MOS Notes Unit 1 PDF

Introduction to Human Resource Management Human Resources - People who make up the workforce of an organization Human Captial - Knowledge, education, training, skills, expertise of an organizations, workforce Management of people in organizations - Operational function - Administrat...

Introduction to Human Resource Management Human Resources - People who make up the workforce of an organization Human Captial - Knowledge, education, training, skills, expertise of an organizations, workforce Management of people in organizations - Operational function - Administrative, day-to-day operations - Strategic function - Align employee efforts with the organization’s strategic goals - Specific financial and non-financial results an organization aims to achieve in order to maintain a competitive advantage. Two functions can be carried out through critical Hr systems Example Strategic goal - Improve employee retention - Ability of an organization to keep its employees HR teams might do the following; - More targeted recruitment and selection - Better training programs - Clearer performance feedback to employees Corporate Culture - Identity of the organization - Core values and beliefs shared by members - Developed intentionally, in part through HR systems - Clarifies standards of behavior Corporate culture example Netflix - Performance - driven and results-oriented - No set schedule and unlimited vacation - Emphasis on freedom and creativity Organizational Climate - Prevailing atmosphere within an organization - Employees’ perceptions of organization’s working environment - Has an effect on mood, motivation, productivity, job satisfaction, job performance - Impacted by leadership style, communication, HR policies Benefits of Effective HRM Reduced Cost Greater engagement Better performance Evidence-Based Hr: what is it?  - Evaluating human resources practices against available research (research establishing what practices work, when and why) - Ensures that implemented practices are likely to have desired outcomes - Results in greater efficiency by avoiding trial-and-error learning Seems obvious but… - Studies find discrepancies between research-recommended HR practices and Hr practices implemented in organizations Research Methods - Primary - Generate new information regarding a research question - E.g. actual experiments, quasi-experiments, surveys - Secondary - Examine existing information from studies that used primary methods Variables - Characteristics or features that researchers aim to study - Measurable (existing or developed) - For many (not all) studies, we distinguish between: - Independent variable (IV) - Dependent variable (DV) True experiments Does the independent variable have an effect on the dependent variable? - Conducted in controlled settings - Participants are randomly assigned to groups - All participants are measured on the same outcome variable Casual conclusions are possible Results may not apply well to “real world” (less generalizable findings) Quasi-experiments Does the IV have an effect on the DV? - Conducted in field/natural settings - Participants are randomly selected from existing groups  - All participants are measured on the same outcome variable Casual conclusions not recommended (too many other variables) Results apply to the “real world’ more easily (more generalizable) Survey Research Are two variables related? (no distincition between IV and DV) - 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 Correlation - Provides information about the direction of a relationship between two variables - Provides information about the strength of a relationship between two variables - Strength is how close the data points are together. Strong corelation the points are tight and resemblinga line. Weak corelation is more spreadout data points. Strength - Weak - 0.10 - Moderate - 0.30 - Strong - 0.5 Correlation and Causation - Avoid making causal conclusions based on correlation data - Variable 1 may cause a change in variable 2 - Variable 2 may cause a change in variable 1 - The relationship between variable 1 and variable two may be spurious - Two variables appear to be related but are not Legal Issues in Human Resource Management Canadian Charter of Rights and Freedoms - Federal law enacted in 1982 - Guarantees fundamental rights and freedoms to all Canadians - Applies to government action Rights - Every individual is equal before and under the law and has the right to the equal protection and equal benefit of the law without discrimination and, in particular, without discrimination based on race national or ethnic origin, colour, religion, sex, age, or mental or physical disability, Human rights Legislation - Prohibits discrimination in the public and private sector - Applicable: in the context of employment Canadian Human Rights Act - Federal government - First Nations Government - Federally regulated organizations Provincial and territorial laws - Organizations that fall under provincial and territorial jurisdiction Bona Fide Occupational Requirements (BFOR) - Attributes on which hiring, promotion, and retention decisions can justifiably be made, which would otherwise be seen as discriminatory. - Deemed necessary to fulfill the job safely and effectively - The Meiorin Test: Duty to accommodate - Employers required to adjust/practices to ensure that individuals with protected characteristics are not prevented from working - Remove barriers to allow for full participation - Employers must demonstrate maximum effort in exploring accommodation options Undue Hardship - Point up to which employers are expected to accommodate employees - Determined on a case-by-case basis https://doi.org/10.1108/IMR-02-2021-0097 Job - Collection of related tasks, duties, responsibilities that are group together for the purpose of accomplishing work within an organization - Competency modeling - Job design - Example: Barrista - Take customers orders - Prepare and serve hot/cold beverages - Process payment - Clean and sanitze work station Position - Specific instance of a job held by a single person - How many people hold the job of a barrista What is Job analysis? - Systematic process of collecting detailed information pertaining to a job - Includes, tasks, duties, responsibilities, human attributes - Carried out on continuous basis Why is it important? Training - Clarifies knowledge, skills, abilities for jobs (customized training programs) - Identifies skills gaps (facilitates re-training) Performance Management - Performance of employees is assessed using criteria obtained through job analysis - Ensures assessment is legally defensible Compensation and Benefits - Determines relative value of each job (skills, responsibilities, work conditions, physical/mental demands) - Informs compensation - Justified pay differences Recruitment and selection - More effective hiring - Better alignment between employees and job - Greater employee retention Steps for Job analysis 1. Previous job analysis data, digital databases, organization charts - Digital Database: National Occupational Classification - Created by the federal government - Provides standardized language to describe over 30,000 jobs (Main duties, employment requirements, additional information) - Organization Charts - Visual diagram depicting the structure of an organization - Provides information about; - Jobs within an organzation - Relative rank of jobs - Reporting relationships among jobs - bureaucratic charts - Common in larger organzations - Numerous levels of management - Narrowly defined jobs - Top down management style - Organized - Separation between units - Flat charts - Common in smaller orgnazations - Fewer (if any) levels of management - More broadly defined jobs - Decentralized management style - Empowerment and cooperation  - Disorganzation - Matrix Charts - Common for multiple projects/products - Two lines of management - Organized, communicative - Conflicts possible and decisions may be slow - Nasa developed this kind of structure 2. Choose sources of Job info - Subject matter Experts - Knowledgable about the task, duties, responsibilities of a certain position or job - Kinds of SME’s: Incumbent - Individual currently holding position  - Knowledgable about job - Misinformation Supervisor - Has charge over a workplace - Knowledgable about job importance - Less knowledgable about day-to-day events Job analyst - Can provide objective assessment - Inside knowledge of organization may be limited None of these are optimal, all has pros all have cons, best to talk to as many of them as you can. No single one is best. 3. Gather Job info - Questionarre - Surveys completed by SMEs - Use established questionnaire or develop own - Formats - Structured: set questions and pre-defined answers (comparable, efficient, can miss key details) - Open-ended: set questions but SMEs can respond as desired (rich in detail, difficult to compare, slow analysis) - Position Analysis Questionnaire (PAQ) - Contains 195 items about various job elements - General behaviours (not specific work activities) - SMEs indicates extent to which each element is relevant to the job on a 5-point scale Advantages - Standardized  - Easy to administer - Personal factors have little impact Limitations - Reading level high - More suited to assess manual labour - Poor differentiation between jobs Interview - Conducted alone or in groups - Groups when number of incumbents performing same/similiar job - Supervisions should not be present during incumbent interviews - Structured format preferred - Same questions in set order - Misinformation possible Direct Observation of Incumbents - Record nature, frequency duration outputs, equipment - Ideal for jobs involving observable activities - Incumbents may change behaviour when observed 4. Develop Key documents - Collected information is used to develop: - Job description (what a job entails) - Tasks duties - Responsibilities - TDRs - Also describe the environment, equipment, relationships, authority - Job specification (characteristics ended to perform a job) - Knowledge - Factual procedural information needed to perform a task - Skills - Developed capacities (task specific) - Abilities - General enduring capabilities (not-task specific) - Other characteristics - Personality traits, personal qualities, licensing - KSAOs Competency Analysis What is it? - Alternative to traditional jobs analysis  - Method used to competencies rather than trds - Characteristics, defined in behavioral terms, that define successful job performance and benefit the organization - Focuses on capabilities of people doing the work rather than on the work itself - Reflects movement toward fluid roles and greater employee empowerment - Example - Teamwork - Actively participates as a member of the team toward the completion of team goals - Contributes in team meetings, informal team gatherings, and other team settings - Develops productive and cooperative relationships with other team members - Expresses disagreement with other members of the team - Competency categories Core - Characteristics that apply to all members of the organization - Eg. time management - Central to orgnaizations culture and strategic direction Cross functional - Characteristics that apply to all members of a given job group (jobs linked by common purpose, skill set, education) - Eg. conflict resolution - Promote collaborationand knowledge-sharing Functional - Characteristics and key skills that apply to a specific job - Eg. culinary expertise - Ensure the successful completion of work tasks Compentency modeling methods Critical incident technique 1. Critical incidents are identified in organzation - Observable job behaviours that reflect either superior or inferior performance and promote or interfere with accomplishment of tasks - For example - Deals appropriately with sensitive information - Articulates complex issues with clarity - Asks questions to gain a broader understanding of the issue at hand  2. Critical incident are sorted into dimensions/themes (dimensions are formalized into competencies) - For example 3. Each competency is defined, and paired with behavioral indicators (behavioral indicators reflect critical incidents - Communication - Clearly transmits and receives information, and communicates effectively with other,s both verbally, and in written form, by considering their points of view Job Design What is it? - Process of establishing the roles and responsibilities associated with jobs - May entail developing new jobs (design) or revising existing ones (redesign) - Goals to maximize - Job performance - Efficiency - Job satisfaction - most important - Attitudinal state reflecting how an employee feels about their job Indicators of Job satisfaction 1. Satisfaction with pay (0.28 2. Satisfaction with poromotion policies (0.43) 3. Satisfaction with superisor (0.40) 4. Satisfaction with coworkers (0.42) 5. Satisfaction with work (0.78) Satisfaction with work is the strongest indicator of overall job satisfaction Factors affecting satisfaction with work - Meaningfulness of work - Degree to which work is perceived as worthwhile and purposeful - Affected by: - Variety: assortment of activities and skills - Identity: completion of an identifiable piece of work, from start to finish - Significance: impact on society and others  - Responsibility for outcomes - Degree to which own efforts are seen as having an impact on key outcomes in the organization - Affected by degree of autonomy - Freedom, independence, discretion over own work - Knowledge of results - Degree to which employees are aware of how well or poorly they are doing - Affected by the quality of feedback received Job design Strategies Job Rotation - Involves temporarily moving employees between jobs/department (lateral) - Increases variety and identity - Organization is more flexible and connected (employees learn the business from a 360-degree angle) - Requires investment in training to ensure proper qualifications Job Enlargement (horizontal loading) - Adding activities within the same level to an existing role - Increases variety and identity - Existing skills broadened (more opportunities for advancement) - Positive effects diminish over-time - Quantity of work can be overwhelming (reduced job performance) - Example - Respond to customer messages via email and phone - Engage with customers via social media channels - Interact with customers in person Job Enrichment (Veritcal Loading) - Involves increasing the depth and complexity of job tasks - Maximizing variety, identity, significance, autonomy, feedback - Includes: more supervision, more challenging work, for larger share of work, work with greater possibility of growth and advancement Unit 3 Talent Acquisition This unit will focus on recruitment and selection What is recruitment - Process of attracting potential employee to our organizatoin  - Job description and job specification used as basis for efforts - Process ends with the generation of an applicant pool for a job vacancy - Set of candidates who express interest in the position Sources of Recruitment: Internal - Seeking individuals who currently hold positions in the organization Advantages Limitations - Less taxing on time and resources (less - Maintenance of status quo, keeping spending on recruitment materials) things the same as they always have - Lower risk been - Boosts employee morale - May create conflict between employees (poor acceptance of new roles, office drama, power struggles) External - Seeking individuals who do not currently hold positions in the organization Active Passive - Actively looking for new opportunities - Not actively looking for new opportunities - Available immediately - Not available immediately Online recruitment (job websites, corporate website) - Large cost to post - Large and diverse applicant pool - Has a high cost to review - Disadvantages those less familiar with technology Print media Recruitment (newspapers, magazines, trade journals) - Target audience is people who work in a particular trade or industry - Can target specific candidates (trade journals for specialized work, newspaper for local candidates) - One negative is that long lead times are common - E.g. 4-6 months for magazines Campus recruitment - Recruiting from universities, colleges, technical schools  - Diverse applicant pool - Early identification of top talent - Low experience (invest in training) - May not be long-term (50% leave job in the first year) External Recruitment Advantages Disadvantages - Larger applicant pool - May affect workplace morale - Greater innovation - Higher risk - - More taxing on resources Managing expectations in Recruitment - Help manage employee expectations - Provide a balanced view of the job and organization Employer Brand - Reflects an organization's reputation as a place to work - Positive employer brand liner to larger application pools - Favourable features - Compensation and benefits - Flexibility - Social responsibility - Social events Realistic Job preview - Tool that provide candidates with a realistic view of what a job entails - Communicative positive and negative aspects of job (eg. hazards, work environments, monotomy, stressors) - Manages expectations - Increase retention Selection  Step 1 Preliminary Screening (basic criteria) What is it? - Review submitted application materials (applications forms, resumes, cover letters) - Eliminate candidates who do not meet basic selection criteria (as detailed in job description and job specification) Screening Methods Application Form Resume - Standardized (i.e., comparable - Rich details possible - May include: contact info, - Not standardized (i.e., information varies, education/training/certifications, work difficult to compare) experience, skills - Potential inclusion of problematic - Avoid asking about prohibited grounds information Step 2 Selection Testing - Administer tests to retained candidates - Assess qualities identified as important through job analysis - Select tests that provide accurate information (ie reliable and valid) - Reliability and validity of a test is established before it is used for selection purposes. Reliability in selection testing - Extent to which a test produces consistent or stable results Test-Retest - Test produces same/similar results across testing occasions - Example: - Test of leadership - Administered two weeks apart to a given individual yields the same score Inter-Rater (peer report) - Test produces same/similar results across raters - Example: - Ratings for two members of an organization are the same for a given individual  Validity in selection testing - Extent to which a test measures what it is supposed to measure Construct Validity (relationship to other tests) Convergent Discriminant - Results from test correlate positively with - Results from test do not correlate with results from similar tests results from dissimilar tests Example; test of self-esteem - Correlation positively with tests of self-confidence, self worth, self-esteem (convergent) - Not correlating with tests of intelligence (discriminant) Criterion Related Validity Concurrent Predictive - Degree to which test scores are related - Degree to which are related to future to current performance performance Example: test of numeracy - Correlating positively with excel proficiency measured presently (concurrent) - Correlating positively with excel proficiency measured a year later (predictive)  Test types Cognitive ability - General level of intelligence - Proficiency and efficiency at processing thoughts and ideas - Identify effective decision-makers Advantages Limitations - Predictive of job performance - Test-takers may have negative reactions - Predictive of adjustment - May have adverse impact on minority - Fast and easy to administer groups Personality - Pattern of thoughts, feelings, and actions that are characteristic of a person - Personality consists of a collection of traits Important O.C.E.A.N Openness to experience - Open Minded, excited about new ideas, curious, creative Conscientiousness - Organized, incredibly punctual, systematic, incredibly reliable, responsible, efficient Extraversion  - Sociable, assertive, energetic, enjoy social settings, outgoing, talkative, assertive personality - On the downside they can be aggressive, workplace bully Agreeable - Compassionate, kind, nurturing, work well collaboratively, caring Neuroticism - Anxious, insecure, easily stressed, more volatile in terms of emotions, struggle with self confidence, nervous - Opposite would be emotional stability Advantages Disadvantages - Predictive of job performance (C score) - Susceptible to faking and social - Predictive of training success (O score) desirability responding - Predictive of employee engagement (E, - Respondents give answers that A, low N) they believe will make them look - Fast and easy to administer good to others. Step 3 Selection Interview What is it? - Designed to predict job performance based on applicants oral response to questions - May be conducted one on one, with numerous interviewers (pannel), with numerous interviewees (mass) - The most commonly used selection method Reasons to use Multipurpose (qualifications, communications skills, interpersonal skills) Opportunity to promote employer brand Illusion of validity (employers believe interviews are valid predictors of job performance) Issues with Selection interviews Halo/Horns Effect Similar-to-Me Bias Leading - Initial impression distorts - Favorable ratings when - Verbal or non-verbal how candidate is candidate is similar to - Leads candidates to assessed interviewer expected answer - Biased interpretation of - Impacts diversity responses Step 4 Background Investigation What is it? - Verification of details provided during the selection process - Must have signed permission - Assessing - Educational qualifications - Employment history (past 5+ years) - References Reference check What is it? - Obtain details about candidates from provided references (previous employer, supervision, co-worker, mentor, client) - Conductor via interview or survey - Standardized questions informed by job analysis Defamation - References may decline to comment - Growing concerns about accusations or defamation - Communication of false information about an individual capable of hurting their reputation - Can take the form of libel (published) or slander (spoken) Negligent Hiring - Legal claim made against an employer - Employer fails to verify details with proper screening - Employee causes harm to property, other employees, client - Thorough reference and background investigation necessary Step 5 Selection Decision Approaches multiple cut-off - Cut-off is established for each selection tool - All applicants complete all tests and/or procedures - Applicants who meet or exceed the cut-off for all tools are retained Multiple hurdles - Cut-off is established for each selection tool - Applicants complete tools one at a time, and proceed to the next tool only if they have met or exceed the cut-off for the previous tool - Applicants who meet or exceed the cut-off for all tools are retained Compensatory Model - Applicants complete all tests/procedure - Their score on each test/procedure is recorded - Scores inputted into a statistical equation that produces overall score - Candidates ranked on basis of overall score