shrm week 6 hr practices
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8/3/2019 SHRM Week 6 HR Practices
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
SHRMHuman Resource Management
Practices
Week 6
MBA
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Human Resource
Management
The integration of all processes,programs, and systems in an organizationthat ensure staff are acquired and used in
an effective way
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Strategic Human ResourceManagement
HR planningRecruitmentSelectionOrganizational andwork design
Training anddevelopment
Performance reviewCompensationLabour relations
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Strategic Importance of HRM
Can establish an organization’s sustainablecompetitive advantage◦ Consider shortage of labour supply in particular
fields
Requires fundamental change in howmanagers think about employees◦ Partners and Investments rather than an expense
Need to consider outsourcing certain HR
transactions◦ But then what does the HR dept. do?
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Legal Environment of HRM
HRM through laws and regulations◦ Huge increase in this since 1960s in West
Employers must ensure that managers
understand their obligations and comply Primary areas of employment legislation
◦ Equal Opportunities
◦ Equal Pay
◦ Race Relations
◦ Health and Safety
◦ Offices, Shops and Railways Act
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
FO
M9.6
Human Resource Planning
Assessing Future
Human ResourceNeeds
Assessing CurrentHuman Resources
Developing aProgramme to Meet
Needs
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
HR Planning
We have found the gap, how do we fillthis void?
How much time should we spend on
identifying the right person? There are a number of stages
FO
M9.7
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Recruitment
Process of locating,
identifying, and attracting
capable candidates Can be for current or
future needs
Critical activity for somecorporations.
What sources do we usefor recruitment
FOM 9.8
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
FO
M9.9
RecruitmentSources
InternalSearches EmployeeReferrals
EmployeeLeasing
TempServices
EmploymentAgencies Advertisements
School/universitiesPlacement
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Selection
Prediction exercise
◦ Thus, Not Perfect
Decision-makingexercise
Purpose is to hire theperson(s) best able tomeet the needs of theorganization
Tied back to strategy
FOM 9.10
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Selection
Are there ways that managers canensure that the decision achieves thedesired outcome? (time and time
again)◦ Yes, use HR Tools which are Reliable &
Valid
FOM
9.11
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Reliability
Degree to which selection tool measuresthe same thing consistently
Can be a test or an interview
Same questions need to be asked.
FO
M9.
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Validity
Relationship between selection tool andappropriate criterion
What a selection technique measures andhow well it measures
Must be proven and relevant to job
◦ Eg: keyboarding skills for data entry clerk.
FOM
9.13
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
The Effectiveness ofInterviews 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
Interviews are not reliable or valid – acting ofthe interviewee – ability to know this
interviewer?
FOM
9.14
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Common Types of Interviews
Non-directive◦ Most Latitude
◦ Questions are open ended
◦ This can get you into trouble
Behavioural Description◦ As about a situation you have experienced.
Structured◦ Panel◦
Situational Why is a Situational Analysis Good.
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Written Tests
Intelligence
General aptitude
Ability
Interest
Were popular in the 60s -disappeared have now made a comeback
FOM
9.16
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Reference Checks
Potential employer seeks to verifyinformation
Important to have well-constructed
questions Already talked about the issues
relating to this
FOM
9.17
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Orientation/socialization
Process to introduce new employeesto organization
Familiarize new employee to job and
work unit Help employee to understand values,
beliefs, and acceptable behaviours
FOM
9.18
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Performance Management
Integration of management practices thatincludes a formal review of employeeperformance
◦ How often should this take place?
Includes establishing performancestandards and reviewing the performance(benchmarking)
Means to ensure organizational goals arebeing met
FOM
9.19
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
MultipersonGraphic
Rating Scales
CriticalIncidents
WrittenEssay
BARS
Performance Review Methods
360-DegreeReview
MBO
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
If Performance Falls Short
Train
Discipline
Coach
Out the Door
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Training/Learning andDevelopment Learning experience that seeks
relatively permanent change
Involves changing skills, knowledge,
attitudes or behaviours Training tends to be done for current job/costly change in what employersare expecting and change in
workforce attitudes globally(gender/career)
Development can mean acquiring
skills for future work
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Compensation Management
Process of determiningcost-effective paystructure
Designed to attract andretain
Provide an incentive towork hard
Structured to ensure that
pay levels are perceivedas fair (equity theory)
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Factors That Influence Compensation
Unionization
Level of
Compensationand
Benefits
Employee’s
tenure and
performance
Kind of job
performedSize of
company
Management
philosophy
Kind of
businessGeographical
location
Labour- or
capital-intensive
Company
profitability
FOM 9.29
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
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.
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Employee Benefits
Indirect financial rewards
Designed to enrich employees’ lives
Vary widely in scope
Costs range from 30% to 40% ofpayroll costs
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Health and Safety
Employers are responsible forensuring a healthy and safe workenvironment
Employees are required for followinstructions and any legalrequirements
Workplace issues such as bullying,harrassment are rising
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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Labour Relations/EmployeeRelations Relationship between union and employer Union functions as the voice of employees
Collective bargaining is a process to
negotiate terms and conditions ofemployment
Bargaining produces a written documentcalled a collective agreement
Governed by legislation in the West –whatabout your countries
Relationship between individuals and
management
FOM
9.27
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