Chapter 10 1 Managing Human Resources and Labour Relations Managing Human Resources and Labour...
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Transcript of Chapter 10 1 Managing Human Resources and Labour Relations Managing Human Resources and Labour...
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Managing Human Resourcesand Labour Relations
Managing Human Resourcesand Labour Relations
Prepared byNorm Althouse
University of Calgary
Prepared byNorm Althouse
University of Calgary
Copyright © 2011 by Nelson Education Ltd.
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Learning Outcomes1 Discuss the human resource management process, and how
human resource
needs are determined.
2 Explain how firms recruit applicants.
3 Summarize how firms select qualified applicants.
4 List some of the types of training and development programs organizations offer their employees.
5 Show how performance appraisals are used to evaluate employee performance.
6 Analyze the various methods for compensating employees.
7 Explain how labour–management relations are different in a unionized environment.
8 Describe some of the key laws and federal agencies affecting human resource management and labour relations.
9 List some of the trends and issues affecting human resource management and labour relations.
2Copyright © 2011 by Nelson Education Ltd.
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Human Resource Challenges
3Copyright © 2011 by Nelson Education Ltd.
Competition for a limited number of employees
Employees are struggling to balance their home and work lives
Managers are challenged to manage and communicate with employees around the globe
A diverse and multicultural workforce requires better workplace communication and training
Technology is impacting decision making, communication, and business operation
Human resource laws are dictating many aspects of the employee-employer relationship
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Copyright © 2008 by Nelson, a division of Thomson Canada Limited 4
Human Resource Success Factors
Attracting and hiring the best employees
Equipping employees with the skills needed to excel
Compensating employees fairly
Motivating employees to reach their full potential
Managing (and interacting with) people will probably be the most stressful and difficult part of your future career
“L'enfer, c'est les autres” Hell is other people
Jean Paul Sartre
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The process of hiring, developing, motivating, and evaluating employees
to achieve organizational goals
The process of hiring, developing, motivating, and evaluating employees
to achieve organizational goals
Human Resource Management
(HRM)
Human Resource Management
(HRM)
Copyright © 2011 by Nelson Education Ltd.
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6Copyright © 2011 by Nelson Education Ltd.
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Job DescriptionJob Description The tasks and responsibilities of a jobThe tasks and responsibilities of a job
Job SpecificationJob Specification A list of the skills, knowledge, and abilities a person must have to fill the job
A list of the skills, knowledge, and abilities a person must have to fill the job
Job AnalysisJob Analysis A study of the tasks required to do a particular job well A study of the tasks required to do a particular job well
Copyright © 2011 by Nelson Education Ltd.
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Estimate the number of peoplecurrently involved who will be
available to fill jobs at some future time
Estimate the number of peoplecurrently involved who will be
available to fill jobs at some future time
Determine the number of people needed by some future time
Determine the number of people needed by some future time
The HRThe HRDemandDemandForecastForecast
The HRThe HRDemandDemandForecastForecast
Copyright © 2011 by Nelson Education Ltd.
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9Copyright © 2011 by Nelson Education Ltd.
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Employee Recruitment
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External Labour MarketExternal Labour Market Find and attract qualified applicants from the external sources
Find and attract qualified applicants from the external sources
Internal Labour MarketInternal Labour Market Follow a policy of promotion from within Follow a policy of promotion from within
Job Fairs Job Fairs
Search Firms
Search Firms Advertising Advertising
Open Houses Open
Houses
Copyright © 2011 by Nelson Education Ltd.
Electronic Job Boards Electronic Job Boards
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Copyright © 2008 by Nelson, a division of Thomson Canada Limited 11
– External recruiting: managers look outside the firm for people who have not worked at the firm before.
• Managers advertise in newspapers, hold open houses, recruit at universities, and on the Internet.
– External recruitment is difficult since many new jobs have specific skill needs.
– A multi-prong approach to external recruiting works best.
– Internal Recruiting: positions filled from within the firm.• Internal recruiting has several benefits:
– Workers know the firm’s culture but may not have new ideas.
– Managers likely already know the candidates.– Internal advancement can motivate employees.
Recruitment
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Copyright © 2008 by Nelson, a division of Thomson Canada Limited 12
Managers may be tempted to over-rate the attractiveness of the job and firm.– Recruits will not work for dishonest
employers– Research indicates this is a poor strategy.
Realistic Job Preview: provides an accurate overview of the job.– Avoids having to hire, train, and then lose
workers.
Honesty in Hiring
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Employee Selection
13Copyright © 2011 by Nelson Education Ltd.
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Copyright © 2008 by Nelson, a division of Thomson Canada Limited 14
After a pool of applicants are identified, qualifications related to the job requirements are determined:
• Background Information: includes education, prior employment, college major, etc.
• Interview: almost all firms use one of two types:– Structured interview: managers ask each person the
same job-related questions.– Unstructured interview: held like a normal conversation. – Usually structured interviews preferred; bias is possible.
Selection Process
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Copyright © 2008 by Nelson, a division of Thomson Canada Limited 15
Selection ProcessTesting: includes testing of ability, personality,
physical ability, and performance» Ability test: assess if applicant has right skills for the
job.» Personality test: seek traits relevant to job
performance.» Physical ability test: assesses whether applicant has
physical ability to do job tasks» Be sure test is a good predictor of job performance.
Performance Tests: measure job performance.» Typing speed test is one example.» Assessment Center: candidates assessed on job-
related activities over a period of a few days.
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Copyright © 2008 by Nelson, a division of Thomson Canada Limited 16
Selection Process
• References: outside people provide candid information about candidate.
– Can be hard to get accurate information– Sometimes they want to get rid of someone– Usually phone – written comments = lawsuits!
“You will be very lucky if you can get Josephine Smith to work for
you………”
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Copyright © 2008 by Nelson, a division of Thomson Canada Limited 17
Selection Devices
SelectionSelectionDevicesDevices
SeniorManag.
Mid-LowerManagers
High-TechWorkers
RoutineOperatives
PositionPosition
Application Forms Written Tests Work Samples Assessment Center Interviews Application Reviews Reference Checks Physical Exams
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2Note: Scale is 5 (highest) to 1 (lowest) and a dash = N/A.
Quality of Selection Devices as PredictorsQuality of Selection Devices as Predictors
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Employee Training and Development
18Copyright © 2011 by Nelson Education Ltd.
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Employee Training and Development
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mentoringmentoring
apprenticeshipapprenticeship
job rotationjob rotation
on-the-jobon-the-job
employee orientationemployee orientation
Examples ofExamples ofTypes of TrainingTypes of Trainingand Developmentand Development
Examples ofExamples ofTypes of TrainingTypes of Trainingand Developmentand Development
Copyright © 2011 by Nelson Education Ltd.
Off-the-job
training
programmed instructionprogrammed instruction
simulationsimulation
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Performance Planning and Evaluation
20Copyright © 2011 by Nelson Education Ltd.
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Employee Compensation and Benefits
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BenefitsBenefits
SalariesSalaries
Piecework & commissionPiecework & commission
Accelerated commission scheduleAccelerated commission schedule
Profit sharingProfit sharing
Hourly wagesHourly wages
Types ofCompensation
Types ofCompensation
BonusBonus
Copyright © 2011 by Nelson Education Ltd.
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Copyright © 2008 by Nelson, a division of Thomson Canada Limited 22
Job Changes within the Organization
TransferTransferA horizontal move to a position with
about the same salary and organizational level.
A horizontal move to a position with about the same salary and
organizational level.
DemotionDemotionThe downgrading or reassignment
of an employee to a position with less responsibility.
The downgrading or reassignment of an employee to a position
with less responsibility.
PromotionPromotion An upward move to a position with more authority, responsibility, and pay. An upward move to a position with
more authority, responsibility, and pay.
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Copyright © 2008 by Nelson, a division of Thomson Canada Limited 23
Separations
ResignationResignation Permanent separation of an employee.Arranged by employee.Permanent separation of an employee.Arranged by employee.
LayoffLayoff Temporary separation of an employee.Arranged by employer.Temporary separation of an employee.Arranged by employer.
TerminationTermination Permanent separation of an employee. Arranged by employer.Permanent separation of an employee. Arranged by employer.
RetirementRetirement Separation of an employee at the end of his or her career. Separation of an employee at the end of his or her career.
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Labour Relations Terms
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collective bargainingcollective bargaining process of negotiating labour agreements process of negotiating labour agreements
national unionnational union a union that consists of many local unions, operating nationally
a union that consists of many local unions, operating nationally
local unionlocal union units of a national union, representing workers in a specific location
units of a national union, representing workers in a specific location
labour unionlabour union organization that represents workers in dealing with management
organization that represents workers in dealing with management
shop stewardshop steward elected union official – represents members to management
elected union official – represents members to management
Copyright © 2011 by Nelson Education Ltd.
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Negotiating Labour Agreements
25Copyright © 2011 by Nelson Education Ltd.
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Common Issues in Collective Bargaining
Union SecurityManagement RightsWages/BenefitsJob Security and SeniorityGrievance ProceduresArbitration/Mediation
26Copyright © 2011 by Nelson Education Ltd.
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Strategies for Unions and Employers
27Copyright © 2011 by Nelson Education Ltd.
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Legislation Affecting HR Management
28Copyright © 2011 by Nelson Education Ltd.
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Trends in Human Resource Management
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Organizational Culture and Hiring for FitOrganizational Culture and Hiring for Fit
Outsourcing HR and TechnologyOutsourcing HR and Technology
Employee Diversity and Competitive AdvantageEmployee Diversity and Competitive Advantage
Copyright © 2011 by Nelson Education Ltd.