Evil Test powerpoint.pptx

Evil Test powerpoi nt Because Mr H and Mr B love to make quizgecko, Its like punishment but with an assessment aspect. What Does HR Do? What HR handles – Job Analysis (deciding what a job is/requires) – Recruitment (finding potential employees) and Selection (choosing from the pool of applicants)...

Evil Test powerpoi nt Because Mr H and Mr B love to make quizgecko, Its like punishment but with an assessment aspect. What Does HR Do? What HR handles – Job Analysis (deciding what a job is/requires) – Recruitment (finding potential employees) and Selection (choosing from the pool of applicants) – Training and Development (manage employee learning) – Compensation (deciding how to pay employees) – Performance Appraisals (report cards for employees) – Labour Relations (dealing with unhappy unions) – Workplace Health and Safety (managing safety) 2 Everything Falls into 3 Categories ➢ H.R. Responsibilities: – Attracting a quality workforce • Human resource planning, recruitment, and selection – Developing a quality workforce • Employee orientation, training and development, and performance appraisal. – Maintaining a quality workforce • Career development, work-life balance, compensation and benefits, employee retention and turnover, and labormanagement relations. Management Fundamentals - Chapter 12 3 Study Question 2: What is strategic human resource management? ➢ Discrimination in employment – Occurs when someone is denied a job or job assignment for reasons that are not job relevant. ➢ Employment equity – An exception in Canada. – An effort to give preference in employment to Aboriginals, women, visible minorities, and people with physical/mental disability. – Bona fide occupational requirements are employment criteria justified by the capacity to perform a job Management Fundamentals - Chapter 12 4 Workplace Health and Safety ● HR is responsible for overseeing the policies, prevention, and post-incident consequences of workplace health and safety issues. ● Examples: – An employee gets injured on the job – An employee feels stressed – A situation in the workplace appears unsafe Management Fundamentals - Chapter 12 5 Study Question 3: How do organizations attract a quality workforce? ➢ The foundation of human resource planning is job analysis. – Job analysis is the orderly study of job facts to determine just what is done, when, where, how, why, and by whom in existing or potential new jobs ➢ Job analysis provides information for developing: 1. Job descriptions 2. Job specifications Management Fundamentals - Chapter 12 6 1. Job Descriptions – What the person holding the job actually does. – Ex) The counter server is responsible for greeting customers, cleaning the counter area, serving customers, handling cash, and counting inventory. A counter server counts cash at the end of the shift and reports to the shift supervisor. Management Fundamentals - Chapter 12 7 2. Job Specifications – The required knowledge, skills, and abilities to perform a job – Ex) A counter server requires a high school diploma, two years of experience in the industry, safety training, and an ability to comfortably stay on their feet and lift 8 kilograms repeatedly. Management Fundamentals - Chapter 12 8 Study Question 3: How do organizations attract a quality workforce? ➢Recruitment – Activities designed to attract a qualified pool of job applicants to an organization. – Steps in the recruitment process: • Advertisement of a job vacancy. • Preliminary contact with potential job candidates. • Initial screening to create a pool of qualified applicants. Management Fundamentals - Chapter 12 9 Study Question 3: How do organizations attract a quality workforce? ➢ Recruitment methods: – External recruitment — candidates are sought from outside the hiring organization. – Internal recruitment — candidates are sought from within the organization. – Traditional recruitment — candidates receive information only on most positive organizational features. – Realistic job previews — candidates receive all pertinent information. Management Fundamentals - Chapter 12 10 Interviewing ● There are two types of interviews: – Structured Interviews • Involve questions that are very planned and asked in a systematic way. • This means that the questions are the same to each potential application (helps avoid bias but is rigid) – Unstructured Interviews • Involve questions that are unplanned • Allows for a more fluid and natural interview but is very open to bias and may be unfair to some applicants Management Fundamentals - Chapter 12 11 Study Question 4: How do organizations develop a quality workforce? ➢ Orientation ➢ On-the-job training ➢ Introduction to a company, their values, beliefs, and basic issues that apply to every job ➢ Training – – – – Job rotation Coaching Mentoring Modeling ➢ Off-the-job training ➢ A set of activities that provides the opportunity to acquire and improve job-related skills – Management development Management Fundamentals - Chapter 12 12 On-The-Job Training ➢Job Rotation – A job design technique in which employees are moved between two or more jobs in a planned manner. – The objective is to expose the employees to different experiences and wider variety of skills to enhance job satisfaction and to cross-train them. Management Fundamentals - Chapter 12 13 On-The-Job Training Coaching – Is specific usually more specific to the performance elements of a particular job or task – Can be done by anyone who is proficient at that task; typically an immediate supervisor or experienced coworker Mentoring ● Tends to apply to a broader set of tasks; applies to the job as a whole ● Usually done by someone who is experiences; take a new employee under their wing – Very hands-on; often involves ● Very hands off; maybe monthly modelling of how the task meetings should be done Management Fundamentals - Chapter 12 14 Off the Job Training Training that takes place away from the job site ● The most typical form is management training – A company may send a manager (or potential manager) away to take a short course about management – Employee retreats is another common way to do this – Training could apply to a job task also (e.g., software training Management Fundamentals - Chapter 12 15 ➢Performance Appraisal – DEFINITION: • Formally assessing someone’s work accomplishments and providing feedback. – Purposes of performance appraisal: • Evaluation — lets people know where they stand relative to objectives and standards. • Development — assists in training and continued personal development of people. Management Fundamentals - Chapter 12 16 Study Question 4: How do organizations develop a quality workforce? ➢ Alternatives to supervisory appraisal: – Peer appraisal • Occurs when people who work regularly and directly with a jobholder are involved in the appraisal. – Upward appraisal • Occurs when subordinates reporting to the jobholder are involved in the appraisal. – 360° feedback • Occurs when superiors, subordinates, peers, and even internal and external customers are involved in the appraisal of a jobholder’s performance. Management Fundamentals - Chapter 12 17 Study Question 4: How do organizations develop a quality workforce? ➢ Alternatives to supervisory appraisal: – Peer appraisal • Occurs when people who work regularly and directly with a jobholder are involved in the appraisal. – Upward appraisal • Occurs when subordinates reporting to the jobholder are involved in the appraisal. – 360° feedback • Occurs when superiors, subordinates, peers, and even internal and external customers are involved in the appraisal of a jobholder’s performance. Management Fundamentals - Chapter 12 18 Replacement – Replacement is the management of promotions, transfers, terminations, layoffs, and retirements. • This is basically the management of turnover. – Replacement decisions relate to: • Shifting people between positions within the organization. • Retirement. • Termination. Management Fundamentals - Chapter 12 19 What is Conflict? ➢Conflict – A disagreement on issues. • Substantive issues (JOB ISSUES) regarding goals, allocation of resources, distribution of rewards, policies and procedures, and job assignments. • Emotional issues (PERSONAL ISSUES) arising from feelings of anger, distrust, dislike, fear, and resentment, as well as personality clashes. Conflict, if well managed, can actually help promote high performance, creativity, and innovation. 20 Good vs. Bad Conflict ➢Functional conflict … – Moderately intense conflict. – Constructive and stimulates people toward greater work efforts, cooperation, and creativity. ➢Dysfunctional conflict … – Low-intensity and very high-intensity conflict. – Destructive and hurts task performance. Schermerhorn - Chapter 17 21 21 Role of Unions • Employee organisations that are created with the intention of collectively representing workers in order to: • Negotiate fair pay • Negotiate benefits • Ensure safe working conditions • Unions play an important role in the workplace. • Some of their key roles include being able to resolve workplace issues by being a voice for employees and acting as a bargaining representative during bargaining negotiations. 5 Conflict Management Styles – – – – – Avoidance - Uncooperative and unassertive Accommodation - Cooperative and unassertive Competition - Uncooperative and assertive Compromise - Moderately cooperative and assertive Collaboration - Cooperative and assertive Schermerhorn - Chapter 17 23 Conflict Outcomes ➢ Lose-lose • Management by avoidance or accommodation ➢ Win-lose • Management by competition and compromise ➢ Win-win • Management by collaboration Schermerhorn - Chapter 17 24 Types of Org’l Structures ● We are now getting more advanced than simply calling it “tall” or “flat” ● There are the traditional ones: (1) Functional, (2) Divisional, (3) Matrix ● There are also the modern ones: (4) Team Structures, (5) Network Structures, (6) Boundaryless Structures Management Fundamentals - Chapter 10 25 ➢#1 – Functional structures – People with similar skills and performing similar tasks are grouped together into formal work units. – Members work in their functional areas of expertise. (e.g., marketing, sales, accounting) – Are not limited to businesses. – Works well for small organizations producing few products or services. Can you think about why? Management Fundamentals - Chapter 10 26 Divisional Structures ➢ Types of divisional structures and how they group job and activities: – Product structures focus on a single product or service. – Geographical structures focus on the same location or geographical region. – Customer structures focus on the same customers or clients. – Process structures focus on the same processes. Management Fundamentals - Chapter 10 27 ➢#3 - Matrix structure ➢ Matrix structure – Combines functional and divisional structures to gain advantages and minimize disadvantages of each. – Used commonly in: • Manufacturing • Service industries • Professional fields • Non-profit sector • Multi-national corporations Management Fundamentals - Chapter 10 28 #4 - Team structures ➢New Development A – Team structures – Extensively use permanent and temporary teams to solve problems, complete special projects, and accomplish day-to-day tasks. – Often useManagement cross-functional teams. Fundamentals - Chapter 10 29 #5 - Network structures ➢New Development B – Network structures – A central core that is linked through networks of relationships with outside contractors and suppliers of essential services. – Own only core components and use strategic alliances or outsourcing to provide other components. Management Fundamentals - Chapter 10 30