shrm week 6 hr practices

8/3/2019 SHRM Week 6 HR Practices

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

SHRMHuman Resource Management

Practices

Week 6

MBA




Human Resource

Management

The integration of all processes,programs, and systems in an organizationthat ensure staff are acquired and used in

an effective way




Strategic Human ResourceManagement

HR planningRecruitmentSelectionOrganizational andwork design

Training anddevelopment

Performance reviewCompensationLabour relations




Strategic Importance of HRM

Can establish an organization’s sustainablecompetitive advantage◦ Consider shortage of labour supply in particular

fields

Requires fundamental change in howmanagers think about employees◦ Partners and Investments rather than an expense

Need to consider outsourcing certain HR

transactions◦ But then what does the HR dept. do?




Legal Environment of HRM

HRM through laws and regulations◦ Huge increase in this since 1960s in West

Employers must ensure that managers

understand their obligations and comply Primary areas of employment legislation

◦ Equal Opportunities

◦ Equal Pay

◦ Race Relations

◦ Health and Safety

◦ Offices, Shops and Railways Act




FO

M9.6

Human Resource Planning

Assessing Future

Human ResourceNeeds

Assessing CurrentHuman Resources

Developing aProgramme to Meet

Needs




HR Planning

We have found the gap, how do we fillthis void?

How much time should we spend on

identifying the right person? There are a number of stages

FO

M9.7




Recruitment

Process of locating,

identifying, and attracting

capable candidates Can be for current or

future needs

Critical activity for somecorporations.

What sources do we usefor recruitment

FOM 9.8




FO

M9.9

RecruitmentSources

InternalSearches EmployeeReferrals

EmployeeLeasing

TempServices

EmploymentAgencies Advertisements

School/universitiesPlacement




Selection

Prediction exercise

◦ Thus, Not Perfect

Decision-makingexercise

Purpose is to hire theperson(s) best able tomeet the needs of theorganization

Tied back to strategy

FOM 9.10




Selection

Are there ways that managers canensure that the decision achieves thedesired outcome? (time and time

again)◦ Yes, use HR Tools which are Reliable &

Valid

FOM

9.11




Reliability

Degree to which selection tool measuresthe same thing consistently

Can be a test or an interview

Same questions need to be asked.

FO

M9.




Validity

Relationship between selection tool andappropriate criterion

What a selection technique measures andhow well it measures

Must be proven and relevant to job

◦ Eg: keyboarding skills for data entry clerk.

FOM

9.13




The Effectiveness ofInterviews 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

Interviews are not reliable or valid – acting ofthe interviewee – ability to know this

interviewer?

FOM

9.14




Common Types of Interviews

Non-directive◦ Most Latitude

◦ Questions are open ended

◦ This can get you into trouble

Behavioural Description◦ As about a situation you have experienced.

Structured◦ Panel◦

Situational Why is a Situational Analysis Good.




Written Tests

Intelligence

General aptitude

Ability

Interest

Were popular in the 60s -disappeared have now made a comeback

FOM

9.16




Reference Checks

Potential employer seeks to verifyinformation

Important to have well-constructed

questions Already talked about the issues

relating to this

FOM

9.17




Orientation/socialization

Process to introduce new employeesto organization

Familiarize new employee to job and

work unit Help employee to understand values,

beliefs, and acceptable behaviours

FOM

9.18




Performance Management

Integration of management practices thatincludes a formal review of employeeperformance

◦ How often should this take place?

Includes establishing performancestandards and reviewing the performance(benchmarking)

Means to ensure organizational goals arebeing met

FOM

9.19




MultipersonGraphic

Rating Scales

CriticalIncidents

WrittenEssay

BARS

Performance Review Methods

360-DegreeReview

MBO




If Performance Falls Short

Train

Discipline

Coach

Out the Door




Training/Learning andDevelopment Learning experience that seeks

relatively permanent change

Involves changing skills, knowledge,

attitudes or behaviours Training tends to be done for current job/costly change in what employersare expecting and change in

workforce attitudes globally(gender/career)

Development can mean acquiring

skills for future work




Compensation Management

Process of determiningcost-effective paystructure

Designed to attract andretain

Provide an incentive towork hard

Structured to ensure that

pay levels are perceivedas fair (equity theory)




Factors That Influence Compensation

Unionization

Level of

Compensationand

Benefits

Employee’s

tenure and

performance

Kind of job

performedSize of

company

Management

philosophy

Kind of

businessGeographical

location

Labour- or

capital-intensive

Company

profitability

FOM 9.29


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.




Employee Benefits

Indirect financial rewards

Designed to enrich employees’ lives

Vary widely in scope

Costs range from 30% to 40% ofpayroll costs




Health and Safety

Employers are responsible forensuring a healthy and safe workenvironment

Employees are required for followinstructions and any legalrequirements

Workplace issues such as bullying,harrassment are rising




Labour Relations/EmployeeRelations Relationship between union and employer Union functions as the voice of employees

Collective bargaining is a process to

negotiate terms and conditions ofemployment

Bargaining produces a written documentcalled a collective agreement

Governed by legislation in the West –whatabout your countries

Relationship between individuals and

management

FOM

9.27

shrm week 6 hr practices

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