Professional Documents
Culture Documents
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.2
The integration of all processes, programs, and systems in an organization that ensure staff are acquired and used in an effective way
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.3
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.4
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.5
Federal and provincial governments influenced HRM through laws and regulations
Employers must ensure that managers understand their obligations and comply Four primary areas of employment legislation
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.6
Has the most impact on HR decisions Protects individuals and groups from discrimination Protects employees from harassment--both workplace and sexual Consider the time, (which translates to money), that managers spend on HRL
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.7
Employment standards
Basic or minimum employment conditions in an organization Minimum wage, hours of work, OT pay Healthy and Safe work Environment On the Job Injuries
Relationship between union and employer Not all organizations are covered by Labour Relations
Labour relations
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.8
Laws and regulations are not the same throughout the world
Important for manage to know the legislation in the country in which they are working
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.9
FOM 9.10
HR Planning
We have found the gap, how do we fill this void? How much time should we spend on identifying the right person? Lets follow the trail of what it takes to hire a new team member in an oganization.
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.11
Process of locating, identifying, and attracting capable candidates Can be for current or future needs Critical activity for some corporations. What sources do we use for recruitment
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.12
Internal Searches
School Placement
Employee Referrals
Employee Leasing
Recruitment Sources
Temp Services
Employment Agencies
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
Advertisements
FOM 9.13
Prediction exercise
Decision-making exercise Purpose is to hire the person(s) best able to meet the needs of the organization Tied Back to Strategy
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.14
Selection
Are there ways that managers can ensure that the decision achieves the desired outcome? (time and time again)
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.15
Reliability
Degree to which selection tool measures the same thing consistently Can be a test or an interview Same questions need to be asked.
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.16
Validity
Relationship between selection tool and appropriate criterion What a selection technique measures and how well it measures Must be proven and relevant to job
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.17
Prior knowledge about an applicant Attitude of the interviewer The order of the interview Negative information The first five minutes The content of the interview The validity of the interview Structured versus unstructured interviews
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.18
Non-directive
Most Latitude Questions are open ended This can get you into trouble As about a situation you have experienced.
Panel Situational Why is a Situational Analysis Good.
Behavioral Description
Structured
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.19
Interview Questions
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.20
Written Tests
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.21
Reference Checks
Potential employer seeks to verify information Important to have well-constructed questions Can you Outsource This? How far can you dig?
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.22
Your Hired
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.23
Orientation
organization Familiarize new employee to job and work Improved Success On the Job unit Help employee to understand values, Minimizes Turnover beliefs, and acceptable behaviours
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.24
Learning experience that seeks relatively permanent change Involves changing skills, knowledge, attitudes or behaviours Training tends to be done for current job Develop usually means acquiring skills for future work
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.25
What deficiencies, if any, does job holder have in terms of skills, knowledge, Is there a need for abilities, and behaviours? training?
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.26
Training
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.27
Performance Management
Includes establishing performance standards and reviewing the performance Means to ensure organizational goals are being met
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.28
Critical Incidents
BARS
Multiperson
MBO
360-Degree Review
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.29
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.30
Process of determining cost-effective pay structure Designed to attract and retain Provide an incentive to work hard Structured to ensure that pay levels are perceived as fair
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
Company profitability
Kind of job performed
Geographical location
Kind of business
Management philosophy
Labour- or capital-intensive
Unionization
Source: Management, Seventh Canadian Edition, by Stephen P. Robbins, Mary Coulter, and Robin Stuart-Kotze, page 274. Copyright 2003. Reprinted by permission of Pearson Education Canada Inc.
FOM 9.29
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.32
Employee Benefits
Indirect financial rewards Designed to enrich employees lives Vary widely in scope Costs range from 30% to 40% of payroll costs
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.33
Employers are responsible for ensuring a healthy and safe work environment Employees are required for follow instructions and any legal requirements Workplace violence is a growing concern
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.
FOM 9.34
Labour Relations
Relationship between union and employer Union functions as the voice of employees Collective bargaining is a process to negotiate terms and conditions of employment Bargaining produces a written document called a collective agreement
Robbins et al., Fundamentals of Management, 4th Canadian Edition 2005 Pearson Education Canada, Inc.