Textbok Notes PDF

Preview

Summary

TABLE OF CONTENT CHAPTER 1 – STRATEGIES, TRENDS, AND CHALLENGES IN HRM--------------------------------------- WORKPLACES------------------------------------------------------------------------------------------------------- CHAPTER 2 – THE LEGAL CONTEXT FOR HRM AND CREATING SAFE AND HEALTHY CHAPTER ...

Description

TABLE OF CONTENT CHAPTER 1 – STRATEGIES, TRENDS, AND CHALLENGES IN HRM---------------------------------------2 CHAPTER 2 – THE LEGAL CONTEXT FOR HRM AND CREATING SAFE AND HEALTHY WORKPLACES-------------------------------------------------------------------------------------------------------15 CHAPTER 3 – ANALYZING WORK AND DESIGNING JOBS-------------------------------------------------26 CHAPTER 4 – PLANNING FOR AND RECRUITING HUMAN RESOURCES-------------------------------36 CHAPTER 5 – SELECTING EMPLOYEES------------------------------------------------------------------------45 CHAPTER 6 – TRAINING AND DEVELOPING EMPLOYEES------------------------------------------------51 CHAPTER 7 – MANAGING EMPLOYEES’ PERFORMANCE-------------------------------------------------66 CHAPTER 8 – TOTAL REWARDS---------------------------------------------------------------------------------80 CHAPTER 9 – LABOUR RELATIONS----------------------------------------------------------------------------96 CHAPTER 10 – MANAGING HUMAN RESOURCES GLOBALLY------------------------------------------108

Chapter 1 – Strategies, Trends, and Challenges in HRM 1. Introduction (L01) HRM – the practices, policies, and systems that influence employees' behaviour, attitudes, and performance.

Figure 1.1 

Humanr es our c emanagementcons i s t sofanor gani z at i on' s“ peopl epr act i ces ” —t hepol i ci es , pr ac t i ces ,ands y s t emst hati nfl uenc eempl oy ees ' behav i our ,at t i t udes ,andper f or mance.



TheHRM pr ocessbegi nswi t hanal yz i nganddesi gni ngj obs ,t henr ec r ui t i ngands el ec t i ngempl oy ees t ofi l l t hos ej obs .Tr ai ni nganddev el opmentequi pempl oy eest ocar r youtt hei rpr es entj obsand f ol l owacar eerpat hi nt heor gani z at i on.Per f or manc emanagementens ur esempl oy ees' ac t i v i t i es andout put smat c ht heor gani z at i on' sgoal s .



Humanr esour c edepar t ment sal sopl anandadmi ni st ert heor gani z at i on' spayandbenefi t s .They c ar r youtact i v i t i esi ns uppor tofempl oy eeandl abourr el at i ons ,s uchascommuni cat i onpr ogr ams andc ol l ect i v ebar gai ni ng.Conduc t i ngal lt hes eact i v i t i esi nv ol v est hees t abl i s hmentand admi ni s t r at i onofhumanr es our cepol i ci es .



Managementdependsonhumanr es our c epr of es s i onal sf orhel pi nens ur i ngcompl i anc ewi t h l egi sl at i on,aswel lasf ors uppor tf ort heor gani z at i on' ss t r at egy—f orex ampl e,wor k f or c epl anni ng andc hangemanagement .



HRM cont r i but est oor gani z at i onal per f or mancebyi nfl uenc i ngwhowor k sf ort heor gani z at i onand howt hes epeopl ewor k .Thes ehumanr esour c es ,i fwel lmanaged,hav et hepot ent i al t obeas our ce ofs us t ai nabl ecompet i t i v eadv ant age,c ont r i but i ngt obas i cobj ect i v ess uchaspr oduc t i v i t y ,pr ofit s , andc us t omers at i s f ac t i on.

2. Why Are People so Valuable? Economic value is usually associated with capital—equipment, technology, and facilities. The concept of “human resource management” implies that employees are resources of the employer. Human Capital – an organization's employees, described in terms of their training, experience, judgment, intelligence, relationships, and insight.

By influencing who works for the organization and how those people work, human resource management therefore contributes to such basic measures of an organization's success as quality, profitability, and customer satisfaction.

Figure 1.2 Impact of HRM In terms of business strategy, an organization can succeed if it has a sustainable competitive advantage (is better than competitors at something, and can hold that advantage over a sustained period of time). Therefore, we can conclude that organizations need the kind of resources that will give them such an advantage. Human resources have these necessary qualities:  Human resources are valuable. High-quality employees provide a needed service as they perform many critical functions.  Human resources are rare in the sense that a person with high levels of the needed skills and knowledge is not common. An organization might spend months looking for a talented and experienced manager or technician.  Human resources cannot be imitated. To imitate human resources at a highperforming competitor, you would have to figure out which employees are providing the advantage and how. Then you would have to recruit people who can do precisely the same thing and set up the systems that enable those people to imitate your competitor.  Human resources have no good substitutes. When people are well trained and highly motivated, they learn, develop their abilities, and care about customers. It is difficult to imagine another resource that can match committed and talented employees. High-performance Work System – an organization in which technology, organizational structure, people, and processes all work together to give an organization an advantage in the competitive environment.

3. What Are the Responsibilities of HR Department? 1. Administrative services and transactions—Handling administrative tasks (for example, processing tuition reimbursement applications and answering questions about benefits) efficiently and with a commitment to quality. This requires expertise in the particular tasks. 2. Business partner services—Developing effective HR systems that help the organization meet its goals for attracting, keeping, and developing people with the skills it needs. For the systems to be effective, HR people must understand the business so it can understand what the business needs. 3. Strategic partner—Contributing to the company's strategy through an understanding of its existing and needed human resources and ways HR practices can give the company a competitive advantage. For strategic ideas to be effective, HR people must understand the business, its industry, and its competitors.

Analyzing and Designing Jobs Job analysis – the process of getting detailed information about jobs. Job design – the process of defining the way work will be performed and the tasks that a given job requires.

Recruiting and Hiring Employees Recruitment – the process through which the organization seeks applicants for potential employment. Selection – the process by which the organization attempts to identify applicants with the necessary knowledge, skills, abilities, and other characteristics that will help the organization achieve its goals.

Training and Developing Employees Training – a planned effort to enable employees to learn job-related knowledge, skills, and behaviour. Development – the acquisition of knowledge, skills, and behaviours that improve an employee's ability to meet the challenges of a variety of new or existing jobs.

Managing Performance Performance Management – the process of ensuring that employees' activities and outputs match the organization's goals.

Compensations and Rewards Maintaining Positive Employee and Labour Relations Establishing and Administering HR Policies Ensuring Compliance with Federal and Provincial Legislation 4. Why Focus on Strategy? (L02) A company's strategy—its plan for meeting broad goals such as profitability, quality, and market share. Workforce planning – identifying the numbers and types of employees the organization will require to meet its objectives. Evidence-based HR – collecting and using data to show that human resource practices have a positive influence on the company's bottom line or key stakeholders. Corporate Social Responsibility (CSR) – an organization's commitment to meeting the needs of its stakeholders. Stakeholders – the parties with an interest in the company's success (typically, shareholders, the community, customers, and employees). 

HRpr of es s i onal sshoul dbef ami l i arwi t ht heor gani z at i on' sst r at egyandmayev enpl ayar ol ei n dev el opi ngt hes t r at egyanddemons t r at i ngt hatHRpr act i c eshav eapos i t i v ei nfluenceont he c ompany' spr ofi t sork eys t ak ehol der s .



Spec i fi cHRpr act i cesv ar yacc or di ngt ot het y peofs t r at egy .Pr oduct i v i t yi mpr ov ement sr equi r eHR l eader shi pi nc l udi ngeffect i v ef eedbackandr ewar ds .Whenor gani z at i onswi t hi nt er nat i onal

oper at i onshi r eempl oy eesi not hercount r i eswher et heyoper at e,t heyneedt obemi ndf ul oft he di ffer encesi nc ul t ur eandbus i nes spr act i ces .Ev ens mal l bus i nes s ess er v i ngl oc al mar k et sdi s c ov er t hatqual i fiedc andi dat esi ncl udes ki l l edi mmi gr ant swhoacc ountf oras i gni fi cantandgr owi ngs har e oft heCanadi anl abourmar k et .Ther ef or e,HRM r equi r esk nowl edgeofdi ffer entc ul t ur es . 

Or gani z at i onsmus tbeabl et os el ectandpr epar eempl oy eesf orgl obal ass i gnment s .



Out s our c i ngr equi r eseffec t i v ej obdes i gn,pl anni ng,r ecr ui t mentands el ec t i on,andc ompens at i on pr ac t i cest or eal i z et hepot ent i al benefi t s .

Productivity Improvement Productivity – the relationship between an organization's outputs (products, information or services) and its inputs (e.g., people, facilities, equipment, data, and materials).

Expanding in Global Markets The Global Workforce

Figure 1.3 Where do Immigrants Come From (2010)? International Assignments Expatriates – employees who take assignments in other countries.

Outsourcing Outsourcing – the practice of having another company (a vendor, third-party provider, or consultant) provide services. Offshoring – setting up a business enterprise in another country (e.g., building a factory in China). Increasingly, organizations are offshore outsourcing, that is, the company providing outsourced services is located in another country rather than the organization's home country.

Mergers and Acquisitions

5. What Competencies Do HR Professionals Need? (L03)

Figure 1.4 1. Credible activists—means being so well-respected in the organization that you can influence the positions taken by managers. HR professionals who are competent in this area have the most influence over the organization's success, but to build this competency, they have to gain credibility by mastering all the others. 2. Cultural steward—involves understanding the organization's culture and helping to build and strengthen or change that culture by identifying and expressing its values through words and actions. 3. Talent manager/organizational designer—knows the ways that people join the organization and move to different positions within it. To do this effectively requires knowledge of how the organization is structured and how that structure might be adjusted to help it meet its goals for developing and using employees' talents. 4. Strategy architect—requires awareness of business trends and an understanding of how they might affect the business, as well as opportunities and threats they might present. A person with this capability spots ways effective management of human

resources can help the company seize opportunities and confront threats to the business. 5. Business allies—know how the business achieves its success, who its customers are, and why customers support what the company sells. 6. Operational executors—at the most basic level carry out particular HR functions such as handling the selection, training, or compensation of employees. All of the other HR skills require some ability as operational executor, because this is the level at which policies and transactions deliver results by legally, ethically, and efficiently acquiring, developing, motivating, and deploying human resources. 

Humanr esour c emanagementr equi r ess ubs t ant i al andv ar i edcompet enci es .



Humanr esour c epr of es s i onal sar er equi r edt ouphol dhi ghet hi cals t andar ds .Somear easi nwhi ch et hi cali s s uesar i s ei nc l udeadher enc et ol egi sl at i on,pr ot ect i ngconfi dent i al i t y ,andmai nt ai ni ng pr of es si onalc ompet ence.

6. Ethics in HRM Ethics – the fundamental principles of right and wrong.

Figure 1.5 Standards for Identifying Ethical Practices CCHRA's National Code of Ethics 1. Preamble. As HR practitioners in the following categories: o Certified Human Resources Professionals o CHRP Candidates, or  CHRP Exam Registrants, We commit to abide by all requirements of the Code of Ethics of the Canadian Council of Human Resources Associations (CCHRA), as listed in this document. (Where provincial codes are legislated, those will prevail.)

2. Competence. Maintain competence in carrying out professional responsibilities and provide services in an honest and diligent manner. Ensure that activities engaged in are within the limits of one's knowledge, experience, and skill. When providing services outside one's level of competence, or the profession, the necessary assistance must be sought so as not to compromise professional responsibility. 3. Legal requirements. Adhere to any statutory acts, regulation, or by-laws which relate to the field of human resources management, as well as all civil and criminal laws, regulations, and statutes that apply in one's jurisdiction. Not knowingly or otherwise engage in or condone any activity or attempt to circumvent the clear intention of the law. 4. Dignity in the workplace. Support, promote and apply the principles of human rights, equity, dignity and respect in the workplace, within the profession, and in society as a whole. 5. Balancing interests. Strive to balance organizational and employee needs and interests in the practice of the profession. 6. Confidentiality. Hold in strict confidence all confidential information acquired in the course of the performance of one's duties, and not divulge confidential information unless required by law and/or where serious harm is imminent. 7. Conflict of interest. Either avoid or disclose a potential conflict of interest that might influence or might be perceived to influence personal actions or judgments. 8. Professional growth and support of other professionals. Maintain personal and professional growth in human resources management by engaging in activities that enhance the credibility and value of the profession. 9. Enforcement. The Canadian Council of Human Resources Associations works collaboratively with its Member Associations to develop and enforce high standards of ethical practice among all its members.

7. What Are the HR Responsilibities of Supervisors and Managers? (L04)

Figure 1.6 Typical Areas of Involvement of Supervisors and Managers in HRM 

Al t houghmanyor gani z at i onshav ehumanr es our c edepar t ment s ,s uper vi sor sandmanager smus t bef ami l i arwi t ht hebas i csofHRM andt hei rownr ol ewi t hr egar dt omanagi nghumanr es our ces .



Super vi s or sandl i nemanager st y pi c al l yhav er es pons i bi l i t i esr el at edt oal l t heHRf unc t i ons . Super vi s or shel panal yz ewor k,i nt er v i ewj obc andi dat es ,par t i ci pat ei ns el ect i ondec i s i ons ,pr ov i de t r ai ni ng,conductper f or manceappr ai s al s ,andr ecommendpayi ncr eas es .Onaday t odaybas i s , s uper v i sor sandl i nemanager sr epr es entt hecompanyt ot hei rempl oy ees ,s ot heyal s opl ayan i mpor t antr ol ei nempl oy eer el at i ons .

8. Careers in HRM (L05)

Figure 1.7 Median Salaries for HR Positions 

Car eer si nHRM mayi nv ol v es pec i al i z edwor ki nfi el dssuc hasr ec r ui t i ng,t r ai ni ng,orl abourr el at i ons .



HRpr of es s i onal smayal s obegener al i s t s ,per f or mi ngt hef ul l r angeofHRac t i vi t i esdes c r i bedi nt hi s c hapt er .Peopl ei nt hesepos i t i onsus ual l yhav eauni v er s i t ydegr eeorcol l egedi pl omai nbus i nes sor t hes oc i al sc i ences .



Manyhumanr es our cepr of ess i onal shav eac hi ev edt henat i onal l ys t andar di z eddes i gnat i on,Cer t i fi ed HumanRes our cesPr of es s i onal ( CHRP) .

CHRP Designation 9. How Is the Labour Force Changing? (L06) Internal Labour Force – an organization's workers (its employees and the people who work at the organization). The labour force is a general way to refer to all the people willing and able to work. External Labour Market – individuals who are actively seeking employment. 

Anor gani z at i on' si nt er nal l abourf or cecomesf r om i t sex t er nal l abourmar k et —i ndi vi dual swhoar e ac t i v el ys eek i ngempl oy ment .I nCanada,t hi sl abourmar k eti sagi ngandbecomi ngmor edi v er s e. Thes har eofwomeni nt heCanadi anwor kf or c ehasgr ownt onear l yhal foft het ot al .



Toc ompet ef ort al ent ,or gani z at i onsmus tbeflex i bl eenought omeett heneedsofol derwor k er s , pos s i bl yr edes i gni ngj obs .Or gani z at i onsmus tr ecr ui tf r om adi v er s epopul at i on,es t abl i shbi as f r ee HRs y s t ems ,andhel pempl oy eesunder s t andandappr ec i at ec ul t ur aldi ffer ences .



Or gani z at i onsal s oneedempl oy eeswi t hsk i l l si ndec i s i onmaki ng,c ust omers er vi ce,andt eamwor k, aswel last ec hni c als ki l l s .Thecompet i t i onf ors ucht al enti si nt ense.Or gani z at i onsf aci ngas ki l l s s hor t ageof t enhi r eempl oy eeswhol ac kc er t ai nsk i l l s ,t hent r ai nt hem f ort hei rj obs .

An Aging Workforce

Figure 1.8 Age Distribution Projection of the Canadian Population Increasingly, older workers say they intend to have a working retirement—nevertirees.

A Diverse Workforce Skill Deficiencies of the Workforce

10. What Is a High-Performance Work System? (L07) Knowledge Workers Knowledge workers – employees whose main contribution to the organization is specialized knowledge, such as knowledge of customers, a process, or a profession.

Employee Engagement Employee engagement – the extent that employees are satisfied, committed to, and prepared to support what is important to the organization.

Teamwork Teamwork – the assignment of work to groups of employees with various skills who interact to assemble a product or provide a service. In some organizations, technology is enabling teamwork even when workers are at different locations at different times. These organizations use virtual teams—teams that rely on communications technologies to keep in touch and coordinate activities.

Increasing Level of Education 

HRM canhel por gani z at i onsfi ndandk eept hebes tpos si bl efi tbet weent hei rs oci al s y s t em and t echni cals y s t em.Rec r ui t i ngands el ect i ondec i s i onsar ees pec i al l yi mpor t antf oror gani z at i onst hat r el yonk nowl edgewor k er s .J obdesi gnandappr opr i at es y s t emsf orass es s mentandr ewar dshav ea c ent r al r ol ei ns uppor t i ngempl oy eeengagementandt eamwor k .



Thewi des pr eadus eoft heI nt er neti nc l udesHRM appl i c at i ons .Or gani z at i onss ear c hf ort al ent gl obal l yus i ngonl i nej obpos t i ngsandsc r eeni ngcandi dat esonl i ne.Or gani z at i ons ' websi t esf eat ur e i nf or mat i ondi r ect edt owar dpot ent i al empl oy ees .Empl oy eesmayr ec ei v et r ai ni ngonl i ne.Atmany c ompani es ,onl i nei nf or mat i onshar i ngenabl esempl oy ees el f s er vi cef ormanyHRneeds ,f r om appl i cat i onf or mst ot r ai ni ngmodul est oi nf or mat i onaboutt hedet ai l sofc ompanypol i c i esand benefit s .

11. How Is Technological Change Impacting HRM? Human Resource Information System (HRIS) – a computer system used to acquire, store, manipulate, analyze, retrieve, and distribute information related to an organization's human resources. HR dashboard – a display of a series of HR measures, showing human resource goals and objectives and progress toward meeting them.

The Internet Economy Electronic HR...