Untitled

• Textbook: https://drive.google.com/file/d/15iLrhic6Klahjwrau9wH6lNkzfoL0K5e/view?ts=67a23eab

Different functions of HRM

• Promoting employee health and safety through organizational culture, creating a work environment that promotes well-being and encourages engagement, while ensuring healthy and safe conditions.
• Defining, analyzing, and designing work involves determining necessary tasks, their order, required skills, and how individual tasks integrate into work units, potentially forming high-performance teams.
• Planning for, recruiting, and selecting employees ensures the right number of skilled individuals are attracted to work for the organization and are chosen to perform required work.
• Orienting, training, and developing employees is about welcoming individuals into the organization and providing opportunities for them to develop the necessary skills and knowledge for their jobs.
• Managing employee performance ensures employees understand expectations, providing feedback mechanisms, and aligning performance with organizational goals.
• Rewarding and recognizing employees involves evaluating job worth and administering various rewards and recognition components, including pay and benefits, to attract, retain, and engage staff.
• Knowing employee and management rights and responsibilities ensures these rights are protected and respected, disciplinary issues are properly addressed, and conflict is constructively resolved.
• Understanding labour relations and collective bargaining establishes effective negotiating practices and working relationships within unionized environments. This environment is necessary to sustain effective and efficient organizations.
• Learning about international human resources management customizes HRM systems, practices, and policies to address diverse economic, political, legal, and cultural factors in different countries.
• The "Scientific Management" movement started in early twentieth-century Philadelphia factories, transforming management techniques and popular conceptions of industrialized society
• Scientific Management sought the "one best way" to perform tasks, but time-study engineers and the assembly line symbolized the bleak, mechanical organization of workers' lives, while advocates hailed it for transformative productivity increases.

Further topics in HRM

• Job satisfaction has 5 facets, and intrinsic motivation has 5 components
• Hackman & Oldham Job Characteristics are job characteristics that provide intrinsic motivation:
  • Task identity
  • Task significance
  • Skill variety
  • Job autonomy
  • Feedback

5 facets of job satisfaction

• Pay
• Promotion
• Work should be challenging enough
• Supervisor
• Coworkers

The 3 constitutions of HR

• Organization
• Individual employees
• Society

How HR can add value to the organization

• Human Capital Theory involves a sum of KSAs and experience
• KSAs can become obsolete
• Barney theory includes resources based view, value, unimitable, and rare qualities
• Porter theory says employees are a source of competitive advantage in the workplace or take about 7 years to duplicate a human competitive advantage.

How can SHRM contribute to organizational effectiveness?

• Job and design
• Recruitment and selection
• Training and development
• Compensation
• Performance analysis appraisal promotes productivity and efficiency
• Health and safety
• Employment standards

Snow & Snell staffing strategies

• Matching individuals to jobs (farm, military)
• Staffing to implement strategy (Alan Mulally, Ford CEO from Boeing)
• Staffing as a strategy formulation (Apple, Yahoo, Google)

Mega trends affecting HR

• Changing demographics include with aging workforce, increasing workforce diversity, millennials and Gen Z delaying work for higher education
• Technological advancements are deskilling via the creation of knowledge worker “creative class"
  • telecommuting and distributed work
  • communication and organizational structure
• Globalization involves:
  • Outsourcing and offshoring
  • Global workforce and careers
• Populism entails:
  • Nationalism
  • Anit-immigrant sentiment
  • Return to traditional values
• Hollowing out of Industry
• Emphasis on intellectual capital
• Demographic change in the Canadian market and how it changes
• HR strategies- when companies, grow, maintain or restructure
• HR strategies align HR philosophy, policies and practices with organizational strategies
• Strategic HRM can help attain organizational goals and includes instituting high performance work practices and self managed work teams

How Growth and Restructuring Strategies Impact HRM

• Growth happens on the long term
  • Recruit/hire
  • Train/develop
• Normal attrition Retirement takes place.
• Recruiting and training takes place actively.
• Restructuring happens on the short term
  • Retain NSWA workers
  • Downsize Layoffs
• Restructuring does nothing and redundancy, rightsizing, retention are eliminated
• Non-standard work is employment that deviates from the traditional full-time, permanent job model like gig economy jobs, flexible work schedules, remote work.

Stereotypes of workers

• Baby Boomers (Born 1946–1964)
  • Work Ethic & Values: Question the work ethic of younger generations prefer structured work environments
  • Interactive Style: View their boss as an expert
  • View of Work Rewards: Loyal, expect advancement
  • Work & Family Life: Work comes first, conservative in approach
• Generation X (Born 1965–1980)
  • Work Ethic & Values: Question authority, challenge traditional work structures
  • Interactive Style: More individualistic
  • View of Work Rewards: Want trappings of success (e.g., promotions, financial rewards)
  • Work & Family Life: Expect work-life balance
• Millennials (Generation Y, Born 1981–1997)
  • Work Ethic & Values: Achievement-oriented, tech-savvy, want work to have purpose
  • Interactive Style: Team-oriented, self-assured
  • View of Work Rewards: Seek continuous feedback, want input in decision-making
  • Work & Family Life: Seek meaning and balance between personal and professional lives
• Generation Z (Born after 1997)
  • Work Ethic & Values: Risk-averse, practical, value stability
  • Interactive Style: Highly reliant on online communication and social media
  • View of Work Rewards: Purposeful work aligned with personal values
  • Work & Family Life: Expect job security and structured environments

How do employees add value to organizations

• By creating competitive advantage through our workforce
• Reinforce corporate values
• Broaden/improve employee's competencies/skills
• Focus employee on customer needs"
• Improve employee's focus on achieving business goals

Structural shift in the economy

• Structural shift in the economy - industrial relations 4.0 takes place

What is a job?

• A job is a group of related activities & duties made up of tasks.

What is a position?

• A position consists of the specific duties and responsibilities performed by only 1 employee

What is the purpose of a job analysis?

• Job Analysis is the process of defining job in terms of its component tasks and duties, and involves systematic collection of a job-related information
• Job Analysis steps are:
  • Phase 1- preparation for job analysis
  • Phase 2- collect info
    • the goal is to collect background info, existing job descriptions, manuals, ONet and HRDC(national occupational classification also ESDC) Choose data collection method- PAQ, FJA, CIT Source of data – incumbent, supervisors etc.
  • Phase 3- use job analysis info
    • A key part is the job description and specification, and developing HRM system

Other factors

• The role of job analysis I recruitment, performance appraisal, selection
  • determination of the minimum qualification is necessary
  • must determine compensation system
  • must determine pay equity
• After completing job analysis a document u geta document and that document has two parts Job specification and job description
• Who can conduct a job analysis
  • HR
  • the employees doing the job
  • the manager or team leader
• What are the 3 P's pf HR
  1. People
  2. Profit
  3. Planet
• What are the different ways of conduting job analysis
  • Interviews
  • Questionnaires
  • Observations
  • Work Diaries/Logs
• What is an MQ (Minimum qualification)
  • Statements are made for education and experience to perform job satisfactorily
• What is the purpose of an MQ
  • To screen out applicants unable to perform job
  • To screen in applicants who could perform minimally acceptable standards
• What are different ways to motivate employees
  • Task identity
  • Task significance
  • Skill variety
  • Job autonomy
  • Feedback
• KSA's - details, differences, examples
  • Knowledge encompasses Education, Experience
  • Skills include computer language
  • Abilities involve Psychomotor (e.g., dexterity)
• Different types of law that effect employment
  • Constitution, statues or legislation, common law, contract law
• Employment equity act - 4 designated groups
  • women, Indigenous people, people with disabilities, and visible minorities
• Which employers are covered by the employment act
  • Everyone pretty much except Federally regulated industries
  • Examples include airlines, banks, and post offices
• Prohibited grounds of discrimination
  • Race, religion, gender, age, national or ethnic origin, disability, gender expression, or family status
• Indirect vs direct discrimination
  • Indirect Discrimination: Adverse impact is a good example, a rule that seems harmless but has an unfair effect on a group of people
  • For example, cognitive ability tests for knowledge are subject to adverse impact.
  • The LSAT, GMAT, etc, help predict your job performance.
  • The single best predictor for manager abilities is cognitive ability tests, general intelligence, mathematical, and are prone to adverse impact.
  • Direct Discrimination: treating someone less favorably because of a protected characteristic, being treated differently because of xyz
• Pay equity - 2 different types are:
  • (1) Equal Pay for Equal Work
    • If a man and woman are doing the same work, they must be paid the same
  • (2) Equal Pay for Work of Comparable Value
    • Requires that jobs be evaluated and work mostly or traditionally done by women be compared to work mostly or traditionally done by men (rule of thumb: 60% female, 70% male)
    • If jobs are of comparable value, then female jobs must be paid at least the same as male jobs
    • The value of jobs is based on the levels of skill, effort, responsibility and working conditions involved in doing the work
• Bona Fide Occupational Requirement (BFOR)
  • A job requirement that legally overrides human rights protection
  • Allowed when abilities need to carry out the essential job requirements are related to a prohibited ground (E.g., age, height, work scheduling)
• Undue hardship
  • "Undue hardship" is not specifically defined
  • Factors considered include financial cost, disruption of collective agreement, morale of other employees, etc
• Reasonable accommodation
  • A reasonable accommodation to the point of undue hardship
  • A.k.a. "reasonable accommodation"
  • Employer is required to make certain adjustments to job content or working conditions if individual cannot meet job requirements (due to BFOR)
  • E.g., redesign work stations, lighting, and adjust work schedules
• Adverse impact
  • how it can be discriminating
  • seemingly neutral employment policies disproportionately disadvantage certain groups, even if there is no explicit intent to discriminate
• Precedent setting cases include
  • Wallace v. United Grain Growers
  • Honda Canada Inc. v. Keays
  • Zochem Inc. Case (Ontario Court of Appeal Decision)
• The purpose of human resource planning is
  • To have cost savings
  • Leveling of dips and peaks in staff levels
  • Have an increase in productivity
  • Have people planning and better relationships with unions
  • Avoid knee jerk reactions (e.g., for international assignments)
• Difference between recruitment and selection
  • Recruitment - process of finding and attracting capable applicants to apply for employment
  • Selection - predicting who will be most effective at performing a given job
• Different sources of recruitment
  • 1. External Universities/colleges Referrals (from current and former employees, customers) Employment agencies Headhunters
  • Print ads
  • Internet
  • 2. Internal
  • Current employees (promotion from within)
• Types of employees
  • college, experienced
  • which is better
  • Types of new employees
  • New college graduates
  • Experienced hires
  • Which is better?
• Legally defensible hiring practices
  • Job analysis
  • Active recruitment
  • Validity (Psychometrically sound)
  • Reliability
• Legally defensible selection practices
• Validity and reliability
  • Validity
  • Appropriateness of instrument in predicting the desired behaviour
    • Construct validity: what is "happiness”?
    • Content validity: spelling test
    • Criterion-related validity: measuring what it is supposed to measure?
    • Face validity: “if I was a tree"
  • Reliability
    • Consistency of producing the same prediction
      • Stability: repeat administration of same instrument yields the same consistent results
      • Equivalence: agreement between 2 raters using the same instrument
• Different selection methods
  • Application Blanks
    • Forms applicants complete Information includes educational background, experience, skills, etc.
  • Weighted Application Blanks
    • Elements are statistically related to job outcomes and Higher weights assigned to more important elements
    • References
    • Evaluations of past work performance from previous employers
    • Cognitive ability tests: general intelligence (IQ) and specific capacities (verbal, spatial, mathematical)
    • Personality tests include traits identified as job linked.
• Traits that could be tested via a job test
  • Openness to experience
  • Conscientiousness
  • Extraversion
  • Agreeableness
  • Neuroticism
• Integrity/Honesty tests
  • Aim to avoid hiring dishonest or disruptive employees
  • Test for gambling addiction
• Physical Ability tests
  • Strength, speed, agility, endurance are required for a job
• Potential for adverse impact on Performance tests/Work samples
  • Involve applicants performing actual job tasks like typing, preparing and delivering oral presentation, or athletic tryouts
• Assessment Centres
  • Procedure includes multiple assessment techniques to assess managerial potential by administering paper-and-pencil tests, in-basket exercises, and leaderless-group discussions
• Types of interviews
  • advantages over others
  • Structured vs. Unstructured interviews
  • The open ended questions on various topics
• Unstructured interviews
  • Interviewer makes decision based on "gut feeling"
  • Problems with reliability and validity
• Structured Interviews
  • Include job-related questions
  • a predetermined scoring system / rating scale is a Standardized approach for all applicants
  • 2 types: situational (SI) and behavioural (BDI) BDI is more predictive