MOS 1021 Unit 1 Student PDF

Unit 1: Introduction to Human Resource Management MOS 1021: Introduction to Consumer Behaviour and Human Resources This Week in the Course… Textbook readings: Chapter 1 (pp. 1-24); Chapter 2 (pp. 25-49) course details introduction to human resource management evidence-...

Unit 1: Introduction to Human Resource Management MOS 1021: Introduction to Consumer Behaviour and Human Resources This Week in the Course… Textbook readings: Chapter 1 (pp. 1-24); Chapter 2 (pp. 25-49) course details introduction to human resource management evidence-based human resource management legal issues in human resource management Course Format in-person lectures weekly (Wednesdays, 3:30 p.m.) abbreviated lecture slides available on Brightspace each week Course Materials chapter readings assigned for each unit (i.e., weekly) please review the list of textbook sections to omit readings not redundant with lectures Concept Check Mini-Quizzes concept check mini-quizzes posted for each unit o old exam questions (good preview to course exams) o for practice only o do not count toward final grade o more course-specific than MyLab activities Exams There are three exams in this course: Exam % Date Location Exam 1 33% Wednesday, February 5 TBA 4:00 p.m. – 6:00 p.m. Exam 2 33% Wednesday, March 12 TBA 4:00 p.m. – 6:00 p.m. Exam 3 34% during final exam period TBA (April 7 - 30) Exams All exams are: not cumulative (each covers 3 units) multiple-choice in format made up of 70 questions scheduled for 2 hours closed-book Grades will not be adjusted on the basis of need or effort. Research Component: Overview must earn 3.0 research credits by 4:00 p.m. on Friday, April 4 must earn 1.0 credit during each Research Period below Research Period Duration Research Period 1 (RP1) January 15 – February 7 Research Period 2 (RP2) February 10 – March 7 Research Period 3 (RP3) March 10 – April 4 Research credits cannot be transferred between research periods. Research Component: Research Studies participate in research studies conducted by faculty members complete tasks and/or questionnaires online or in-person length of studies: o 30 minutes = 0.5 credit o 60 minutes = 1.0 credit Research Component: Research Studies register for studies via SONA (only available after the add-drop period) early sign-up is recommended Research Component: Alternative Research Assignment select a journal article from a pre-approved list read it and answer questions about its content (detailed instructions on our course site) submit your responses via our course site 1.0 credit for each article (assuming completeness, no plagiarism, no use AI)  Mandatory Research Component: Grading research any combination article reviews participation is acceptable 2% will be deducted from your final grade for each 1.0 research credit not earned by each deadline If You Have Questions Course Coordinators (Matt & Doug) connect with them for answers to administrative questions include course code in subject line: MOS 1021B [email protected] If You Have Questions Discussion Board on the Course Site post your questions in the Discussion section of the course site select the right section for your question use a clear title for your post If You Have Questions Connect with Me chat with my before/after lecture e-mail me ([email protected]) book an in-person meeting (SSC 4086) o Fridays, 9:30 a.m. – 11:30 a.m. o 15-minute sessions o book via course site Introduction to Human Resource Management  Human Resources human resources human capital people who make up the knowledge, education, training, workforce of an organization skills, expertise of an organization’s workforce  Human Resource Management (HRM) management of people in organizations two major functions operational strategic oversee day-to-day operations (largely administrative) Human Resource Management (HRM) Two functions can be carried out through key HR systems: workforce job analysis recruitment selection planning employee & training & performance compensation labour development management & rewards relations Human Resource Management (HRM) Examples of strategic goals: increase revenue improve customer satisfaction increase environmentally sustainable practices improve employee retention (ability of an organization to keep its employees)  Human Resource Management (HRM) Example: Apple clear selection procedures (slower pace of hiring; assessing characteristics and fit) targeted and ongoing training extensive performance feedback (continuous) competitive compensation and benefit structure (salary, travel stipend, tuition reimbursement) HRM and Corporate Culture a.k.a. organizational culture core values and beliefs shared by members developed intentionally, in part through HR systems clarifies standards of behaviour (i.e., norms) HRM and Corporate Climate a.k.a. organizational climate employees’ perceptions of organization’s working environment has an effect on mood, job performance, job satisfaction impacted by leadership style, communication, HR policies/practices Benefits of Effective HRM better HR systems emotional better employee (selection, training, commitment to performance compensation, organizational etc.) goals better products greater retention different from job increased profits satisfaction Evidence-Based Human Resource Management Evidence-Based HR: What Is It? evaluating human resources practices against available research (research establishing what practices works, when, and why) ensures that implemented practices are likely to have desired outcomes Evidence-Based HR: What Is It? Seems obvious but… studies find discrepancies between research-recommended HR practices and HR practices implemented in organizations e.g., Rynes et al. (2002); Kaufman (2012); Gill (2018) findings account for thousands of HR practitioners Research Methods: Types of Research generate new information regarding a research question involves collecting data, analyzing data, drawing conclusions includes true experiments, quasi-experiments, surveys Research Methods: Types of Research examine existing information from studies that used primary methods involves compiling existing findings and conclusions to formulate new ideas and gain novel insights Research Methods: Variables characteristics or features that researchers aim to study for many (not all) studies, we distinguish between: o independent variable (IV): grouping variable o dependent variable (DV): response variable  Research Methods: Research Designs True Experiments Does the independent variable (IV) have an effect on the dependent variable (DV)? conducted in controlled settings participants are randomly assigned to groups all participants are measured on the same outcome variable  Research Methods: Research Designs True Experiments: Example Does access to social media have an effect on productivity? Group 1 (unlimited access) reports assessed by instructed to researcher as write a report indicator of productivity Lab Group 2 (no access) Research Methods: Research Designs True Experiments causal conclusions possible  Research Methods: Research Designs Quasi-Experiments Does the independent variable (IV) have an effect on the dependent variable (DV)? conducted in field/natural settings participants are randomly selected from existing groups all participants are measured on the same outcome variable  Research Methods: Research Designs Quasi-Experiments: Example Does access to social media have an effect on productivity? Organization 1 (policy allowing unlimited access) reports instructed to assessed by write a report researcher as indicator of Organization 2 productivity (policy indicating no access) Research Methods: Research Designs Quasi-Experiments causal conclusions not recommended (too many other variables)  Research Methods: Research Designs Survey Research Are two variables related? conducted in controlled or natural settings surveys/questionnaires intended to measure each variable are administered to participants analyses are carried out to determine whether a relationship exists between participant scores on the surveys  Research Methods: Research Designs Survey Research: Example Is access to social media related to productivity? Survey 1 (assessing daily social media scores on access) surveys analyzed to determine both surveys relationship administered to group between Survey 2 variables (assessing daily of participants productivity) Correlation provides information about the direction of a relationship between two variables Greater social media use is related to higher productivity. positive relationship Correlation provides information about the direction of a relationship between two variables Greater social media use is related to lower productivity. negative relationship Correlation provides information about the strength of a relationship between two variables 1 correlation coefficient 0 Correlation Correlation and Causation avoid making causal conclusions based on correlational data  variable 1 may cause change in variable 2  variable 2 may cause change in variable 1  relationship between variable 1 and variable 2 may be spurious Legal Issues in Human Resource Management Canadian Charter of Rights and Freedoms federal law enacted in 1982 guarantees fundamental right and freedoms to all Canadians applies to government action supreme law  Canadian Charter of Rights and Freedoms Freedoms Rights conscience and religion democratic thought, belief, opinion, mobility expression legal peaceful assembly equality association  Canadian Charter of Rights and Freedoms Every individual is equal before and under the law and has the Rights right to the equal protection and equal benefit of the law democratic without discrimination and, in particular, without mobility discrimination based on race, national or ethnic origin, legal colour, religion, sex, age or mental or physical disability. equality Human Rights Legislation prohibits discrimination in the public and private sector applicable: (1) in the context of employment (2) in the provision of goods and services Human Rights Legislation: Jurisdiction Canadian Human Rights Act federal government First Nations government federally regulated organizations Human Rights Legislation: Jurisdiction provincial & territorial laws organizations that fall under provincial and territorial jurisdiction Human Rights Legislation: Prohibited Grounds Ontario Human Rights Code ethnic origin place of origin ancestry, colour, race citizenship creed age sex sexual orientation gender identity/expression marital status family status disability record of offenses Human Rights Legislation: Prohibited Grounds Ontario Human Rights Code ethnic origin place of origin ancestry, colour, race citizenship creed age sex = anatomical classification as male, female, intersex sexual orientation gender identity/expression marital status family status disability record of offenses Human Rights Legislation: Prohibited Grounds Ontario Human Rights Code ethnic origin place of origin ancestry, colour, race citizenship creed age sex sexual orientation gender identity/expression marital status family status = being in a parent and child relationship disability record of offenses Human Rights Legislation: Prohibited Grounds Ontario Human Rights Code ethnic origin place of origin ancestry, colour, race citizenship creed age sex sexual orientation gender identity/expression marital status family status disability = limited ability to function record of offenses Types of Discrimination discrimination deliberately refusing to hire, train, or promote an individual on the basis of a protected characteristic unequal treatment of an individual on the basis of a protected characteristic Types of Discrimination discrimination occurs when a seemingly neutral policy or practice has an unintended negative effect on members of a protected group example: requiring employees at a retail outlet to work at least two Saturdays each month Bona Fide Occupational Requirements (BFOR) attributes on which hiring, promotion, retention decisions can justifiably be made, which would otherwise be seen as discriminatory deemed necessary to fulfill the job safely and effectively example: acceptable vision required for person working as a driver (acceptable vision is the BFOR) Bona Fide Occupational Requirements (BFOR) The Meiorin Test (Supreme Court of Canada, 1999) Rational Connection Good Faith Reasonable Necessity characteristic is the characteristic rationally employer adopted cannot be connected to the characteristic accommodated successful job in good faith without imposing performance undue hardship Bona Fide Occupational Requirements (BFOR) The Meiorin Test: Duty to Accommodate employers required to adjust policies/practices to ensure that individuals with protected characteristics are not prevented from working remove barriers to allow for full participation e.g., adjust environment, provide resources, modify policies Bona Fide Occupational Requirements (BFOR) The Meiorin Test: Undue Hardship point up to which employers are expected to accommodate employees beyond this point: o accommodation is too financially taxing o accommodation is risky or unsafe