HumanResource

Management
 The HRM Process

FunctionsoftheHRMProcess
Identifyingandselectingcompetentemployees
Providingemployeeswithuptodateknowledge
andskillstodotheirjobs
Ensuringthattheorganizationretainscompetent
andhighperformingemployees
 The Human Resources
Management Process
Environment

Human
Identification and Selection
Resource Recruitment Selection
of Competent Employees
Planning

Decruitment

Adapted and competent

Orientation Training employees with up-to-date
skills and knowledge

Compensation Competent and high-performing employees who

Performance Career are capable of sustaining high performance over
and
Management Development
Benefits the long term

Environment
 Environmental Factors Affecting
HRM
EconomicConditions
Recruitmentisdependentuponunemploymentratesand
labourmarkets
LabourUnion
Anorganizationthatrepresentsworkersandseeksto
protecttheirintereststhroughcollectivebargaining
CollectiveBargainingAgreement
Acontractualagreementbetweenanorganizationanda
union,covering:
Wage,hours,andworkingconditions
 Environmental Factors Affecting
HRM (contd)
LegislationAffectingWorkplaceConditions
LabourCode
OccupationalHealthandSafetyAct
Employmentstandardslegislation
AntidiscriminationLegislation
TheCharterofRightsandFreedomsandHumanRightsAct
TheEmploymentEquityAct
 Human Resource Planning
HumanResources(HR)Planning
Theprocessbywhichmanagersensurethattheyhave
therightnumberandkindsofpeopleintheright
places,andattherighttimes,whoarecapableof
effectivelyandefficientlyperformingtheirtasks
Helpsavoidsuddentalentshortagesandsurpluses
StepsinHRplanning:
Assessingcurrenthumanresources
Assessingfutureneedsforhumanresourcesand
developingaprogramtomeetthosefutureneeds
 Current Assessment
HumanResourcesInventory
Areviewofthecurrentmakeupoftheorganizations
resourcesstatus
HRManagementInformationSystems(HRMIS)
Tracksemployeeinformationforpolicyandstrategicneeds
Jobanalysis
Anassessmentthatdefinesajobandthebehavioursnecessary
toperformthejob:
Knowledge,skills,andabilities
Requiresconductinginterviews,engagingindirect
observation,andcollectingtheselfreportsofemployeesand
theirmanagers
 Class Assignment
JobIdentification
JobSummary
ResponsibilitiesandDuties
Authorityoftheincumbent(Compulsory)
Standardofperformance
Workingconditions
JobSpecifications
Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 7-8
Copyright 2008 Pearson Education Canada
 Current Assessment (contd)

JobDescription
Awrittenstatementofwhatthejobholderdoes,
howitisdone,andwhyitisdone
JobSpecification
Awrittenstatementoftheminimum
qualificationsthatapersonmustpossessto
performagivenjobsuccessfully
 Staffing the Organization

Recruitment
Theprocessoflocating,identifying,and
attractingcapableapplicantstoanorganization
Decruitment
Theprocessofreducingasurplusofemployees
intheworkforceofanorganization
Major Sources of Potential Job
Candidates
 Selection
SelectionProcess
Theprocessofscreeningjobapplicantstoensurethat
themostappropriatecandidatesarehired
Selection
Anexerciseinpredictingwhichapplicants,ifhired,
willbe(orwillnotbe)successfulinperformingwell
onthecriteriatheorganizationusestoevaluate
performance
Selectionerrors:
Rejecterrorsforpotentiallysuccessfulapplicants
Accepterrorsforultimatelypoorperformers
 Types of Selection Devices

ApplicationForms
WrittenTests
PerformanceSimulations
Interviews
BackgroundInvestigations
PhysicalExaminations
 Written Tests
TypesofTests
Intelligence:howsmartareyou?
Aptitude:canyoulearntodoit?
Ability:canyoudoit?
Interest:doyouwanttodoit?
LegalChallengestoTests
Lackofjobrelatednessoftesttojobrequirements
Discriminationagainstmembersofareasprotectedby
theEmploymentEquityAct
 Performance Simulation Tests
Testingtheabilitytoperformactualjob
behaviors,userequiredskills,anddemonstrate
specificknowledgeofthejob
Worksampling
Requiringapplicantstoactuallyperformataskorsetof
tasksthatarecentraltosuccessfuljobperformance
Assessmentcenters
Dedicatedfacilitiesinwhichjobcandidatesundergoa
seriesofperformancesimulationteststoevaluatetheir
managerialpotential
 Other Selection Approaches
SituationalInterviews
Interviewsinwhichcandidatesareevaluatedonhow
welltheyhandleroleplayinmockscenarios
BackgroundInvestigations
Verificationofapplicationdata
Referencechecks:
Lackvaliditybecauseselfselectionofreferencesensures
onlypositiveoutcomes
PhysicalExaminations
Usefulforphysicalrequirements
 Tips for Managers:
Some Suggestions for Interviewing
Structureafixedsetofquestionsforallapplicants
Havedetailedinformationaboutthejobforwhichapplicantsare
interviewing
Minimizeanypriorknowledgeofapplicantsbackground,
experience,interests,testscores,orothercharacteristics
Askbehaviouralquestionsthatrequireapplicantstogivedetailed
accountsofactualjobbehaviours
Useastandardizedevaluationform
Takenotesduringtheinterview
Avoidshortinterviewsthatencourageprematuredecisionmaking
Other Selection Approaches (contd)

RealisticJobPreview(RJP)
Theprocessofrelatingtoanapplicantboththe
positiveandthenegativeaspectsofthejob
Encouragesmismatchedapplicantstowithdraw
Alignssuccessfulapplicantsexpectationswithactual
jobconditions,reducingturnover
 Orientation and Skill Development
Bringinganewemployeeintotheorganization
Workunitorientation
Familiarizesnewemployeewithworkunitgoals
Clarifieshowhisorherjobcontributestounitgoals
Introducesemployeetohisorhercoworkers
Organizationorientation
Informsnewemployeeabouttheorganizations
objectives,history,philosophy,procedures,andrules
Includesatouroftheentirefacility
 Types of Training

Interpersonalskills
Technical
Business
Mandatory
Performancemanagement
Problemsolving/decisionmaking
Personal
 Employee Training Methods

Traditional Technologybased
TrainingMethods TrainingMethods
Onthejob CDROM/
DVD/videotapes/
Jobrotation audiotapes
Mentoringandcoaching Videoconferencing/
Experientialexercises teleconferencing/
satelliteTV
Workbooks/manuals
Elearningorother
Classroomlectures interactivemodules.
 Managing and Rewarding
Performance
PerformanceManagementSystem
Aprocessestablishingperformancestandards
andappraisingemployeeperformanceinorderto
arriveatobjectiveHRdecisionsandtoprovide
documentationinsupportofthosedecisions
 Performance Appraisal Methods
WrittenEssays
CriticalIncidents
GraphicRatingScales
MultipersonComparisons
ManagementbyObjectives(MBO)
360DegreeFeedback
 Compensation and Benefits
BenefitsofaFair,Effective,andAppropriate
CompensationSystem
Helpsattractandretainhighperformanceemployees
Impactsonthestrategicperformanceofthefirm
TypesofCompensation
Basewageorsalary
Wageandsalaryaddons
Incentivepayments
Skillbasedpay
 Factors That Influence Compensation
and Benefits How long has employee
been with company and
how has he or she performed?

How large is the Does job require

company? Employees Tenure high levels of skills?
and Performance

How profitable is the Size of Kind of What industry is job in?

company? Company Job Performed

Sources: Based on R.I. Henderson,

Compensation Management, 6th ed. Company Level of Kind of
(Upper Saddle River, NJ: Prentice Profitability Compensation Business
Hall, 1994), pp. 324; and A. Murray, and Benefits
Mom, Apple Pie, and Small
Business, Wall Street Journal, Geographical
Unionization
August 15, 1994, p. A1 Location

Where is organization Management Labour- or

located? Is business unionized?
Philosophy Capital-Intensive

What is managements Is business labour- or

philosophy toward pay? capital-intensive?
 Career Development
CareerDefined
Asequenceofpositionsheldbyapersonduringhisorher
lifetime
CareerDevelopment
Providesforinformation,assessment,andtraining
Helpsattractandretainhighlytalentedpeople
ManagingOnesCareer
You,nottheorganizationisresponsibleforyourcareer
Acareerchoiceshouldbeamatchbetweenwhatyouwantout
oflifeandyourinterests,abilities,andmarketopportunities

Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition 7-26
Copyright 2008 Pearson Education Canada
Top 10 Job Factors for College Graduates

(rankedinorderofimportance)
1.Enjoyingwhattheydo
2.Opportunitytouseskillsandabilities
3.Opportunityforpersonaldevelopment
4.Feelingwhattheydomatters
5.Benefits
6.Recognitionforgoodperformance
7.Friendlycoworkers
8.Joblocation Source: Based on V. Frazee.
Whats Important to College Grads
9.Lotsofmoney in Their First Jobs? Personnel
Journal, July 1996, p. 21.

10.Workingonteams
Tips for
Managers:
Some
Suggestions for
a Successful
Management
Career
 Contemporary HRM Issues

ManagingWorkforceDiversity
Recruitmentfordiversity
Selectionwithoutdiscrimination
Orientationandtrainingthatiseffective
 Contemporary HRM Issues (contd)
WorkLifeBalance
Employeeshavepersonallivesthattheydontleave
behindwhentheycometowork.
Organizationshavebecomemoreattunedtotheir
employeesbyofferingfamilyfriendlybenefits:
Onsitechildcare
Summerdaycamps
Flextime
Jobsharing
Leaveforpersonalmatters
Flexiblejobhours
 Contemporary HRM Issues (contd)

Helpingsurvivorsrespondtolayoffs
Downsizingistheplannedeliminationofjobsinan
organization
Layoffsurvivorsicknessisasetofattitudes,
perceptions,andbehavioursofemployeeswhosurvive
involuntarystaffreductions