Transcript Staffing and Human Resource Management

Chapter 9
Human Resource
Management
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 9.1
Human Resource
Management
The integration of all processes,
programs, and systems in an
organization that ensure staff are
acquired and used in an effective
way
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 9.2
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
©2005 Pearson Education Canada, Inc.
FOM 9.3
Strategic Importance of HRM

Can establish an organization’s sustainable
competitive advantage
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Requires fundamental change in how
managers think about employees
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Shortfall of 500 million workers
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
©2005 Pearson Education Canada, Inc.
FOM 9.4
Legal Environment of HRM

Federal and provincial governments
influenced HRM through laws and regulations
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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
©2005 Pearson Education Canada, Inc.
FOM 9.5
Human Rights Legislation
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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
©2005 Pearson Education Canada, Inc.
FOM 9.6
Other Employment Legislation

Employment standards
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Basic or minimum employment conditions in an
organization
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Health and safety
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Minimum wage, hours of work, OT pay
Healthy and Safe work Environment
On the Job Injuries
Labour relations
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Relationship between union and employer
Not all organizations are covered by Labour
Relations
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 9.7
Global Laws and HRM

Laws and regulations are not the same
throughout the world
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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
©2005 Pearson Education Canada, Inc.
FOM 9.8
Human Resource Planning
Assessing Current
Human Resources
Assessing Future
Human Resource
Needs
Developing a
Program to Meet
Needs
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 9.9
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
©2005 Pearson Education Canada, Inc.
FOM 9.10
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
©2005 Pearson Education Canada, Inc.
FOM 9.11
School
Placement
Internal
Searches
Employee
Leasing
Recruitment
Sources
Employment
Agencies
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
Employee
Referrals
Temp
Services
Advertisements
FOM 9.12
Selection

Prediction exercise
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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
©2005 Pearson Education Canada, Inc.
FOM 9.13
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
©2005 Pearson Education Canada, Inc.
FOM 9.14
Reliability
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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
©2005 Pearson Education Canada, Inc.
FOM 9.15
Validity
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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
©2005 Pearson Education Canada, Inc.
FOM 9.16
The Effectiveness of
Interviews
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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
©2005 Pearson Education Canada, Inc.
FOM 9.17
Common Types of Interviews
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Non-directive
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Behavioural Description
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Most Latitude
Questions are open ended
This can get you into trouble
As about a situation you have experienced.
Structured
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Panel
Situational
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Why is a Situational Analysis Good.
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 9.18
Interview Questions

Lets come up with some interview
questions!
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 9.19
Written Tests
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Intelligence
General aptitude
Ability
Interest
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 9.20
Reference Checks
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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
©2005 Pearson Education Canada, Inc.
FOM 9.21
Your Hired
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Now What?
Most Important Stage
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 9.22
Orientation
Process to introduce new employees to
organization
Familiarization
to Organization and its Values
 Familiarize new employee to job and
work
unit Success On the Job
Improved
 Help employee to understand values,
beliefs, and acceptable behaviours

Minimizes Turnover
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 9.23
Training and Development
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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
©2005 Pearson Education Canada, Inc.
FOM 9.24
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 behaviours are
necessary?
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
What are
the strategic
goals of the
organization?
What tasks must
be completed
to achieve
goals?
FOM 9.25
Training

Can you Train Someone out of a job?
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 9.26
Performance Management

Integration of management practices that
includes a formal review of employee
performance
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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
©2005 Pearson Education Canada, Inc.
FOM 9.27
Performance Review Methods
Written
Essay
Graphic
Rating Scales
Critical
Incidents
BARS
MBO
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
Multiperson
360-Degree
Review
FOM 9.28
If Performance Falls Short
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Train
Discipline
Coach
Out the Door
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
FOM 9.29
Compensation Management
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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
©2005 Pearson Education Canada, Inc.
FOM 9.30
Factors That Influence Compensation
Employee’s
tenure and
performance
Size of
company
Geographical
location
Management
philosophy
Company
profitability
Level of
Compensation
and
Benefits
Labour- or
capital-intensive
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.
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc.
Kind of job
performed
Kind of
business
Unionization
FOM 9.29
Employee Benefits
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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
©2005 Pearson Education Canada, Inc.
FOM 9.32
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
©2005 Pearson Education Canada, Inc.
FOM 9.33
Labour Relations

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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
©2005 Pearson Education Canada, Inc.
FOM 9.34