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1Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Chapter 9Human Resource Management

2Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Human Resource Management

The integration of all processes, programs, and systems in an

organization that ensure staff are acquired and used in an effective

way

3Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Strategic Human Resource Management (Exhibit 9-1)

HR planningRecruitmentSelectionOrganizational and work designTraining and developmentPerformance reviewCompensationLabour relations

4Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Strategic Importance of HRM Can establish an organization’s

sustainable competitive advantage Requires fundamental change in how

managers think about employees Need to consider outsourcing certain

HR transactions

5Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Legal Environment of HRM 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

6Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Human Rights Legislation Has the most impact on HR decisions Protects individuals and groups from

discrimination Protects employees from harassment--

both workplace and sexual

7Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Human Resource Planning

Assessing FutureHuman Resource

Needs

Assessing Current Human Resources

Developing aProgram to Meet

Needs

8Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Recruitment

Process of locating, identifying, and attracting capable candidates

Can be for current or future needs

9Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Selection

Prediction exercise Decision-making

exercise Purpose is to hire

the person(s) best able to meet the needs of the organization

10Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

The Effectiveness of Interviews 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

11Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Common Types of Interviews Non-directive Structured

Panel Situational Behavioural description

12Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Familiarization to Organization and its Values

Improved Success On the Job

Minimizes Turnover

Orientation Process to introduce new employees to

organization Familiarize new employee to job and

work unit Help employee to understand values,

beliefs, and acceptable behaviours

13Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Training and Development 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

14Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Performance Management

Integration of management practices that includes a formal review of employee performance

Includes establishing performance standards and reviewing the performance

Means to ensure organizational goals are being met

15Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Compensation Management

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

Factors That Influence Compensation

Unionization

Level ofCompensation

and Benefits

Employee’stenure and

performance

Kind of jobperformedSize of

company

Managementphilosophy

Kind ofbusinessGeographical

location

Labour- orcapital-intensive

Companyprofitability

16Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

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.

17Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Health and Safety 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

18Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

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