CRI700 Final Term Notes PDF

Final Exam: - 3 hour long exam - Worth 35% (Out of 60) - 30 MC (1 point each and 5ish per week) - 3 Short Answers (5 points each) - 1 ESSAY question (15 points) 600 words. Possible Essay/ Short Answers 1. Equity Theory and Organizational Justive - DJ PJ IJ + w...

Final Exam: - 3 hour long exam - Worth 35% (Out of 60) - 30 MC (1 point each and 5ish per week) - 3 Short Answers (5 points each) - 1 ESSAY question (15 points) 600 words. Possible Essay/ Short Answers 1. Equity Theory and Organizational Justive - DJ PJ IJ + why is this relative in a creative environment - Realize high dj impossible in real life, some people get a rise and others don’t, etc - Empathize high PJ and IJ to compensate, you have to be able to explain the distributional decisions, there is clear process and t is as fair as possible (PJ), how is it communicated, can people ask questions and challenge the outcome 2. Expectancy Theory - Expectancy - Instrumentality - Valence - Why in the context of compensation is expectancy theory important? - Line of sight between performance ends reward (instrument) - Rewards have to have value (valence) 3. Why is training strategic to organizations? - First steps in training Week 7 Learning Outcomes: 1. Explain the strategic importance of the recruitment function. 2. Identify appropriate recruiting methods for different jobs 3. Explain how to generate effective recruitment advertisements 4. Describe how to choose among the recruitment sources 5. List key measures for evaluating recruitment function 6. Describe the strategic significance of the selection function 7. Describe the various steps in the selection process 8. Explain the role of employment tests in the selection process 9. Describe the types of interviews and discuss inherent issues 10. Describe how to evaluate the selection process Recruitment: - Finding and attracting capable individuals to apply for employment and accept a job offer if/ when one is made to them - Often problematic for SMEs: limited financial resources, lack of legitimacy as an employer-of-choice, lots of unclear boundaries and job responsibilities, ad hoc processes - Includes both purposeful and unintentional actions Recruitment Process: - Identify job openings - Review job specifications - Examine the desired characteristics of recruits - Determine recruitment methods - Obtain pool of recruitments Choosing Recruitment Sources/ Methods - How many recruits are needed? - When are they needed by? - What is the skill level required? - What has worked in the past? - How much is the recruitment budget? - Are there labour agreements that specify options? Recruitment Methods: - Director Inquiries - Employee Referrals - Advertising (offline and online job boards) - Social media - Digital Recruiting (ie. Linkedin, Indeed) - Private or Temporary Help agencies - Educational Institutions (Internships programs) - Professional and Labour Organizations - Job Fairs - Recruitment abroad Headhunting and Poaching  - Common for creative organizations to approach (passive job seekers) workers in competing firms to try to recruit them - Now illegal for companies to have non- poaching agreements - Criminal offense under Competition Act (2023) - Non-Compete clauses also hard to enforce - Generally limited (also applicable in durational time) to executives (C-level type jobs) - There are intricate ethics regarding poaching - However, there is major upside on the worker’s behalf Internal Recruiting Advantages Weaknesses - Familiar with the organizations - Internal competition can reduce - “Known” fit with the organization and cooperation past performance as indicator of future - No “new blood” so can prevent success creative solutions - Improves employee morale and - Poor morale (possible turnover) if not motivation promoted External Recruiting Advantages Weaknesses - Acquire skills and knowledge that - Newcomers may not fit in may not be available within - Newcomers take longer to learn about - Newer ideas and novel ways of the organization solving problems - Usually more expensive - Lowered morale of current employees Important Recruitment Considerations - Legal Issues/ Requirements - Bona Fide Occupational Requirements - Established rules that lay out the requirements of a particular position with a workplace. - Ensures that employers avoid discriminatory hiring practices  - Align essential duties of a specific position - Accommodate needs of the employee - Equity, Diversity and Inclusion - Ethics (i.e. shaping accurate expectations, use of AI, etc) Evaluating Recruitment - Cost per Hire - The dollar cost per person hired - Quality of Application - Quality of candidates from various sources - Offers: applications ratio - Ration between the number of job offers and total applicants for each recruitment method - Time Lapsed per Hire - Time taken to fill a position Selection Process Defined - Series of actions to decide who should be hired - Begins when recruits apply for employment and ends with the hiring decision - Steps involved matching the employment needs of the organization and the applicant Strategic Significance of Selection: - Execution of strategy depends on its employees - Decisions must reflect job requirements - Must recognize organizational constraints - Should also recognize labour market realities - Practices must be ethical and accessible Steps 1 + 2 : Preliminary Reception and - Initial contact with applicants Screening - Walk-ins may receive preliminary interview - Write-ins often receive letter or email of acknowledgment - Screening: Remove those who do not  meet qualifications - Ensure application is useful and worth pursuing further - Automated screening tools are useful to parse through applications (cheaper, faster) but may also discriminate Step 3 : Employment tests - Personality and Integrity tests - Ability tests/ knowledge tests - Performance tests - Situational Judgment Tests - Assessment Centers - Computer interactive tests - Must be reliable and valid Step 4 : Employment Interviews - Most widely used selection technique - Allows a personal impression - Opportunity to sell a job to a candidate - Opportunity to answer candidate’s questions - Effective public relations tool - Popular due to flexibility and two-way exchange - Flaw related to varying reliability and validity Step 5 : Realistic Job Previews - Shows type of work, equipment and working conditions - Highlights both positive and negative elements of a job - Gives a taste of the company culture and vibe - Tends to reduce employee turnover Step 6: Verification of References - Obtain permission - Should only discuss applicant’s work history - Former supervisors may not be candid, especially with negative information, or out to get you - Could be held liable both ways - Reference letters - Background checks Step 7: Contingent Assessments - Assessment of health, medical, and driving information  - Should be scheduled after the hiring decision - Drug tests are increasingly used but may be found to violate employee rights - Candidate must be informed - Job related/ clear and legitimate purpose - Administered in a reasonable manner Step 8: Hiring Decision - Marks the end of the selection process - Tradeoffs among predictors - Subjective approach - Multiple cutoff approach - Compensatory approach - Supervisors should have input into the final hiring decision - Notify candidates (enough time) and do it well (brand) Evaluation Selection - Quality and productivity of the workforce - Are supervisors/ peers satisfied with hires? - Are training costs increasing? - Are managers spending too much time on new hires? - Are grievances, absences, and turnover too high? - Costs incurred appropriate to the organization - EDI Considerations: who are seeing, not seeing, why? - Assessing tools for bias. Is there a “disparate impact” on particular groups, like certain groups, like certain genders or races? Chapter 5 Strategic Importance of the Recruitment Function - Challenges of Recruitment - Aging population; large number of retirees - Stiff competition in talent - Virtual recruitment due to the pandemic - Rising compensation  - Some jobs are currently experiencing job shortages - Family physicians - Mechanical and computer engineers - Psychologists - Graphic designers - Transport trucks - Civil engineers - Pharmacists Constraints on Recruitment Organizational Policies 1. Promote From Within - Give present employees the first opportunity for job openings to facilitate their career growth. - Bypassing current employees to hire from outside can lead to employee dissatisfaction and turnover 2. Compensation Policies - Establish pay ranges for different jobs; because of this it attracts new staff - Bonuses, hours offered, minimum wage requirements 3. Employment Status Policies - Companies have policies restricting the hiring of part-time and temporary employees - Unionized settings have limitation against part-time, temporary, and contract workers, which can cause recruiters to reject all but those seeking full-time work 4. International Hiring Policies - In Canada, require foreign job openings to be staffed by local citizens Human Resource Plans - Outlines promotion ladders as to which jobs should be filled externally and which should be filled internally Diversity and Employment Equity Programs Recruiter Habits Environmental Considerations 1. Leading Economic Indicators - Statistics Canada routinely published the direction of the leading indicators  2. Predicted Versus Actual Sales - HR plans based on firm’s predicted sales 3. Employment Statistics Job Requirements - Highly specialized workers, for example, are more difficult to find than unskilled ones. Job analysis information is especially useful because it reveals the important characteristics of the job and of applicants. Knowledge of a job’s requirements allows the recruiter to choose the best way to find recruits, given the constraints under which the recruiter must operate. Costs - Recruiters must operate within budgets Inducements - The recruiter has to act like a marketer — selling the company as a potential place of work for eligible applicants. - Not all inducements are monetary or even tangible. Flextime, high quality of life, and other initiatives can be potential selling points for a firm; in some instances, certain items (such as flextime) can also be a constraint if all major employers are using them. Week 8 Learning Objectives: - Explain the key purposes and differences between onboarding, training, and development - Unpack orientation and socialization aspects of onboarding - Explain and unpack the systems approach to training - Define strategic HR development and different approaches - Describe how HR assists career planning - Discuss how to evaluate training/ development programs Strategic Importance of Onboarding, Training, and Development - Socialize the new hire to organization, match what the employee can do with job demands, and tap potential for future job roles, all while meeting career objectives - Time-consuming and expensive efforts, but they: - Reduce turnover - Help employees become productive sooner - Contribute to overall employee satisfaction Onboarding - Help new hires adjust to the performance aspects of their new jobs and the social aspects of the organization - Includes orientation, socialization, training and development activities - Outcomes include greater retention, faster time to productive reduced anxiety (first day jitters), increased motivation, and engagement Orientation: Organizational Issues - History, names, and titles, overviews - Policies, employee handbook HR Related Topics - Pay, vacations, benefits - Services, programs, counselling Role Expectations - Job location, job overview, safety - Job tasks, objectives, relationships Socialization - Continuing process by which one begins to understand and accept values, norms. And beliefs held by others in organization - Involves turning outsiders into insiders, all the while celebrating and preserving what makes people different - Includes “web-weaving”: facilitating connections for recruits - Set up meetings The importance of Training - Short-term efforts to impart info/ instructions related to job - Tight market: may not able to recruit fully trained people - Improves performance on the job and lowers risks - New technologies, competitive environment, and changing society constantly demand new skills and training skills and training strategies - Neglect (sink/swim mentality) gives you a bad reputation Needs Assessment - Diagnoses present problems and future challenges that can be met through training or development - Needs to consider each person - Needs can also be team - Need may be determine by HR, supervisors, or self - Sources of information that may indicate a need (resumes, safety reports, performance appraisals, etc). Training Techniques: - Cost-effectiveness - Desired program content - Appropriateness of the facilities - Trainee preferences and capabilities - Learning principles Employee Development - Move beyond short term needs and devise internal paths - Preparing the employee to assume greater responsibilities and authority, often in formal leadership positions - Talent Management prepares a pool of employees to meet future organizational challenges and opportunities Employee Development Plans 1. Assess employee’s needs and aspirations 2. Link to business goals 3. Identify learning and development activities 4. Determine resources 5. Identify barriers Development Strategies 1. Cognitive - Increase knowledge and expertise - Lectures, seminars, courses, etc. 2. Behavioural - Change in management style - Includes role-playing, behaviour modelling, situational analysis 3. Environmental - Provide setting for employees to develop - Mentoring, coaching - Company and network communication; discussions groups, support channels  FINAL EXAMINATION NOTES Chapter 7 Onboarding - Almost a quarter of employees experience some type of career transition each year, and half of new hires leave an organization within the first four months. - Canada’s employee turnover rate is the fourth highest globally. - For new hires, the onboarding process builds knowledge of the organization at an individual, department, and job level/ expectations. Importance of Onboarding - Reduce Employee Turnover - Reduce Errors and Save Time - Develop Clear Job and Organizational Expectations - Attain Acceptable Job Performance Levels Faster - Reduce Employee Anxiety and Increase Organizational Stability - Reduce Instances of Corrective Disciple Measures and Grievances Week 9 Learning Outcomes: 1. Discuss the importance of managing employee performance 2. Describe the various purposes of performance appraisals 3. Describe common comparative/ non comparative methods 4. Discuss the advantages and disadvantages of the various raters of performance 5. Describe the guideline for effectively communicating performance feedback and employees 6. Explain the legal considerations related to PM (Performance Management) Reasons for axing performance systems - Improved manager conversations: less defending, more coaching - Additional time for informal feedback : less bureaucracy - More differentiated pay decisions: some discretion - Increased employee engagement: less anxiety around ratings - Subjectivity is normal and doesn’t impact worker’s motivation Consequences of axing performance management - Performance expectations become unclear - Pay differentiation becomes less obvious - Conversation quality declines: struggle to explain how employees performed and what steps to take to improve - Informal conversations decrease: time save used elsewhere - Performance and employee engagement drop: need PM The Importance of Feedback - Appraisals as basis for administrative decisions: annually - Appraisals for developmental purposes: Immediately after incidents of good or bad performances - Also provides insight into the effectiveness of HRM. If poor performance is widespread - Many employees excluded from promotions and transfers - Selection process may be screening candidates poorly - Job analysis information may be inaccurate - People receiving low-quality feedback are 63% more likely to leave their organizations than everyone else. - High performers consistently get lower-quality feedback– not just about trying to improve the output of lower performers. Setting Performance Objectives - Performance objectives are targets that should be - Job related - Practical - Based on performance standards - Performance standards are measurable benchmarks that relate to - Quality - Quantity - Time Measuring Performance Direct - Rater actually sees the employee’s performance Indirect - Substitutes for direct (through secondhand objectivations, complaints, etc) Objective - Verifiable by others - Usually quantitative Subjective - Not verifiable by others - Based on rater’s opinions Comparative Evals - compare one person’s performance with that of co-workers. The most common forms of comparative evaluations are the ranking method and forced distributions. Ranking Method:  - Employees ranked from best to worst - A problem with this method is that a manager can be bias based on recent performance rather than overall or by strict judgment on employees character. Forced Distribution - Sort employees into different classifications - Plotted in a typical bell curve - While relative differences among employees are unknown, but this method does overcome the biases of central tendency, leniency, and strictness. Noncomparative Evals- do not compare one employee against another but use scales or reports with performance objectives and standards. These methods include rating scales, behaviorally anchored rating scales, performance tests and observations, and management by objectives. Rating Scales - Most widely used performance appraisal system - Subjective evaluation of an employee's performance along a scale from low to high Behaviorally Anchored Rating Scales (BARS) - The rater reads through the descriptions for each level of performance, thinks back over the behaviours the employees have engaged in over the last performance period, and indicates rating. - Job-related, practical, and standardized for similar jobs Performance Tests and Observations - Performance is evaluated based on a test of knowledge and skills Management by Objectives (MBO) - Employee and superior jointly establish performance goals for the future - The goals are mutually agreed upon and objectively measurable - Gain motivational benefit to a specific target and direct efforts Legal Considerations - Employees are entitled to a fair treatment for employers as well as due process - Discipline (and termination) should follow from clear policies and guidelines, and be based on justifiable reasons - Poor performance rarely constitutes ‘just cause’ at first and, as such, should be dealt with progressive discipline  - A performance appraisal form is a legal document - Use only performance criteria that are relevant to the job - A reasonable time must be set for performance improvement - Well documented performance shortcomings and use of feedback interviews have been viewed favorably in court. Week 11 Learning Objectives: 1. Define total compensation 2. Explain the objectives of effective compensation management 3. Describe what a compensation philosophy is and need for one 4. Describe how direct compensation is determined 5. Describe advantages and disadvantages of pay secrecy 6. Describe the objectives of providing benefits to employees 7. Discuss types of benefits organizations have to/ can provide Total Compensation Total Compensation: Compensation systems aim to pay workers for the jobs they do and incentivize them through enhancing motivation and job satisfaction. Total compensation includes everything that the company provides an employee in exchange for working (including salary/wages, variable pay, perks, amenities, benefits, etc.) - Includes base wages, variable pay, perks and on-site amenities, status/ recognition, and benefits - Not all have monetary value - Total reward approaches lead to: - Easier recruitment of high-quality staff - Lower turnover - Higher employee performance - Enhance employer reputation Objectives of Compensation Internal equity- pay related to relative worth of jobs External equity- paying workers relative to market Compensation < Good management - Poor management is still the largest driver for voluntary turnover - Pay is rarely a motivator (hygiene factor)  - Rewards may undermine responsiveness over time Vroom’s Expectancy Theory Motivation = Expectancy + Instrumentality + Valence Expectancy- effort will lead to better performance Instrumentality- better performance will lead to a reward Valence- the reward is of value to me personally Intensity of work effort depends on the perception that an individual's effort will result in a desired outcome. Equity Theory (Organizational Justice) - Distributive Justice (DJ) : who gets what - Procedural Justice (PJ) : how DJ is decided - Interactional Justive (IJ): how decisions about DJ and PJ are communicated (and what can be done after) - Worst combination= low DJ and low PJ - Help DJ helps love PJ; High PJ helps low DJ Direct Compensation vs Indirect Compensation In general, direct compensation includes a fixed reward (like base salary) and can also involve short-term and long-term incentives (like overtime and bonuses). Any other non-cash benefit (with indirect monetary value) is considered indirect compensation. These perks include: Insurance (health, dental, vision, etc.) Pay Secrecy vs Transparency Pay Secrecy: When employers prefer not to publish salary levels to avoid having to defend their pay decision. Research shows that employees generally prefer pay secrecy about individual salaries but favor disclosure of pay ranges and pay policies. In comparison to pay transparency when employers and employees have full knowledge on each other’s compensation. - Secrecy Advantages - Most employees prefer to have their pay kept secret - Gives managers greater freedom - Lessens fixations on salary itself — bigger picture matters - Secrecy Disadvantages - May generate distrust in the pay system - Covers up inequities - Relationship between pay and performance unclear - Less agency for employees in salary negotiations The Objectives of Benefits Societal Objectives - Solve social problems and provide security for interdependent wage earners - Employers can deduct costs of benefits as a business expense - Most benefits tax-free for workers  - Gives financial security against illness, disability and retirement Organizational Objectives - Must offer to recruit and retain - Reduce fatigue and enhance productivity (breaks, vacations) - Satisfy employee objectives - Minimize cost (overtime, injuries, recruitment) Employee Objectives - Lower cost, more availability - Lower income taxes - Partial protection from inflation - Primary protection from inflation - Primary objective may be to obtain benefits and services (supplemental health and life insurance) Legally Required (meaning employer is Voluntary (meaning employer can choose legally required) whether or not to implement into their worker’s benefits) - CPP/QPP - Life and Health Insurance - Employment Insurance - Disability Insurance - Worker’s Compensation - Salary Continuation - Health Insurance Plans - Retirement Security - Holidays and Vacations - Paid Time Off - Maternity/ Paternity leaves - Employee Emerging Services in Worker’s Benefits: - Health Spending Account - Buy More Vacation (Your employer/ company can let you “buy” more vacation time) - Concierge Service - Paid Leaves for Education or courses - Child Care - Same-sex Benefits (Group insurance and pension contracts between employers and insurers that treat same-sex couples the same as opposite-sex couples) - Benefits for Part Time employees Compensation Challenges for HRM - Communication of benefits to workers - Increasingly complex packages - Comply with al legal requirements - Control ballooning costs (pension crisis, sick leaves, cost of rising) Week 12 Learning Objectives: 1. Describe the major laws relating to occupational Health and Safety (H&S) 2. Assess traditional thinking on occupational H&S 3. Explain the new thinking on employee rights relating to occupational H&S issues 4. Describe worker’s three basic rights with respect to H&S 5. Outline implications for HRM of safety and health duties 6. Discuss the impact of stress on employees and workplace 7. Define harassment and employer’s legal obligations Basic Rights: The Canada Labour Code details elements of industrial safety program, Part II of the Code establishes three fundamental employee rights: 1. Right to Know about hazards in the workplace: - Identifying Health and Safety hazards - WHMIS (Workplace Hazardous Materials Information System) - Labels - Safety Data Sheets - Training - Mostly physical risks BUT now employers must also assess all risks in a workplace as required by legislation (often annual) 2. The right to refuse dangerous work - Workers can’t be punished for refusing unsafe work - Refusal of unsafe work has some limitations - Not all professions have this right 3. The right to participate in correcting those hazards Workplace Injuries and Health Hazards Workplace Injuries  - One in seven young workers are injured on the job, one fourth of all workplace injuries involve employees in the 15-29 age groups - 1,000 employees die annually due to their employment - There are approximately 775,000 occupational injury claims each year, and more than one-third of these claims are accepted time-loss injuries warranting compensation. In Canada in 2019, there were 160,801 lost time claims for men and 110,948 for women; 925 workers died as a result of a workplace injury (an average of about 2.5 workers each day of the year) Health Hazards : various health hazards can be separated into three categories 1. Physical agents- noise, temperature, lighting, radiation, etc 2. Biological agents/ biohazards- exposure to such natural organisms as parasites, bacteria, insects, viruses 3. Ergonomically related injuries- repetitive strain, back injuries, stress, overexertion Causes of Workplace Stress Factors unique to the job - Workload/ pace - Lack of autonomy - Physical environment - Isolation Role in the Organization - Role conflict - Level of responsibility Career Development - Job security - Job satisfaction Relationships at work - Includes supervisors/ co-workers - Threats of violence or harassment Organizational Climate - Participation in decision making - Management style - Communication patterns Bill 168 (Ontario, 2009) - OHSA was not as explicit before : implicit ”safe” duty - Policies include measures and procedures for immediate help when it occurs or likely to occur, to assess and control risks - Must show commitment to addressing workplace harassment - Does not have to be written if fewer than 6 employees - SMEs: employer must proactively think about which person could be designated– could be external to company Harassment Policy - Include measures and procedure for workers to report incidents of harassment to employer or supervisor - Set out how the employer will investigate and deal with incidents and complaints of workplace harassment - Include any prescribes elements and behaviors - Impossible to prevent every incident BUT need to ensure that all staff know what is considered inappropriate Remote Work and Harassment: - Isolation makes it more likely - Fewer Witnesses - Emphasize that harassment policies continue to apply to all - Applies to work related social gatherings outside of the workplace or outside of regular - work hours