1. Chapter 9 Human Resource Management1

2. Human Resource Management
The integration of all processes, programs, and systems in an organization that ensure staff are acquired and used in an effective way

3. Strategic Human Resource Management (Exhibit 9-1)
External Environment
Organization
HR planning
Recruitment
Selection
Organizational and
work design
Training and
development
Performance review
Compensation
Labour relations

4. Strategic Importance of HRM
Can establish an organization’s sustainable competitive advantage
Requires fundamental change in how managers think about employees
Need to consider outsourcing certain HR transactions

5. Legal Environment of HRM
Federal and provincial governments influenced HRM through laws and regulations
Employers must ensure that managers understand their obligations and comply
Four primary areas of employment legislation

6. Human Rights Legislation
Has the most impact on HR decisions
Protects individuals and groups from discrimination
Protects employees from harassment--both workplace and sexual

7. Human Resource Planning
Assessing Current
Human Resources
Assessing Future
Human Resource
Needs
Developing a
Program to Meet
Needs 6

8. Recruitment
Process of locating, identifying, and attracting capable candidates
Can be for current or future needs 7

9. Selection Prediction exercise Decision-making exercise
Purpose is to hire the person(s) best able to meet the needs of the organization 10

10. The Effectiveness of Interviews
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 15

11. Common Types of Interviews
Non-directive
Structured
Panel
Situational
Behavioural description

12. Orientation Process to introduce new employees to organization
Familiarize new employee to job and work unit
Help employee to understand values, beliefs, and acceptable behaviours
Familiarization to Organization and its Values
Improved Success On the Job
Minimizes Turnover 17

13. Training and Development
Learning experience that seeks relatively permanent change
Involves changing skills, knowledge, attitudes or behaviours
Training tends to be done for current job
Develop usually means acquiring skills for future work

14. Performance Management
Integration of management practices that includes a formal review of employee performance
Includes establishing performance standards and reviewing the performance
Means to ensure organizational goals are being met 20

15. Compensation Management
Process of determining cost-effective pay structure
Designed to attract and retain
Provide an incentive to work hard
Structured to ensure that pay levels are perceived as fair 23

16. Factors That Influence Compensation
Employee’s
tenure and
performance
Company
profitability
Kind of job
performed
Size of
company
Level of
Compensation
and
Benefits
Kind of
business
Geographical
location
Management
philosophy
Labour- or
capital-intensive
Unionization
Source: Management, Seventh Canadian Edition, by Stephen P. Robbins, Mary Coulter, and Robin Stuart-Kotze, page 274. Copyright © Reprinted by permission of Pearson Education Canada Inc.
Robbins et al., Fundamentals of Management, 4th Canadian Edition
©2005 Pearson Education Canada, Inc. 16

17. Health and Safety
Employers are responsible for ensuring a healthy and safe work environment
Employees are required for follow instructions and any legal requirements
Workplace violence is a growing concern

18. Labour Relations Relationship between union and employer
Union functions as the voice of employees
Collective bargaining is a process to negotiate terms and conditions of employment
Bargaining produces a written document called a collective agreement