chapter 11 managing human resource systems. learning outcomes after reading this chapter, you should...
TRANSCRIPT
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Chapter 11
Managing Human Resource Systems
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Learning OutcomesAfter reading this chapter, you should beable to:
1. Explain how different employment laws affect human resource practice.
2. Explain how companies use human resource planning and recruiting to find qualified job applicants.
3. Describe the selection techniques and procedures that companies use when deciding which applicants should receive job offers.
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Learning OutcomesAfter reading this chapter, you should beable to:
4. Describe how to determine training needs and select the appropriate training methods.
5. Discuss how to use performance appraisal to give meaningful performance feedback.
6. Describe basic compensation strategies and discuss the four kinds of employee separations.
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The Human Resource Management Process
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Employment Legislation:What Is It All About?
• Federal and provincial legislation• Covers human rights and employment standards• Labour relations, health and safety, and
employment equity • The Canadian Labour Code
– The Constitution Act of 1867 (formerly known as the British North America Act)
• The Canadian Charter of Rights and Freedoms (1982)
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Summary of Major Federal Employment Laws
Constitution Act (BNA) of 1867
Sets out basic federal and provincial responsibilities
Canadian Charter of Rights and Freedoms
Sets out the 15 basic areas of freedoms in Canada
Canadian Human Rights Act
Prohibits discrimination on a number of grounds
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Summary of Major Federal Employment Laws
Canadian Labour Code Lays out responsibilities of each province and provides national guidelines
Employment Equity and Pay Equity Legislation
Requires equal pay for equal work
Workers Compensation Act (Manitoba)
Provincial act that lays out safety standards
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Employment Discrimination and BFOQ
BFOQ: Bona Fide Occupational Qualification
•An exception in employment law that permits sex, age, religion, and the like to be used when making employment decisions, only if they are “reasonably necessary to the normal operation of that particular business”
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Employment Discrimination and BFOQ
• Unfair discrimination• Intentional or unintentional• Based on race, religion, ethnic origin• Falls under the Charter of Rights and
Freedoms• Leads to investigations by one of the
provincial or territorial Human Rights Commissions
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Canadian Human Rights Commission
Guide to Understanding the Canadian Human Rights Act:Canadian Human Rights Commission
Duty to Accommodate/Undue Hardship:Canadian Human Rights Commission
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Beyond the Book
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Workplace Harassment• Workplace harassment is
– prohibited by several laws, both federal and provincial
– does not have to be sexual in nature, although it commonly is
• Harassment can also mean that someone is bullying you about your work or tormenting you simply because you are a man or a woman.
• Expressing stereotypes about one gender or the other, for example, can be a form of harassment.
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Sexual Harassment• A form of discrimination in
which unwelcome sexual advances, requests for sexual favours, or other verbal or physical conduct of a sexual nature occurs while performing one’s job– Quid pro quo cases:
requests for sexual acts are linked to economic outcomes (i.e., keeping a job)
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Sexual Harassment: What Companies Should Do
1. Respond immediately to reports.2. Engage in a quick and fair investigation.3. Create a sexual harassment policy.4. Communicate this policy (i.e., zero
tolerance).5. Establish clear reporting procedures.6. Provide an impartial, nonthreatening avenue
for employees to access.7. Be aware of federal, provincial, and
municipal laws. Copyright © 2015 by Nelson Education Ltd. 11-13
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Recruiting
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Job Analysisand
Recruiting
Job Analysisand
Recruiting
InternalRecruitingInternal
RecruitingExternal
RecruitingExternal
Recruiting
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Recruiting is the process of developing a pool of qualified job applicants.
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Job Analysis and Recruiting• Job Analysis
– A purposeful, systematic process for collecting information on the important work-related aspects of a job
• Job Description– A written description of the basic tasks, duties,
and responsibilities required of an employee holding a particular job
• Job Specifications– A written summary of the qualifications needed to
successfully perform a job
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Internal and External Recruiting
Internal Recruitment• “Promotion from within”• Improves employee morale and motivation• Reduces employer time and cost• Internal advertising is in the form of a
job posting • Career path: a planned sequence
of jobs
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Internal and External Recruiting
External Recruitment•Advertising•Employee referrals•Walk-ins•Outside organizations•Employment services•Special events•Internet job sites
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Selection
SelectionTests
SelectionTests InterviewsInterviews
Application Formsand Résumés
Application Formsand Résumés
References andBackground Checks
References andBackground Checks
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Topics Employers Should Avoid1. Gender, marital status,
or family status8. Citizenship
2. Source of income 9. Physical or mental disability
3. Previous names 10. Sexual orientation4. Next of kin 11. Workers’
Compensation
5. Dependants and child care
12. Language ability
6. Age and date of birth 13. Educationalinstitutions
7. Previous address 14. Religious beliefs
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Source: Adapted from http://www.albertahumanrights.ab.ca/publications/bulletins_sheets_booklets/sheets/human resource_and_employment/pre_employment_inquiries.asp with the permission of the Alberta Human Rights Commission.
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References and Background Checks
• Not always provided by previous employers• 96 percent of companies conduct background
checks • 80 percent of companies conduct criminal record
checks• Making background checks more effective:
– Dig deeper for more information.– Get permission in writing.– Document all checks.– Consider hiring private investigators.
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Selection TestsSelection Tests
• Specific ability• Cognitive ability• Biographical data• Personality• Work sample • Assessment centres
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Interviews• Unstructured Interviews
– Free-flow of questions• Structured Interviews
– Interviewer uses standard set of prepared questions
• Semi-structured Interviews– Some structure combined with interviewer
judgment
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Questions in Structured Interviews
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Situational QuestionsSituational Questions
Behavioural QuestionsBehavioural Questions
Background QuestionsBackground Questions
Job-Knowledge QuestionsJob-Knowledge Questions
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Guidelines for Conducting Effective Structured Interviews
FIRST PART: PLANNING THE INTERVIEW
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Guidelines for Conducting Effective Structured Interviews
SECOND PART: CONDUCTING THE INTERVIEW
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Guidelines for Conducting Effective Structured Interviews
THIRD PART: AFTER THE INTERVIEW
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Training
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Training Needs
Training Needs
TrainingMethodsTrainingMethods
TrainingEvaluationTraining
Evaluation
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Five Myths of Training
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Evaluating Training
Reactions How satisfied trainees were with the program
Learning How much employees improved their knowledge or skills
Behaviour How much employees actually changed their on-the-job behaviour
Results How much training improved job performance
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Performance Appraisal
• 70 percent of employees are dissatisfied with the performance appraisal process in their companies.
• 90 percent of human resource managers are dissatisfied with the performance appraisal systems used by their companies.
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Measuring Job Performance: Common Rating Errors
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Central Tendency•All workers are rated as being “average.”Halo Error•All workers are rated as performing at the same level in all parts of their jobs.Leniency Error•All workers are rated as performing at a high level.
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Accurately Measuring Job Performance
Improving Job Performance Measurements• Objective Performance Measures
– Quantifiable outcomes: output, scrap, waste, sales, customer complaints, or rejection rates
• Subjective Performance Measures– Graphic rating scales– Behavioural observation scales
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Subjective Performance Appraisal Scales
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What to Discuss in a Performance Appraisal Feedback Session
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Keeping Qualified Workers: Compensation
Job Evaluation• Determines market value and worth of the job
Pay Variability• Piecework, commission, profit sharing, employee
stock ownership plans, stock options
Pay Structure• Hierarchical or compressed
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Foreign Workers
• Foreign workers in many parts of the world end up in low-paying jobs that disappear at the whim of the employer, with little in the way of security or benefits.
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Terminating Employees
More than 473,200 Canadian workers were fired from their jobs in the first half of 2009 during the worldwide economic and banking crisis.
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Terminating Employees
• What protection does the employer and employee have?– Be sure to consult the provincial Employment
Standards Act for layoff and termination laws.
– The Ministry of Ontario has a very informative website: Ontario Employment Standards Act
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Downsizing: Guidelines for Conducting Layoffs
1. Provide clear reasons for the layoffs.
2. Get information to avoid laying off employees with critical skills.
3. Train managers in how to tell employees.
4. Give employees the bad news early in the day.
5. Provide outplacement services and counselling.
6. Communicate with survivors.
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Source: M. Boyle, “The Not-So-Fine Art of the Layoff,” Fortune, 19 March 2001, 209.)
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Retirement• Early Retirement Incentive Programs (ERIPs)
– Offer financial benefits to employees to encourage them to retire early
• Phased Retirement– Employees transition to retirement by working
reduced hours over a period of time before completely retiring.
• Outplacement Services– Employment-counselling services offered to
employees who are losing their jobs because of downsizing
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Employee Turnover
• Loss of employees who voluntarily choose to leave the company
• Functional Turnover (encouraged)– The loss of poor-performing employees
• Dysfunctional Turnover (discouraged)– The loss of high-performing employees
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