Chapter 11 Managing Human Resource Systems. Learning Outcomes After reading this chapter, you should...

Chapter 11

Managing Human Resource Systems

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.

Copyright © 2015 by Nelson Education Ltd. 11-2

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.


The Human Resource Management Process


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)

Copyright © 2015 by Nelson Education Ltd.

5

11-511

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

Copyright © 2015 by Nelson Education Ltd. 11-61.11.1


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

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”

Copyright © 2015 by Nelson Education Ltd. 1.21.2 11-8

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


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


Beyond the Book

http://www.chrc-ccdp.ca/eng/content/your-guide-understanding-canadian-human-rights-act-page1

http://www.chrc-ccdp.ca/eng/content/duty-accommodate

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.


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)


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

Recruiting


Job Analysisand

Recruiting

Job Analysisand

Recruiting

InternalRecruitingInternal

RecruitingExternal

RecruitingExternal

Recruiting

14

Recruiting is the process of developing a pool of qualified job applicants.

22 11-14

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


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


Internal and External Recruiting

External Recruitment•Advertising•Employee referrals•Walk-ins•Outside organizations•Employment services•Special events•Internet job sites


Selection

SelectionTests

SelectionTests InterviewsInterviews

Application Formsand Résumés

Application Formsand Résumés

References andBackground Checks

References andBackground Checks


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


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.

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.


Selection TestsSelection Tests

• Specific ability• Cognitive ability• Biographical data• Personality• Work sample • Assessment centres


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


Questions in Structured Interviews


Situational QuestionsSituational Questions

Behavioural QuestionsBehavioural Questions

Background QuestionsBackground Questions

Job-Knowledge QuestionsJob-Knowledge Questions

11-233.43.4

Guidelines for Conducting Effective Structured Interviews

FIRST PART: PLANNING THE INTERVIEW



SECOND PART: CONDUCTING THE INTERVIEW



THIRD PART: AFTER THE INTERVIEW


Training


Training Needs

Training Needs

TrainingMethodsTrainingMethods

TrainingEvaluationTraining

Evaluation

27

44 11-27

Five Myths of Training


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


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.


30

55 11-30

Measuring Job Performance: Common Rating Errors

Copyright © 2015 by Nelson Education Ltd. 5.15.1

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.

11-31

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


Subjective Performance Appraisal Scales


What to Discuss in a Performance Appraisal Feedback Session


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


35

6.16.1 11-35

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.


© R

oger

io B

erna

rdo/

Dre

amst

ime.

com

/Coi

n im

ages

© 2

013

Roy

al C

anad

ian

Min

t - A

ll R

ight

s R

eser

ved/

Imag

es d

es p

ièce

s ©

201

3 M

onna

ie r

oyal

e ca

nadi

enne

- T

ous

droi

ts r

éser

vés.

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.


© M

ark

Vo

n H

old

en

/Film

Ma

gic

/Ge

tty

Imag

es

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


http://www.labour.gov.on.ca/english/

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.


Source: M. Boyle, “The Not-So-Fine Art of the Layoff,” Fortune, 19 March 2001, 209.)

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


40

6.46.4 11-40

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


41

6.56.5 11-41

Chapter 11 Managing Human Resource Systems. Learning Outcomes After reading this chapter, you should...

Documents

Transcript of Chapter 11 Managing Human Resource Systems. Learning Outcomes After reading this chapter, you should...