Global Env.

Functions
Attitudes; Drivers;
(P.O.L.C); Skills; Org. culture,
Types of global orgs;
Levels. External
environments
Review Entry modes.

Diversity types; Socio-economic Creative

Challenges; view, Classical view destruction; Importan
Biases/prejudices, Sustainable ce; Process
Legislation. management

External and internal forces; Calm

& White waters; Structural, STRATEGY
Cultural, Technological); Process (Mission, SWOT, Formulate,
Resistance to change; Enabling Implement, Evaluate
innovation Corporate – Growth, Stability,
Purpose; Types of
Process; Styles (Intuitive, Retrench​.
plans; Approached to
Rational); Biases and planning; SMART.
Business – Differentiation, Low
Errors. Cost, Focus​; BCG matrix.

Traditional (functional, divisional, mechanistic) Plan, Recruit, Decruit, Orientation, Train,

Contemporary (boundaryless, matrix, organic) Performance evaluation, Compensation
Factors affecting org: Width of span, Issues – Work-life, Sexual harassment,
centralization/decentralization; Chain of Diversity.
command/authority, Strategy, Early (Trait, Behaviour, Situational)
Contemporary (Transformational,
Charismtic-Visionary, Team)
Sources of Power. 13 - 1
 ORG. CULTURE DIVERSITY
FUNCTIONS SHARED VALUES ENTREPRENEUR CHALLENGES
PROCESS
CONNECTING THE
SKILLS TYPEs
LEVELS
GLOBALIZATION
DOTS

FIRM

P 0 L C
LEADERSHIP
CONTROL
COMM. ORG.
DECISION STRATEGY
MAKING STRUCTURE
MOTIVATING
PLANNING HUMAN
RESOURCE

TEAMS
Chapter
13 Human
Resource

Copyright © 2019 Pearson Canada Inc. 13 - 3

 The Human Resource
Management (HRM) Process

Why Human Resources Management is

Important ?
It can be a significant source of competitive
advantage.
An important part of organizational strategies.
Adds value to the firm.

13 - 4
 Learning Outcomes
1. Human resource management process and the external
influences that might affect that process.
2. Discuss the tasks associated with identifying and
selecting competent employees.
3. Explain the different types of orientation and training.
4. Strategies for retaining competent, high-performing
employees.
5. Contemporary issues in managing human resources.

13 - 5
 External Factors

The labor HRM The

union process economy

Legislation

13 - 6
 External Factors - Union
Collective Bargaining Agreement
https://www.psea.bc.ca/collective-bargaining/collective-agreements

A contractual agreement between an

organization and a union, covering:
• Wage, hours, and working conditions

13 - 7
 External Factors- Legislation
Federal Legislation Affecting Workplace
Conditions:
1. Canada Labour Code
2. Occupational Health and Safety
3. Employment Equity Act
4. The Charter of Rights and Freedoms
5. The Canadian Human Rights Act
6. WHMIS, OSHA

13 - 8
External Factors - Demographics
Demographic Trends
Shortages of skilled workers.
More educated workforce.
More women in the labour market.
Ageing population.
Multi-generational (Gen. X, Gen. Z,
millennials, baby-boomers)

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 Human Resources Functions

1. Selecting Competent Employees

2. Employee Orientation and Training
3. Employee Performance Evaluation
4. Employee Compensation and Benefits

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1. Selecting Competent Employees

Ensuring that the organization has the

right number and kinds of capable
people in the right places and at the
right times.

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1. Selecting Competent Employees
Assessing Current Human Resources
A review of the current makeup of the
organization’s resources status.

HR Management Information Systems (HRMIS)

Tracks employee information for policy and
strategic needs

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Selecting Competent Employees
Job Analysis
An assessment that defines a job and
the behaviours necessary to perform
them.
• Requires conducting interviews, engaging in
direct observation and collecting the self-
reports of employees and their managers.

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 Selecting Competent Employees
Recruitment Decruitment
The process of Techniques for
locating, identifying, reducing the
and attracting capable organization’s
applicants to an workforce.
organization.

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Major Sources of Candidates
Internet
Employee referrals
Company website

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 Major Sources of Candidates
Source Advantages Disadvantages
Internet Reaches large numbers Generates many
of people; can get unqualified candidates
immediate feedback
Employee referrals Knowledge about the May not increase the
organization provided by diversity and mix of
current employee; can employees
generate strong
candidates because a
good referral reflects on
the recommender
Company website Wide distribution; can be Generates many
targeted to specific unqualified candidates
groups

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 Decruitment Options

Firing
Layoffs
Attrition
Transfers
Reduced workweeks
Early retirements

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 Decruitment Options
Firing Permanent involuntary termination
Layoffs Temporary involuntary termination; may last
only a few days or extend to years
Attrition Not filling openings created by voluntary
resignations or normal retirements
Transfers Moving employees either laterally or
downward; usually do not reduce costs but can
reduce intraorganizational supply–demand
imbalances
Reduced Having employees work fewer hours per week,
workweeks share jobs, or perform their jobs on a part-time
basis
Early Providing incentives to older and more senior
retirements employees for retiring before their normal
13 - 18
retirement dates
 Selecting Competent Employees
Validity (of Prediction)
The proven relationship that exists between the
selection device and some relevant job
criterion.

Reliability (of Prediction)

The ability of a selection device to measure the
same thing consistently.

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Selecting Competent Employees
For an ActorAudition
Reliability of
Validity
prediction
-An audition
-An audition

For an Accountant ?

Validity Reliability
? ?

13 - 20
Selecting Competent Employees
Types of Selection Devices
Application Forms
Written Tests
Performance Simulations
Interviews
Background Investigations
Physical Examinations

13 - 21
2. Orientation and Training

13 - 22
 2. Orientation and Training
Orientation
Introduces employee to his or her co-workers
Introduces a new employee to his or her job
and the organization.
Familiarizes new employee with work.

Training
Employee training is an important HRM
activity. As job demands change, employee
skills have to be altered and updated.
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 Employee Training Methods
On the job
Job rotation
Mentoring and coaching
Experiential exercises
Workbooks/manuals
Classroom lectures
Technology-Based Training Methods
Videoconferencing/teleconferencing/webinars
E-learning

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3. Performance Evaluation

13 - 25
Performance Management System

A process of establishing performance

standards and evaluating performance in
order to arrive at objective HR decisions,
as well as to provide documentation to
support those decisions.

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Performance Appraisal Methods
Written Essays
Critical Incidents
Graphic Rating Scales
Multi-person Comparisons
Management by Objectives (MBO)
360-Degree Feedback

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Compensation and Benefits

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Compensation and Benefits
Managers must develop a compensation system
that reflects the changing nature of work and the
workplace in order to keep people motivated.

Skill-based pay
A pay system that rewards employees for the job
skills and competencies they can demonstrate.

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Types of Compensation

Base wage or salary

Wage and salary add-ons
Incentive payments
Skill-based pay

13 - 32
 Contemporary Issues
in Managing Human Resources

1. Recruitment for diversity.

2. Managing downsizing.
3. Managing sexual harassment.
4. Managing work-life balance.

13 - 33
 Contemporary Issues
Work-life balance

1. Is it okay for someone to bring his baby to work

because of an emergency crisis with normal child
care arrangements?

2. Is it okay to expect an employee to work 60 or

more hours a week?

3. Should an employee be given the day off to watch

her child perform in a school event?

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 Contemporary Issues in
Work-Life Balance
Organizations have become more
proactive by offering family-friendly
benefits:
• On-site child care
• Summer day camps
• Flextime
• Job sharing
• Leave for personal matters
• Work from home
13 - 35
 Summary
1. HRM Process
Planning, Recruitment, Selection,
Orientation, Training. Evaluation,
Compensation

2. Current issues in HRM

Diversity, sexual harassment, work-life
balance.

13 - 36