HRM Textbook PDF

Textbook: https://drive.google.com/file/d/15iLrhic6Klahjwrau9wH6lNkzfoL0K5e/view?ts=67a23eab Different functions of HRM 1. Promoting employee health and safety through organizational culture. Creating a work environment that promotes a sense of well-being and encouraging employe...

Textbook: https://drive.google.com/file/d/15iLrhic6Klahjwrau9wH6lNkzfoL0K5e/view?ts=67a23eab Different functions of HRM 1. Promoting employee health and safety through organizational culture. Creating a work environment that promotes a sense of well-being and encouraging employee engage- ment. Ensuring that employees work in healthy and safe conditions (Chapter 3). 2. Defining, analyzing, and designing the work. Determining what tasks need to be done, in what order, with what skills, and how individual tasks fit together in work units. Creating high- performance work groups or teams as a form of defining and designing work (Chapter 4). 3. Planning for, recruiting, and selecting employees. Ensuring that the correct number of people with the correct skills are attracted to work for an organization. Choosing the right people to perform the required work (Chapter 5). 4. Orienting, training, and developing employees. Welcoming and socializing people to an organization. Providing the resources and opportunities to assist employees in devel-oping the necessary knowledge, skills, and abilities to do their current and future job(s) 5. Managing employee performance. Ensuring that employees know what they are expected to accomplish and then providing appropriate mechanisms for regular feedback. Aligning employees’ expected performance to the organization’s goals 6. Rewarding and recognizing employees. Evaluating the worth of jobs and developing and administering a variety of rewards and recognition components, including pay and benefits, that will attract, retain, and engage employees 7. Knowing your rights and responsibilities. Ensuring that employees and management rights are protected and respected and that disciplinary issues are properly addressed. Effectively addressing conflict between employees and managers in order to maintain constructive relationships 8. Understanding labour relations and collective bargaining. Establishing effective negoti- ating practices and working relationships within unionized environments to create and sustain effective and efficient organizations 9. Learning about international human resources management. Customizing HRM systems, practices, and policies to address the various economic, political, legal, and cultural factors in different countries Scientific management The “Scientific Management” movement was born in early twentieth-century Philadelphia factories but spread rapidly, transforming not only management techniques but also popular conceptions of industrialized society itself. According to its founders, the system simply sought the “one best way” to perform any task. But its time-study engineers, along with the assembly line, came to symbolize the bleak and mechanical organization of workers’ lives by industrial engineers. Its advocates, on the other hand, hailed scientific management as the basis for the transformative increases in productivity that, they argued, improved the lives of working people.  Difference between job satisfaction (5 facets) and intrinsic motivation (5 things, hackmen and olhim) 5 facets of job satisfaction Pay Promotion Work (should be challenging enough) Supervisor Coworkers 3 constitutions of HR 1. Organization 2. Individual employees 3. Society How can HR add value to the organization Human Capital Theory - Sum of KSAs, experience - Can become obsolete Barney - Resources based view: value, unimitable, rare Porter - Employees can be source of competitive advantage - 7 years to duplicate 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 o Matching individuals to jobs (farm, military) o Staffing to implement strategy (Alan Mulally, Ford CEO from Boeing) o Staffing as a strategy formulation (Apple, Yahoo, Google) Mega trends affecting HR (the world) Broad themes 1. Changing demographics - Aging workforce, increasing workforce diversity, Millennials and Gen Z, students delaying work for higher education 2. Technological advances - Deskilling, creation of knowledge worker “creative class”?? - Telecommuting and distributed work - Communication and organizational structure 3. Globalization - Outsourcing and offshoring, global workforce and careers 4. Populism - Nationalism, anit-immigrant sentiment, return to traditional values 5. Hollowing out of industry 6. Emphasis on intellectual capital Demographic change in Canadian market - how does it change HR strategies- when companies, grow, maintain or restructure Aligns HR philosophy, policies and practices with organizational strategies Strategic HRM can help attain organizational goals Includes instituting high performance work practices and self managed work teams How do these strategies impact HRM? Actively recruit and train Do nothing Eliminate redundancy, rightsizing, retention What is nonstandard work  non-standard work as employment that deviates from the traditional full-time, permanent job model Ex. Gig economy jobs, Flexible work schedules, remote work Steortypes of different 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 add3 value to organization o "Create competitive advantage through our workforce" o "Reinforce corporate values" o "Broaden/improve employee’s competencies/skills" o "Focus employee on customer needs" o "Improve employee’s focus on achieving business goals" Structural shift in the economy - industrial relations 4.0 What is a job o Group of related activities & duties. Made up of tasks. What is a position  o A position consists of the specific duties and responsibilities performed by only 1 employee. What is the purpose of a job analysis Job Analysis: process of defining job in terms of its component tasks and duties, involves systematic collection of a job-related information Steps: Phase 1- preparation for job analysis Phase 2- collect info - 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 - Job description and specification - Develop HRM system Know the role of job analysis I recruitment, performance appraisal, selection - determining the minimum qualification - determining compensation system - determining pay equity After completing job analysis u geta document and that document has two parts Job specification and job description Who would u talk to to conduct 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) o Statements of education and experience to perform job satisfactorily What is the purpose of an MQ o To screen out applicants unable to perform job o 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 o Education, Experience - Skills o Computer, Language - Abilities o 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 o Indirect Discrimination: Adverse impact is a good example, a rule that seems harmless but has an unfair effect on a group of people. o 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: prone to adverse impact. o Direct Discrimination: treating someone less favorably because of a protected characteristic, being treated differently because of xyz.  Pay equity - 2 different types o (1) Equal Pay for Equal Work ▪ If a man and woman are doing the same work, they must be paid the same o (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) o A job requirement that legally overrides human rights protection o 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 o “Undue hardship” is not specifically defined o Factors considered include financial cost, disruption of collective agreement, morale of other employees, etc. Reasonable accommodation o An employer must accommodate to the point of undue hardship o A.k.a. “reasonable accommodation” o Employer required to make certain adjustments to job content or working conditions if individual cannot meet job requirements (due to BFOR) o E.g., redesign work stations, lighting, adjust work schedules Adverse impact - hwo t can be discriminating seemingly neutral employment policies disproportionately disadvantage certain groups, even if there is no explicit intent to discriminate. Precedent setting cases Ex. From the textbook Wallace v. United Grain Growers Honda Canada Inc. v. Keays Zochem Inc. Case (Ontario Court of Appeal Decision) Purpose of human resource planning o Costs savings o Leveling of dips and peaks in staff levels o Increase in productivity o People planning and better relationships with unions o Avoid knee jerk reactions (e.g., for international assignments) Difference between recruitment and selection o Recruitment - process of finding and attracting capable applicants to apply for employment  o Selection - predicting who will be most effective at performing a given job Different sources of recruitment (sources of employees): o 1. External ▪ Universities/colleges ▪ Referrals (from current and former employees, customers) ▪ Employment agencies ▪ Headhunters ▪ Print ads ▪ Internet o 2. Internal ▪ Current employees (promotion from within) Types of employees - college, experienced - which is better o Types of new employees: ▪ New college graduates ▪ Experienced hires o Which is better? Legally defensible hiring practises o Job analysis o Active recruitment o Validity (Psychometrically sound) o Reliability Legally defensible selection practices o Validity and reliability - Validity - Appropriateness of instrument in predicting the desired behaviour o Construct validity: what is “happiness”? o Content validity: spelling test o Criterion-related validity: measuring what it is supposed to measure? o Face validity: “if I was a tree” - Reliability - Consistency of producing the same prediction o Stability: repeat administration of same instrument yields the same consistent results o Equivalence: agreement between 2 raters using the same instrument Different selection methods - Application Blanks o Forms applicants complete Information includes educational background, experience, skills, etc. - Weighted Application Blanks o Elements are statistically related to job outcomes and Higher weights assigned to more important elements - References o Evaluations of past work performance from previous employers  - Cognitive ability tests o General intelligence (IQ) and Specific capacities (verbal, spatial, mathematical) - Personality tests o Traits identified as job-related E.g. Openness to experience, Conscientiousness, Extraversion, Agreeableness, Neuroticism - Integrity/Honesty tests o Aim to avoid hiring dishonest or disruptive employees o Related to reduce counterproductive behaviour How do you test for gambling addiction? - Physical Ability tests o Strength, speed, agility, endurance, etc. § Potential for adverse impact - Performance tests/Work samples o Involve applicants performing actual job tasks § E.g., typing, preparing and delivering oral presentation, athletic tryouts Assessment Centres o Procedure involving multiple assessment techniques to assess managerial potential E.g., Paper-and-pencil tests, in-basket exercises, leaderless-group discussions, work samples Types of interviews -advantages over others - 2 types: structured vs. Unstructured - Unstructured o Open-ended questions, various topics o Interviewer makes decision based on “gut feeling” o Problems with reliability and validity - Structured o Job-related questions o Predetermined scoring system / rating scale and Standardized - same approach for all applicants o 2 types: situational (SI) and behavioural (BDI) BDI is more predictive.