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Chapter 10 1 Managing Human Resources and Labour Relations Managing Human Resources and Labour Relations Prepared by Norm Althouse University of Calgary.

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Presentation on theme: "Chapter 10 1 Managing Human Resources and Labour Relations Managing Human Resources and Labour Relations Prepared by Norm Althouse University of Calgary."— Presentation transcript:

1 Chapter 10 1 Managing Human Resources and Labour Relations Managing Human Resources and Labour Relations Prepared by Norm Althouse University of Calgary Prepared by Norm Althouse University of Calgary Copyright © 2011 by Nelson Education Ltd.

2 Chapter 10 Learning Outcomes 1 Discuss the human resource management process, and how human resource needs are determined. 2 Explain how firms recruit applicants. 3 Summarize how firms select qualified applicants. 4 List some of the types of training and development programs organizations offer their employees. 5 Show how performance appraisals are used to evaluate employee performance. 6 Analyze the various methods for compensating employees. 7 Explain how labour–managemen t relations are different in a unionized environment. 8 Describe some of the key laws and federal agencies affecting human resource management and labour relations. 9 List some of the trends and issues affecting human resource management and labour relations. 2 Copyright © 2011 by Nelson Education Ltd.

3 Chapter 10 Human Resource Challenges 3 Copyright © 2011 by Nelson Education Ltd. Competition for a limited number of employees Employees are struggling to balance their home and work lives Managers are challenged to manage and communicate with employees around the globe A diverse and multicultural workforce requires better workplace communication and training Technology is impacting decision making, communication, and business operation Human resource laws are dictating many aspects of the employee-employer relationship

4 Chapter 10 Copyright © 2008 by Nelson, a division of Thomson Canada Limited 4 Human Resource Success Factors Attracting and hiring the best employees Equipping employees with the skills needed to excel Compensating employees fairly Motivating employees to reach their full potential Managing (and interacting with) people will probably be the most stressful and difficult part of your future career “L'enfer, c'est les autres” Hell is other people Jean Paul Sartre

5 Chapter 10 Human Resource Management 5 The process of hiring, developing, motivating, and evaluating employees to achieve organizational goals The process of hiring, developing, motivating, and evaluating employees to achieve organizational goals Human Resource Management (HRM) Human Resource Management (HRM) Copyright © 2011 by Nelson Education Ltd.

6 Chapter 10 Human Resource Management Process 6 Copyright © 2011 by Nelson Education Ltd.

7 Chapter 10 Human Resource Planning 7 Job Description The tasks and responsibilities of a job Job Specification A list of the skills, knowledge, and abilities a person must have to fill the job Job Analysis A study of the tasks required to do a particular job well Copyright © 2011 by Nelson Education Ltd.

8 Chapter 10 Human Resource Planning and Forecasting 8 Estimate the number of people currently involved who will be available to fill jobs at some future time Determine the number of people needed by some future time The HR Demand Forecast Copyright © 2011 by Nelson Education Ltd.

9 Chapter 10 Human Resource Planning Process 9 Copyright © 2011 by Nelson Education Ltd.

10 Chapter 10 Employee Recruitment 10 External Labour Market Find and attract qualified applicants from the external sources Find and attract qualified applicants from the external sources Internal Labour Market Follow a policy of promotion from within Job Fairs Search Firms Advertising Open Houses Copyright © 2011 by Nelson Education Ltd. Electronic Job Boards

11 Chapter 10 Copyright © 2008 by Nelson, a division of Thomson Canada Limited 11 – External recruiting: managers look outside the firm for people who have not worked at the firm before. Managers advertise in newspapers, hold open houses, recruit at universities, and on the Internet. –External recruitment is difficult since many new jobs have specific skill needs. –A multi-prong approach to external recruiting works best. –Internal Recruiting: positions filled from within the firm. Internal recruiting has several benefits: –Workers know the firm’s culture but may not have new ideas. –Managers likely already know the candidates. –Internal advancement can motivate employees. Recruitment

12 Chapter 10 Copyright © 2008 by Nelson, a division of Thomson Canada Limited 12  Managers may be tempted to over-rate the attractiveness of the job and firm. – Recruits will not work for dishonest employers – Research indicates this is a poor strategy.  Realistic Job Preview: provides an accurate overview of the job. – Avoids having to hire, train, and then lose workers. Honesty in Hiring

13 Chapter 10 Employee Selection 13 Copyright © 2011 by Nelson Education Ltd.

14 Chapter 10 Copyright © 2008 by Nelson, a division of Thomson Canada Limited 14 After a pool of applicants are identified, qualifications related to the job requirements are determined: Background Information: includes education, prior employment, college major, etc. Interview: almost all firms use one of two types: –Structured interview: managers ask each person the same job-related questions. –Unstructured interview: held like a normal conversation. –Usually structured interviews preferred; bias is possible. Selection Process

15 Chapter 10 Copyright © 2008 by Nelson, a division of Thomson Canada Limited 15 Selection Process Testing: includes testing of ability, personality, physical ability, and performance »Ability test: assess if applicant has right skills for the job. »Personality test: seek traits relevant to job performance. »Physical ability test: assesses whether applicant has physical ability to do job tasks »Be sure test is a good predictor of job performance.  Performance Tests: measure job performance. »Typing speed test is one example. »Assessment Center: candidates assessed on job- related activities over a period of a few days.

16 Chapter 10 Copyright © 2008 by Nelson, a division of Thomson Canada Limited 16 Selection Process References: outside people provide candid information about candidate. –Can be hard to get accurate information –Sometimes they want to get rid of someone –Usually phone – written comments = lawsuits! “You will be very lucky if you can get Josephine Smith to work for you………”

17 Chapter 10 Copyright © 2008 by Nelson, a division of Thomson Canada Limited 17 Selection Devices SelectionDevices Senior Manag. Mid-Lower Managers High-Tech Workers Routine Operatives Position 3 Application Forms 3 Written Tests 3 Work Samples 3 Assessment Center 3 Interviews 3 Application Reviews 3 Reference Checks 3 Physical Exams Note: Scale is 5 (highest) to 1 (lowest) and a dash = N/A. Quality of Selection Devices as Predictors

18 Chapter 10 Employee Training and Development 18 Copyright © 2011 by Nelson Education Ltd.

19 Chapter 10 Employee Training and Development 19 mentoring apprenticeship job rotation on-the-job employee orientation Examples of Types of Training and Development Examples of Types of Training and Development Copyright © 2011 by Nelson Education Ltd. Off-the- job training programmed instruction simulation

20 Chapter 10 Performance Planning and Evaluation 20 Copyright © 2011 by Nelson Education Ltd.

21 Chapter 10 Employee Compensation and Benefits 21 Benefits Salaries Piecework & commission Accelerated commission schedule Profit sharing Hourly wages Types of Compensation Bonus Copyright © 2011 by Nelson Education Ltd.

22 Chapter 10 Copyright © 2008 by Nelson, a division of Thomson Canada Limited 22 Job Changes within the Organization Transfer A horizontal move to a position with about the same salary and organizational level. Demotion The downgrading or reassignment of an employee to a position with less responsibility. The downgrading or reassignment of an employee to a position with less responsibility. Promotion An upward move to a position with more authority, responsibility, and pay.

23 Chapter 10 Copyright © 2008 by Nelson, a division of Thomson Canada Limited 23 Separations Resignation Permanent separation of an employee. Arranged by employee. Permanent separation of an employee. Arranged by employee. Layoff Temporary separation of an employee. Arranged by employer. Temporary separation of an employee. Arranged by employer. Termination Permanent separation of an employee. Arranged by employer. Permanent separation of an employee. Arranged by employer. Retirement Separation of an employee at the end of his or her career.

24 Chapter 10 Labour Relations Terms 24 collective bargaining process of negotiating labour agreements national union a union that consists of many local unions, operating nationally local union units of a national union, representing workers in a specific location labour union organization that represents workers in dealing with management shop steward elected union official – represents members to management Copyright © 2011 by Nelson Education Ltd.

25 Chapter 10 Negotiating Labour Agreements 25 Copyright © 2011 by Nelson Education Ltd.

26 Chapter 10 Common Issues in Collective Bargaining Union Security Management Rights Wages/Benefits Job Security and Seniority Grievance Procedures Arbitration/Mediation 26 Copyright © 2011 by Nelson Education Ltd.

27 Chapter 10 Strategies for Unions and Employers 27 Copyright © 2011 by Nelson Education Ltd.

28 Chapter 10 Legislation Affecting HR Management 28 Copyright © 2011 by Nelson Education Ltd.

29 Chapter 10 Trends in Human Resource Management 29 Organizational Culture and Hiring for Fit Outsourcing HR and Technology Employee Diversity and Competitive Advantage Copyright © 2011 by Nelson Education Ltd.


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