers need to be effective in managing HR processes If you do this stuff wrong, you’ll hit a career ceiling
and negatively impact the organization.
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11-7
The HRM Process
1. Planning2. Recruitment3. Selection4. Orientation5. Training6. Performance Management7. Compensation and Benefits8. Career Development
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-8
Environmental Factors Affect HRM
Economics and DemographicsEmployment markets, regional economic
conditions, industry conditionsMakeup of workforces, shifts in demographic
factors (e.g. age, gender, education)
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-9
Environmental Factors Affect HRM
Labour Unions and ContractsAn organization that represents workers and
seeks to protect their interests through collective bargaining
Contracts cover things like wages, hours, and working conditions
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-10
Environmental Factors Affect HRM
Government Legislation Canada Labour Code Occupational Health and Safety Act Workplace Hazardous Materials Information
System (WHMIS) Employment standards legislation Antidiscrimination Legislation
The Charter of Rights and Freedoms and the Canadian Human Rights Act
The Employment Equity Act
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11-11
1st Step: HR Planning
Having the right number of the right people in the right places at the right times, who are capable of effectively and efficiently performing their tasks
Involves:1. Understanding what you have (assessing current
human resources)
2. Understanding what you need (assessing future HR needs and developing a program to meet those future needs)
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Understanding What You Have
Human Resources Inventory A review of the current makeup of the
organization’s resources status
Job analysisAn assessment that defines a job and the behaviours
necessary to perform the job: Knowledge, skills, and abilities
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-13
The Critical Products of Job Analysis
Job DescriptionA written statement of what the jobholder
does, how it is done, and why it is done
Job SpecificationA written statement of the minimum
qualifications that a person must possess to perform a given job successfully
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-14
Understanding What You Need
1. Know the impact of the environmental factors
2. Know what your demand will be
3. Know what your supply will be
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11-15
2nd Step: Recruiting
Locating, identifying, and attracting capable applicants to an organization
Note that this also considers “Decruitment” - The process of reducing a surplus of employees in the workforce of an organization
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-16
What are sources of potential job candidates?
Internet services (e.g. Monster) Employee referrals Company website University/colleges Professional recruiting services
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-17
3rd Step: Selection Selection is the process of screening job
applicants to ensure that the most appropriate candidates are hired
Selection tries to predict which applicants, if hired, will be (or will not be) successful in performing well on the criteria the organization uses to evaluate performance.
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11-18
Costs for Poor Selection
Wasted investment of time/money resources In hiring process, orientation, training and ongoing
management In repeating processes to replace
Impact on strategies and goals Affects schedules and budgets in planning Lack of support for strategies
Impact on organizational values and culture Negative effect on establishing and maintaining
culture
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-19
Types of Selection Devices
Application FormsWritten TestsPerformance Simulations InterviewsBackground Investigations (reference
checks)Physical Examinations
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-20
4th Step: Orientation
Bringing a new employee into the organizationWork-unit orientation
Familiarizes new employee with work-unit goalsClarifies how his or her job contributes to unit goalsIntroduces employee to his or her co-workers
Organization orientationInforms new employee about the organization’s
objectives, history, philosophy, procedures, and rules
Includes a tour of the entire facility
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-21
5th Step: Training
Developing the necessary skills in employees
Training can be needed for: New employees Promoted employees Performance Management Changed technology, products or processes Legal requirements Career development
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-22
Training Subjects
Personal/Interpersonal skillsTechnicalBusinessMandatory (i.e. legislated, certification)
Problem solving/decision making
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-23
Employee Training Methods
Traditional Methods
On-the-job
Job rotation
Mentoring and coaching
Experiential exercises
Workbooks/manuals
Classroom lectures
Technology-based Methods CD-ROM/ DVD/videotapes/
audiotapes
Videoconferencing/ teleconferencing/satellite TV
E-learning or other interactive modules.
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-24
6th Step: Performance Management
Establishes performance standards and appraises employee performance
Provides the information for objective HR decisions and the supporting documentation
ABSOLUTELY CRITICAL PROCESS! How else can we know if we have the right HR
and if we are maximizing their potential?
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-25
Performance Appraisal MethodsWritten EssaysCritical IncidentsGraphic Rating ScalesBehaviourally Anchored Rating Scales
(BARS)Multiperson ComparisonsManagement by Objectives (MBO)360-Degree Feedback
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-26
7th Step: Compensation and Benefits
Benefits of a Fair, Effective, and Appropriate Compensation System Helps attract and retain high-performance
employees Impacts on the strategic performance of the firm
Types of Compensation Base wage or salary Wage and salary add-ons Incentive payments Skill-based pay
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-27
Factors That Influence Compensation & Benefits
Sources: Based on R.I. Henderson, Compensation Management, 6th ed. (Upper Saddle River, NJ: Prentice Hall, 1994), pp. 3–24; and A. Murray, “Mom, Apple Pie, and Small Business,” Wall Street Journal, August 15, 1994, p. A1
Level ofCompensationand Benefits
Employee’s Tenure
and Performance
Size of
Company
Kind of
Job Performed
Company
Profitability
Kind of
Business
Geographical
LocationUnionization
Management
Philosophy
Labour- or
Capital-Intensive
How long has employeebeen with company and
how has he or she performed?
Does job requirehigh levels of skills?
What industry is job in?
Is business unionized?
Is business labour- orcapital-intensive?
How large is thecompany?
How profitable is thecompany?
Where is organizationlocated?
What is management’sphilosophy toward pay?
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-28
8th Step: Career Development Career Defined
A sequence of positions held by a person during his or her lifetime
Career Development Provides for information, assessment, and training Helps attract and retain highly talented people
Boundaryless Career A career in which individuals, not organizations,
define career progression, organizational loyalty, important skills, and marketplace value
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-29
Some Suggestions for a Successful Management Career
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-30
Contemporary HRM Issues
Managing Large Scale Staffing Changes (e.g. downsizing)
Managing Workforce DiversityRecruitment for diversitySelection without discriminationOrientation and training that is effective
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-31
Contemporary HRM Issues Sexual Harassment
An unwanted activity of a sexual nature that affects an individual’s employment
An offensive or hostile environmentAn environment in which a person is affected by
elements of a sexual nature
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-32
Contemporary HRM Issues
Work-Life Balance Employees have personal lives that they don’t
leave behind when they come to work. Organizations have become more attuned to their
employees by offering family-friendly benefits:On-site child careSummer day campsFlextimeJob sharingLeave for personal mattersFlexible job hours
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This Week’s Summary This Week’s Summary
1.1. Emphasized why Human Resource Emphasized why Human Resource Management is so important to the Management is so important to the organization and to all managers.organization and to all managers.
2.2. Discussed environmental factors Discussed environmental factors affecting HRM.affecting HRM.
3.3. Went through all eight key process steps Went through all eight key process steps in HRM.in HRM.
4.4. Looked at some contemporary issues in Looked at some contemporary issues in Human Resource Management.Human Resource Management.
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Chapter 11, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian EditionCopyright © 2009 Pearson Education Canada 11-34
Top 10 Job Factors for College Graduates
(ranked in order of importance)1. Enjoying what they do2. Opportunity to use skills and abilities3. Opportunity for personal development4. Feeling what they do matters5. Benefits6. Recognition for good performance7. Friendly co-workers8. Job location9. Lots of money10. Working on teams Source: Based on V. Frazee.
“What’s Important to College Grads in Their First Jobs?” Personnel
Journal, July 1996, p. 21.