22
Learning OutcomesLearning Outcomes
• Describe the human resource management process
• Discuss the influence government regulations on human resource decisions
• Differentiate between descriptions and job specifications
• Contrast recruitment and downsizing options
• Explain the importance of validity and reliability in selection
• Describe the selection devices that work best with various kinds of jobs
33
Learning OutcomesLearning Outcomes• Identify various training methods• Explain the various techniques managers
can use in evaluating employee performance
• Describe the goals of compensation administration and factors that affect wage structures
• Explain what is meant by the terms sexual harassment, family-friendly benefits, labour-management cooperation, workplace violence, and layoff-survivor sickness
44
Human Resource Management ProcessHuman Resource Management Process
HumanResourcePlanning
Recruitmentor Downsizing
Selectionof Employees
Orientation
Training andDevelopment
PerformanceAppraisals
Safety andHealth
Compensation and Benefits
Competent High-Performing Workers
55
The Legal The Legal Environment of HRMEnvironment of HRM
Provincial and Federal LegislationProvincial and Federal Legislation
EmploymentEmploymentEquityEquity DiscriminationDiscrimination HarassmentHarassment
66
Employment Equity - equal opportunities for people of designated groups who had been historically disadvantaged in employment--health and safety, or discrimination and harassment, organizations are expected to treat people in a fair and unbiased fashion
This approach focuses on setting goals and action plans to achieve a workforce composition that is reflective of demographic patterns in the geographical area of the company.
The Legal The Legal Environment of HRMEnvironment of HRM
77
Human ResourceHuman ResourcePlanningPlanning
Making a FutureMaking a FutureAssessmentAssessment
Making a CurrentMaking a CurrentAssessmentAssessment
Designing a FutureDesigning a FutureProgramProgram
88
Human ResourceHuman ResourcePlanningPlanning
• human resource inventory to assess what talents and skills are currently available in the organization.
• Job analysis which is an assessment of the types of skills, knowledge, and abilities needed to successfully perform each job in the organization. Information gathered during job analysis allows management to develop: a written job description that states what a jobholder must do, plus how and why it is done.
• The job description will contain a job specification which is statement about the minimum knowledge, skills, and abilities that a worker must possess to perform the job successfully.
99
RecruitmentRecruitment
• Process of locating, Process of locating,
identifying, and identifying, and
attracting capable attracting capable
candidatescandidates
• Can be for current Can be for current or future needsor future needs
1010
RecruitmentRecruitmentSourcesSources
InternalInternalSearchesSearches
EmployeeEmployeeReferralsReferrals
EmployeeEmployeeLeasingLeasing
TempTempServicesServices
EmploymentEmploymentAgenciesAgencies
AdvertisementsAdvertisements
SchoolSchoolPlacementPlacement
1111
FiringFiring LayoffsLayoffsand Attritionand Attrition
TransfersTransfers ReducedReducedWorkweeksWorkweeks
JobJobSharingSharing
EarlyEarlyRetirementsRetirements
Downsizing OptionsDownsizing Options
1212
SelectionSelection
• Prediction exercise
• Decision-making exercise
• Purpose is to hire the person(s) best able to meet the needs of the organization
1313
RejectError
CorrectDecision
AcceptError
CorrectDecision
Selection Decision
AcceptReject
Su
cce
ssf
ul
Un
su
cce
ssfu
l
Lat
er J
ob
Per
form
ance
Selection Decision Outcomes
1414
ReliabilityReliability
• Degree to which Degree to which selection tool selection tool measures the measures the same thing same thing consistentlyconsistently
• Can be a test or an Can be a test or an interviewinterview
1515
ValidityValidity
• Relationship Relationship between selection between selection tool and tool and appropriate appropriate criterioncriterion
• Must be proven Must be proven and relevant to joband relevant to job
1616
SelectionSelectionDevicesDevices
PerformancePerformanceSimulationsSimulations
WrittenWrittenTestsTests
1717
SelectionSelectionDevicesDevices
• Written Tests - Written Tests - can can include tests include tests of intelligence, personality, of intelligence, personality, aptitude, ability, interest, and aptitude, ability, interest, and integrity. integrity.
1818
SelectionSelectionDevicesDevices
• Performance Simulations - Performance Simulations - performance-simulation testsperformance-simulation tests meet meet the requirement of job relatedness the requirement of job relatedness better than do written tests. Work better than do written tests. Work sampling and assessment centres sampling and assessment centres are the two best known types.are the two best known types.
1919
The Effectiveness of InterviewsThe Effectiveness of Interviews
• Prior knowledge about an applicantPrior knowledge about an applicant
• Attitude of the interviewerAttitude of the interviewer
• The order of the interviewThe order of the interview
• Negative informationNegative information
• The first five minutesThe first five minutes
• The content of the interviewThe content of the interview
• The validity of the interviewThe validity of the interview
• Structured versus unstructured interviewsStructured versus unstructured interviews
2020
Well-MatchedApplicants
Well-MatchedWell-MatchedApplicantsApplicants
RealisticExpectations
RealisticRealisticExpectationsExpectations
IncreasedCommitment
IncreasedIncreasedCommitmentCommitment
RealisticRealisticJob PreviewsJob Previews
2121
Employee OrientationEmployee Orientation
Familiarization to Organization and its Values
Improved Success On the Job
Minimizes Turnover
2222
Employee TrainingEmployee Training
What deficiencies, if any,does job holder have in terms of skills, knowledge, abilities, and behaviours?
What behaviours are necessary?
Is there a need fortraining?
What arethe strategicgoals of theorganization?
What tasks mustbe completedto achievegoals?
2323
TrainingTrainingMethodsMethods
JobJobRotationRotation
SimulationSimulationExercisesExercises
ClassroomClassroomLecturesLectures
UnderstudyUnderstudyAssignmentsAssignments
VestibuleVestibuleTrainingTraining
Films Films and Videosand Videos
2424
Performance ManagementPerformance Management
• Process of Process of establishing establishing performance performance standards and standards and evaluating the evaluating the performanceperformance
• Means to ensure Means to ensure organizational organizational goals are being goals are being metmet
2525
MultipersonMultipersonGraphicGraphicRating ScalesRating Scales
CriticalCriticalIncidentsIncidents
WrittenWrittenEssayEssay
BARSBARS
Performance Appraisal Methods Performance Appraisal Methods
360-Degree360-DegreeAppraisalAppraisalMBOMBO
2626
Performance Appraisal Performance Appraisal Methods Methods
• Written Essay - Written Essay - Written essaysWritten essays that that describe an employee’s performance and describe an employee’s performance and suggestions for improvement require no suggestions for improvement require no complex forms or extensive trainingcomplex forms or extensive training
• Critical Incidents - Critical Incidents - critical incidentscritical incidents method, the appraiser writes down what method, the appraiser writes down what an employee did that was especially an employee did that was especially productive or counterproductive. The key productive or counterproductive. The key is to cite specific and key behaviours. is to cite specific and key behaviours.
• Graphic - Graphic -
2727
• Rating ScalesRating Scales - With graphic rating scales, performance factors are listed such as quantity and quality of work, depth of knowledge, or initiative. The appraiser then rates each factor on an incremental scale. This method cannot provide the depth of information of essays or critical incidents, but it is less time consuming to develop and administer, and yields results that can be quantified.
• BARSBARS - Behaviorally anchored rating scales BARS combine the critical incidents and graphics rating scale approaches. The appraiser rates employees on items along a continuum. The points along the scale are examples of actual on-the-job behaviour rather than general descriptions or traits
Performance Appraisal Performance Appraisal Methods Methods
2828
• Multi-personMulti-person - Group order ranking requires the rater to place employees into a particular classification, such as the top one-fifth. Individual ranking orders employees from best to worst. Paired comparisons rank each employee with all other employees and rates each as either the weaker or superior member of the pair.
• MBOMBO - evaluates employees on how well they accomplish a specific set of objectives that have been determined to be critical in the successful completion of their jobs
• 360-Degree Appraisal360-Degree Appraisal - seeks feedback for the person being rated from a variety of sources: such as peers, supervisors, and customers
Performance Appraisal Performance Appraisal Methods Methods
2929
EmployeeEmployee
CounsellingCounsellingDisciplineDiscipline
ProblemsProblems
Performance Performance Problems on the JobProblems on the Job
3030
Compensation AdministrationCompensation Administration
• 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
3131
Designed to Designed to
EnrichEnrich
Employees’Employees’
Lives Lives
Non-financialNon-financial
RewardsRewards
Employee BenefitsEmployee Benefits
3232
WorkforceWorkforceDiversityDiversity
Sexual Sexual HarassmentHarassment
CurrentCurrentHRM IssuesHRM Issues
3333
Family-FriendlyFamily-FriendlyBenefitsBenefits
Unions andUnions andManagementManagement
CurrentCurrentHRM IssuesHRM Issues
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