Chapter notes for Human Resources Management In Canada (Dessler & Chhinzer - 13th Cdn ed) PDF

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SFU MGMT 310 HUMAN RESOURCES MANAGEMENT th Text: Human Resources Management in Canada (Dessler Chhinzer 13 Cdn ed.) CHAPTER 1 Human Resources Management (HRM): management of to drive organizational performance and achieve strategic goals Formulate and implement HMR strategies (recruitment, performan...

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SFU MGMT 310 – HUMAN RESOURCES MANAGEMENT th

Text: Human Resources Management in Canada (Dessler & Chhinzer – 13 Cdn ed.)

CHAPTER 1 Human Resources Management (HRM): management of workforce/people to drive organizational performance and achieve organization’s strategic goals - Formulate and implement HMR strategies (recruitment, performance appraisal, compensation) aligned with strategy to ensure workforce has competencies and behaviours for org success. Human capital: knowledge, education, training, skills, experience of org’s workforce – increasingly valuable, competitive advantage HRM important for all managers: HR skills permeated through org beyond HR department – all potential managers need to be aware of HR basics HRM History: -

Scientific management: late 1800s/early 1900s, scientifically analyzing manufacturing process, reducing production costs, compensating workers based on performance ! management processes to simplify tasks and use performance-based pay, meant to lead to higher wages through incentives for good performance and thus better org performance. Not always the case!

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The HR Movement: management concerns based on concern for ppl and productivity – 3 phases o Phase 1: early 1900s, personnel admin = hiring/firing, payroll, benefits admin, ensure procedures are followed o Phase 2: scientific management gains popularity ! op efficiency increases but wages don’t, leading to unhappy workers. Unionization w/ personnel dept as main contact. Minimum wage act, unemployment insurance, worker’s rights – legal compliance added to HR role. Also orientation, performance appraisal, ee relations. o Phase 3: human resources movement, government legislation in 1960s-80s re: ee’s human rights, wages/benefits, working conditions, health & safety ! penalties for failure to meet, more responsibilities for HR. Outsourcing of operational HR aspects. Shift from maintenance and admin of personnel to proactive mgmt, corporate contribution, change initiation. o Phase 4: human resource partnership, current phase. HR dept exists to help org achieve strategic objectives through workforce: selection and assimilation, development of capabilities, transition out. Also permeation of HR skills throughout all manager roles in org – HR dept as subject-matter expert / in house consultant.

Operational and Strategic HRM Authority: right to make decisions, direct work of others, give orders - Line authority: right to issue orders to others, creates superior-subordinate relationship - Staff authority: right to advise others, creates advisory relationship - Line manager: authorized to direct work of subordinates, responsible for accomplishing org tasks – manage depts crucial to org’s survival - Staff manager: assist/advise line managers, often manage advisory or support departments (HR or purchasing) Staff managers often provide staff authority to line managers re: HR. HR Mgr’s Duties: 5 crucial pieces of knowledge: 1) business acumen

2) 3) 4) 5)

understand eemnt law and legislation talent mgmt broad HR knowledge ee-labour relations knowledge

Core Capabilities for HR professional: - Credible Activist = credible (respected, trusted, etc) and active (takes position, challenges assumptions) to help org optimize value added from human resources/workforce - Culture and Change Steward = shape and support culture of change (based on understanding/guiding internal and external stakeholder expectns) and develop structures to embed desired change thru org. o EE engagement!! Emotional and intellectual involvement of ees in their work. - Talent Mgr and Org Designer = change in traditional linear career paths ! must manage workforce entering, exiting, moving up/down/across org. Lower labour costs through strategies to reduce turnover, absenteeism, injuries and illnesses ! more effective recruitment, selection, training to find ees with best fit to org. - Strategy Architect = active HR role in establishing and implementing org’s overall strategy. Cultivating the workforce to achieve strategy. Operational Executor = Hr pros as change agents to lead org and ees through org change – systems to help org respond quickly to change. Includes operational aspects of this – ee policies, adaption, administration. - Business Ally = enviro scanning to ID/analyze external opportunities and threats; HR provides internal intel/strengths/opportunities relating to workforce in responce to these external factors. IE, how to structure org to be financially successful given external enviro. Strategy: org’s plan for how it will balance internal strength and weaknesses with external opps and threats – maintain competitive advantage. Change agents: specialists who lead org and ees thru org change Reorganizing HR function: from operational mode (processing forms/requests, admin of compensation and benefits, policies and programs, hiring ad training) to functional deployments or structures - transactional HR teams: specialized support in day-to-day HR stuff (ie, call centers for benefits admin) - corporate HR teams: dev personnel aspects of long-term company strategic plan - embedded HR teams: HR generalists assigned to functional departments to take care of HR there - centres of expertise: HR consulting firms within the company Evidence-based HRM: data, facts, analytics, scientific rigour, etc to support HR decisions, systems, practices, etc. Use of metrics: reflect quality of people and effectiveness of HRM initiatives on building workforce capability - balanced scorecard: translates org’s strategy into performance measures – operational measure of success to drive future performance Importance of professionalism in HRM - recognized certifications - uniform code of ethics: guide to help individuals discover the best course of action by themselves - social responsibility: manifestation of ethics, balance company’s commitments to investors, employees, customer, other businesses, community External environmental influences - Economic conditions: supply and demand impact number/types of employees needed plus ability to pay them

o o o o

Productivity: ratio of outputs to inputs – good productivity crucial for LT success Primary sector: jobs in ag, fishing, trapping, forestry, mining Secondary sector: jobs in manufacturing, construction Tertiary / service sector: jobs in public admin, personal/business services finance, trade, public utilities, transportation, communication " Largest sector in Canada, depends on customer service and highly knowledgeable ees

1) Labour Market Issues a) Increasing workforce diversity b) Generational issues – eg, Boomers vs Gen Y c) Education – high expectations for ees (perform well) and eers (use full capabilities) when ee is highly educated. Low literacy levels are a bigger barrier to getting a job than lack of experience d) Non-standard / contingent workers – outside the full-time, permanent, single employer mold. On demand labour but without guarantees from actual ees. 2) Technology - can work anywhere, anytime – dispersed workplace. Blurred line between work and personal time - concerns: data control, privacy rights, ethics… 3) Government - 10 provinces and 3 territories + federal legislation with own human rights, employment standards, labour relations, health & safety, workers’ comp 4) Globalization - emergence of single global market for products/services - increased incentives to expand operations around the world – HR as competitive advantage to deal with employment legislation in other countries, conflicting labour standards, etc. 5) Environmental concerns - enviro interest/concern motivates ee behaviour – establishing company as enviro leaders/demonstrate CSR can be a strong ee retention tool Internal environmental factors - 3 main internal enviro influences 1) Organizational culture: core values, beliefs, assumptions shared by org members. - Mission statement, stories, myths, ceremonies - What org believes in / stands for - Ee direction and expected behav/norms - Shapes ee’s attitudes - Sense of identity, orderliness, consistency - Loyalty, commitment 2) Organizational climate: prevailing atmosphere in org with impacts on ees - Mgmt’s leadership style, HR policies & practices, org communication - Type of climate reflected in ee motivation, job satisfaction, performance, productivity 3) Management practices - Org structure: hierarchy vs flatter x-functional teams - Ee empowerment bc manager’s don’t have capacity for super close supervision

CHAPTER 2 Legal framework for employment law in Canada

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awareness of eement law extends beyond HR staff in org mutual expectation between eer and ee to maintain eement relationship by fulfilling own responsibilities on both sides of that relationship

Employment legislation in Canada exists to prevent eers from exploiting workers - gov’t role: balance eer and ee needs thru development/maintenance of employment legislation - judicial system: forum for interpreting legislation according to past rulings (precedent) Eement Legislation Hierarchy: more general/broader legislation at the top supersedes all lower levels 1) Charter of Rights and Freedoms – guaranteed protection under constitutional law, fundamental guaranteed rights to all persons living in Canada 2) Provincial/Territorital human rights codes – protect rights of all Canadians, equality & respect (protects against discrimination on protected grounds). Covers employment and delivery of goods and services. 3) Employment-specific legislation, ie: ESA (minimum wage, stat holidays, overtime, etc). Can vary by jurisdiction (beware if you operate in multiple jurisdictions) 4) Specific HRM laws, ie: OHS, union relations, pensions & compensation 5) Contract law – govern collective agreements and indiv eement contracts. Tort Law: judge-based law, sets out how similar cases are interpreted based on precedent set by previous judgment(s). Human rights legislation = illegal to discriminate against various groups – aka “prohibited grounds” or what eers should NOT engage in - Charter of Rights and Freedoms for all of Canada: takes precedent over all other laws o Freedom of: " conscience and religion " thought, belief, opinion, expression (freedom of the press) " peaceful assembly " association o includes Equality Rights: guarantees right to equal protection and benefit of the law without discrimination (race, nationality, ethnicity, colour, religion, sex, age, mental/physical disability) o Other laws can infringe only when justifiably demonstrated as reasonable limits in a “free and democratic society” – usually ends up with Supreme Court to interpret the Charter. - Human rights legislation in each jurisdiction: protects everyone in Canada, prohibits intentional & unintentional discrimination in eement and goods & service delivery. o Supersedes any eement contract o Protected grounds in all jurisdictions (some may protect more): race, colour, religion/creed, sex, marital status, age, disability, sexual orientation (aka prohibited grounds for discrimination) Discrimination: distinction, exclusion, preference based on any of the prohibited grounds; effectively nullifies/impairs the right of the person to full/equal recognition/exercise of human rights and freedoms - Intentional: o differential or unequal treatment: ie treating someone differently because of prohibited grounds o discrimination bc of association: ie denial of rights due to friendship/other relationship with protected group member - Unintentional: o Aka constructive or systemic discrimination: embedded in policies, etc that appear neutral but have negative impact to protected groups for reasons that are not actually related to job performance/safety " Eg: job evaluation systems that are not gender neutral – they over-value traditionally male characteristics/under-value female chars.

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Permissible Discrimination via bona fide occupational requirement (BFOR): may discriminate on protected grounds IF that reason is based on a real, justifiable job requirement (eg, a blind person can’t be a truck driver) o 3 BFOR rationale: " Based on legit, work-related purpose? " Good faith in believing that the discriminatory requirement is necessary for job? " Impossible to accommodate those who are being discriminated against without imposing undue employer hardship? o Onus of proof for BFOR is on employer o Reasonable accommodation: eers must adjust policies, etc (constructive discrimination) so that no one is prevents from doing job on basis of prohibited grounds. o Eers must accommodate to the point of undue hardship: when financial cost or health/safety risk makes accommodation impossible – must make every reasonable attempt at accommodation first.

Disability: some visible, some not – principle of inclusive society, barrier-free and equal participation of ppl w/ varying degrees of ability - includes mental disorders (even temporary) - eers must build concepts of equality into policies, etc - focus of disability = effect, not presence - Accommodation: 1) provide equal access by removing physical, attitudinal, systemic barriers – right of integration & full participation in workplace (up to point of undue hardship) 2) demonstrate individualized attempts to accommodate disability to point of undue hardship – ees should seek, cooperate, give relevant info, explore options with eer 3) most appropriate accommodation must be taken to point of undue hardship – many options available, varying degrees of complexity, resource demands, effects on work. Can select least expensive/least disruptive option (when all are equal). Harassment: unwelcome behaviour that demeans, humiliates, embarrasses a person, that a reasonable person should have know was unwelcome. Must have harassment policies in place – see pg 40 for criteria. - bullying: repeated, deliberate incidents of negative behaviour that cumulatively undermines person’s elf-image - Eer responsibility to provide safe, healthy work enviro that protects against harassment - Sexual harassment: offensive/humiliating behaviour related to person sex, behav of a sexual nature that created negative work enviro or puts sexual conditions on person’s employment o Sexual coercion: direct consequence to eement status, pay, etc o Sexual annoyance: hostile, intimidating, etc but not directly linked to eement status Human Rights Enforcement: done by human rights commission in each jurisdiction – all costs on the commission, not the complainant (makes it more accessible to ees) - human rights tribunal to deal with resolution of human rights discrimination claims o systemic remedies = take steps to ensure compliance with legislation (ie, change discriminatory policies & practices) o restitutional remedies = $$ compensation to put complainant back in position they would be in had discrimination not occurred Workplace Legislation: put in place to protect 4 identifiable groups (women, Aboriginal ppl, ppl w/ disabilities, visible minorities) from pervasive patterns of differential treatment by employers - occupational segregation: ie, majority of women in small number of jobs – nursing, teaching sales, secretarial/admin - glass ceiling: invisible barrier caused by attitudinal /org bias that limits advancement of qualified ppl - employment equity program: meant to achieve balanced representation of the 4 group members in org

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equal pay for equal work for women, underemployment by visible minorities (not able to find jobs that take full advantage of their knowledge, skills, abilities)

Employment/Labour standards legislation: establishes minimum terms/conditions for wages, holiday, maternity/parental leave, bereavement leave, compassionate leave, termination notice, overtime pay, max work hours per week/day - eer agreements can exceed these minimums, but cannot waive or opt out or go below ! if there is ever a conflict, the greater benefit will be upheld (ie, if you give more vacay than ESA – the greater vacay benefit will be upheld) - ESA enforcement is complaint based Personal Information Protection and Electronic Documents Act (PIPEDA): governs collection, use, disclosure or persona info across Canada – ie: eer collection of personal info re: employees - Anything beyond name, title, business address, business telephone = private - Must obtain consent from ees whenever personal info is collected, used, disclosed.

CHAPTER 3 HRM and Technology Automation! Positive impact of computer technology on productivity - info and communication technology increases flexibility, decreases centralization, flattens org structure ! increased efficiency - can also be distracting, blurs lines between work life and home life, longer hours, etc. After automation, jobs require more education + more skills - Human capital: knowledge, skills, abilities of workers - Moving from manual/clerical workers to knowledge workers Strategic importance of tech in HR - HR technology = used to attract, hire, maintain talent; support workforce admin, optimize workforce mgmt - Reduce admin burden on HR staff so they can focus on more meaningful HR activities - Strategic relationship between tech and HR to achieve 3 objectives: 1) strategic alignment with bus objs 2) business intelligence (give users relevant data) 3) effectiveness & efficiency (reduce lead times & cost, increase service levels) Challenge: leveraging technology to reduce admin/compliance work and focus on strategic services ! how to demonstrate that HR is adding value to bottom line?? 7 key competencies for HR + tech: 1) Mastery of HR technology 2) Strategic contribution 3) Business knowledge 4) Personal credibility 5) Data management 6) Financial management 7) HR service delivery Technology has changed HR role in 3 major ways: 1) Decreased transactional activities: reduced admin burden = lowered basic transaction costs - Gain bus knowledge re: key drivers or org performance ! ways to enhance efficiencies and effectiveness of workforce (reduce costs)

2) Increased client / customer focus: respond to “internal clients” quickly, reduce bureaucracy, give meaningful/useful/accurate info - Understand financial side too, to help control ppl costs - Understand key business issues brought up by managers – provide useful info to help make decisions - Get ppl to see that HR cares & listens – respect and trust HR - Important to have a good relationship with IT dept – help with tech side of HR, implementing systems, etc HRIS: gather, store, analyze info re: org’s human resources - Computer apps + hardware + software + electronic database - repository for info to be stored & maintained “System” for HR = people, policies, procedures, and data required to manage HR function - HRIS for operationalizing that info – making HR function easier/better HRIS can enhance decision making: extract data to inform/improve decisions – effective management of human capital thru effective business decisions Metrics, aka workforce analytics: statistical measures of impact of HMR practices on performance of org’s human capital - ID opps to improve performance/control costs - Better decisions ! effective human capital mgmt ! impact on bottom line - Data mining to find new, hidden, unexpected patterns in data Strategic alignment thru strategy-based metrics: measure activities that contribute to achieving strategic aim HRIS: Major components - HR admin: transactional tasks such as leave balances, addresses, benefits. Up to 71% of HR professional’s time! - Recruitment & applicant tracking: track which recruiting methods provide the best results; also intelligent automated resume screening to ID likely candidates based on keywords. - Time & Attendance: auto calculation of vacay, etc based on start date, any leave, etc according to programmed policy - Training & Development/Knowledge Mgmt: ee training via learning portal; learning mgmt system to ID training needs, schedule, deliver, assess, manage online training - Pension Admin: info for annual pension statements - Employment Equity Info: federally regulated orgs must report eement equity info yearly to govt - Perfomance evals: compile notes, and ratings, written examples, etc - Compensations & benefits admin: ...