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1Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Chapter 9Human Resource Management
2Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
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
3Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Strategic Human Resource Management (Exhibit 9-1)
HR planningRecruitmentSelectionOrganizational and work designTraining and developmentPerformance reviewCompensationLabour relations
4Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
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
5Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
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
6Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Human Rights Legislation Has the most impact on HR decisions Protects individuals and groups from
discrimination Protects employees from harassment--
both workplace and sexual
7Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Human Resource Planning
Assessing FutureHuman Resource
Needs
Assessing Current Human Resources
Developing aProgram to Meet
Needs
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Recruitment
Process of locating, identifying, and attracting capable candidates
Can be for current or future needs
9Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Selection
Prediction exercise Decision-making
exercise Purpose is to hire
the person(s) best able to meet the needs of the organization
10Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
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
11Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Common Types of Interviews Non-directive Structured
Panel Situational Behavioural description
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Familiarization to Organization and its Values
Improved Success On the Job
Minimizes Turnover
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
13Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
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
14Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
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
15Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
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
Factors That Influence Compensation
Unionization
Level ofCompensation
and Benefits
Employee’stenure and
performance
Kind of jobperformedSize of
company
Managementphilosophy
Kind ofbusinessGeographical
location
Labour- orcapital-intensive
Companyprofitability
16Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
Source: Management, Seventh Canadian Edition, by Stephen P. Robbins, Mary Coulter, and Robin Stuart-Kotze, page 274. Copyright © 2003. Reprinted by permission of Pearson Education Canada Inc.
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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
18Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.
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