Employment Standards Act Overview

Welcome to Today's Class

• The topic is What Is Human Resources Management?
• The course is Human Resources Management (BUSI2312).
• The instructor is Dr. Joe Krasman.

Agenda and Announcements

• Today's class will cover What Is Human Resources Management?

What Is Human Resources Management?

• Human Resources Management (HRM or HR): The management of an organization's employees.
• Organizations have physical and financial assets, as well as human assets.
• HRM is often divided into attracting, engaging, and retaining employees.
• The world's largest employers (2022 or latest available data) show significant numbers: Ministry of Defense (US), Ministry of Defence (India), People's Liberation Army, Walmart, Amazon, etc.

Impact of HR on Organizational Effectiveness

• Huselid (1995), Delery and Doty (1996), and Saridakis and colleagues (2017) are three studies that examined the impact of HR practices on organizational effectiveness.
• Huselid and Delery and Doty were among the first to examine this question.
• Saridakis and colleagues conducted a recent meta-analysis of eight other studies.

Huselid (1995)

• The researcher surveyed 968 organizations and found 13 HR practices. These improved turnover, productivity, and financial performance.
• Turnover was decreased (voluntary and involuntary).
• Productivity increased (e.g., sales per employee).
• Corporate financial performance increased (e.g., accounting value and market value of the organization).

Employee Skills and Organizational Structures

• Various questions regarding workforce proportions, formal job analysis, recent internal hiring, and QWL participation are asked to gauge employee skills and organizational structures.

Delery and Doty (1996)

• The researchers surveyed 216 banks and found that three HR practices (results-oriented appraisals, profit sharing, and employment security) increased corporate financial performance.
• Return on assets and return on equity were the performance metrics observed.

HR Practices

• Internal career opportunities, Training, Results-oriented appraisals, Employment security, Participation, and Job descriptions, Profit sharing are listed as important HR practices.

Saridakis and Colleagues (2017)

• The researchers meta-analyzed data from eight studies.
• Various operational & financial measures were seen to be influenced by a group of HR practices.
• A positive correlation of .287 was established between increasing HR practices and increasing organizational effectiveness.

Table 1: Studies Used in the Meta-analysis

• A table of studies and their results from the meta-analysis. Each study examined the effects of various human resources practices on operational and financial results.

Story and Caldwell's (1992/2003) Roles

• A role is a cluster of related and goal-directed behaviors.
• Interventionary roles involve direct involvement by the HR person.
• Non-interventionary roles involve indirect involvement.
• Strategic roles affect the overall organization.
• Tactical roles affect the daily operations of an organization.

Story and Caldwell's (1992/2003) Roles (Diagram)

• A diagram showing the strategic, interventionary, tactical, and non-interventionary roles of HR professionals.

Story and Caldwell's (1992/2003) Roles (Descriptions)

• Descriptions of four roles: Advisor, Service Provider, Regulator, and Change Agent. These roles are related to different levels of intervention and impact on the organization.

Ulrich and Colleagues' (2016) Competencies

• Competency: An individual's demonstrated knowledge, skills, or abilities.

1987 - 2021 HR Evolution

• This is an infographic showing a visual representation of evolution of HR practices over time

30,000+ Respondents

• The presentation discusses a study with over 30,000 responses and more than 4,000 HR professionals.

Competency Attributes (2016)

• Various HR competencies are described. The competencies focus on knowledge, skills, and abilities expected from an HR professional.

Impact of HR Competencies on Organizational Effectiveness

• When HR competencies increased within an organization, competitiveness also increased most significantly, as found in a study of 200 organizations.

"Why Chief Human Resource Officers (CHROs) Make Great CEOs"

• Research shows that CHROs have leadership traits which closely match those of CEOs.
• Includes examples of former CHROs who became CEOs.

Mapping Leadership Styles

• The analysis of leadership styles, thinking styles, and emotional competencies among six C-suite functions (CEO, CFO, COO, CIO, CHRO, and CMO). The surprising result was that the traits of CHROs closely matched those of CEOs in multiple studies.

Environmental Forces on HR

• Political forces, Economic forces, Technological forces, and Social forces are identified as important environmental forces influencing HR practices and organizational operations.

Political Forces

• Canada has 14 jurisdictions (provinces/territories).
• Federal law (e.g., Charter of Rights and Freedoms) applies across the country.
• Provincial/territorial jurisdiction (e.g., Employment Standards Act of Ontario) applies within each province/territory.
• Legislation varies and changes continually.

Economic Forces

• The business cycle influences employment levels.
• The cycle's phases (expansion, peak, contraction, and trough) affect hiring and wages in the labor market.
• GDP (Gross Domestic Product) measures the total value of goods & services.

Economic Forces (Continued)

• Employment rates are affected by economic downturns.
• Unemployment rates increase in economic downturns.
• Four types of unemployment (frictional, structural, cyclical, seasonal) and their respective causes are described.

Technological Forces

• The internet has emerged as a major force.
• Remote work is also an impact of technology.
• Physical work is decreasing while knowledge work is increasing.

Social Forces

• Immigration is crucial.
• In 2021, immigrants represented 23% of Canada's population.
• Top places of recent immigrants' birth and settling are emphasized.
• Generational differences in the workplace are identified (Traditionalists, Boomers, Gen X, Millennials, Gen Z).

Job Analysis and Planning

• Job analysis is the identification of duties & responsibilities to provide knowledge, skills, abilities, and experience (KSAEs) required.
• Job description: duties & responsibilities of a job
• Job specification: KSAEs required for the job.
• Job analysis is essential for HR functions like compensation, health & safety, onboarding, training & development.

Sources and Methods of Job Analysis

• Self-reports, Supervisor reports, Observation, O*NET and NOC are detailed as sources and methods of job analysis.

Self-Reflective Job Titles

• Self-reflective job titles (SRJT) are unique designations that personalize work roles and highlight an employee's contribution to the organization.

Study 1: Make A Wish

• In this study a chapter of Make a Wish employed self-reflective job titles for employees. Results showed that self reflective job titles reduced emotional exhaustion in the workforce. This was through increased self-verification, psychological safety and external rapport.

Study 2: Health Care Organizations

• In a study of 55 health workers, the use of self-reflective job titles helped lower levels of emotional exhaustion.

What Is Planning?

• Planning: Identifying the numbers and types of employees needed.
• The steps to achieve a labour equilibrium are presented: forecasting demand, forecasting supply, conducting a gap analysis, developing strategies, preparing a staffing table, and implementing strategies.

Techniques for Forecasting Labour Demand

• Quantitative techniques (e.g., trend analysis, regression analysis)
• Qualitative techniques (e.g., management forecasts) are described. The steps of the planning process are presented.

Techniques for Forecasting Labour Supply

• Skills inventory, Management inventory, Replacement summaries, Succession planning and Markov analysis are methods for planning labor supply. A hypothetical Markov analysis table for a manufacturing operation is shown.

Gap Analysis

• Labour surplus, Labour shortage, and Labour equilibrium are explained in terms of supply and demand. The process for gap analysis is discussed and a typical staffing table is included.

Strategies for Dealing with a Labor Surplus / Labor Shortage

• Strategies for dealing with a labor surplus(e.g., hiring freeze, attrition, quitting, sabbatical/leave of absence, layoff, firing without cause, job-sharing, part time/reduced workweek) and methods for dealing with a labor shortage (e.g., overtime, transfer/promotion/demotion, recruitment, retention)
• The strategies are explained, pros, cons, and example scenarios are given.

Employee's Duty / Employer's Duty

• Detailed explanations of sections 5 and 6 of the Employment Equity Act covering employer's duty and when an employer is not required to take particular measures
• Important for employers to know their responsibilities and constraints

Employment Equity Act

• The act was enacted to fix the disadvantage in employment faced by certain groups.
  • Designated groups: women, aboriginal peoples, members visible minorities, and persons with disabilities.

Employment Equity Process

• There are six major steps to the process: announcing, communicating; workforce data collections; workforce analysis; employment systems review; developing and implementing a plan; and submitting reports to the government.

Sample Test Questions

• Various practice questions are provided focused on the concepts covered in the presentation.

References

Presented as various hyperlinks to additional information.