1. CHAPTER 8: HUMAN RESOURCE MANAGEMENT © John Wiley & Sons Canada, Ltd. John R. Schermerhorn, Jr., Barry Wright, and Lorie Guest Business Leadership: Management Fundamentals John R. Schermerhorn, Jr., Barry Wright, and Lorie Guest

2. In groups come up with 3 things you think the Human Resources department is responsible for? © John Wiley & Sons Canada Ltd. WHAT IS HUMAN RESOURCES?

3. Major human resource management responsibilities: 1. Attracting a quality workforce Human resource planning, recruitment, and selection 2.Developing a quality workforce Employee orientation, training and development, and performance appraisal. 3.Maintaining a quality workforce Career development, work-life balance, compensation and benefits, employee retention and turnover, and labour-management relations. © John Wiley & Sons Canada Ltd. HUMAN RESOURCE MANAGEMENT

4. Challenges in managing a global workforce – Keeping track of expertise – Availability of visas for foreign workers © John Wiley & Sons Canada Ltd. GLOBAL HUMAN RESOURCE MANAGEMENT

5. Discrimination in employment – Occurs when someone is denied a job or job assignment for reasons that are not job relevant Employment equity – The right to employment without regard to race, color, national origin, religion, gender, age, sexual orientation, pregnancy or physical or mental ability – Canadian Human Rights Act of 1977 © John Wiley & Sons Canada Ltd. LEGAL ENVIRONMENT OF HUMAN RESOURCE MANAGEMENT

6. © John Wiley & Sons Canada Ltd. TABLE 8.2 A SAMPLE OF PROHIBITED GROUNDS OF EMPLOYMENT DISCRIMINATION IN CANADA

7. In groups share your personal stories of discrimination or in equity? Maybe the story is personal or affected someone you know Choose 1 story per group to share with the class. © John Wiley & Sons Canada Ltd. HAS THIS EVER IMPACTED YOU?

8. Current legal issues in HRM – Sexual harassment – Equal pay and comparable worth – Pregnancy discrimination – Legal status of independent contractors – Workplace privacy © John Wiley & Sons Canada Ltd. CURRENT LEGAL ISSUES IN HR MANAGEMENT This is illegal – there is NEVER a reason that makes it okay!!!!

9. Remember although this is funny the end result is the key.... IT IS NEVER OKAY TO DISCRIMINATE, HARASS, BULLY ETC. IF SOMEONE IS NEGATIVELY AFFECTED BY YOUR ACTIONS IT IS NOT RIGHT AND POTENTIALLY ILLEGAL © John Wiley & Sons Canada Ltd. VIDEO EXAMPLE!

10. © John Wiley & Sons Canada Ltd. FIGURE 8.3 STEPS IN STRATEGIC HUMAN RESOURCE PLANNING

11. The foundation of human resource planning is job analysis – The orderly study of job facts to determine just what is done, when, where, how, why, and by whom in existing or potential new jobs Job analysis provides information for developing: – Job descriptions: details the duties and responsibilities of a job holder – Job specifications: lists the qualifications required of a job © John Wiley & Sons Canada Ltd. HUMAN RESOURCE PLANNING (CONT’D)

12. Recruitment: – Activities designed to attract a qualified pool of job applicants to an organization – Steps in the recruitment process: Advertisement of a job vacancy Preliminary contact with potential job candidates Initial screening to create a pool of qualified applicants © John Wiley & Sons Canada Ltd. RECRUITMENT TECHNIQUES

13. Recruitment methods: – External recruitment: candidates are sought from outside the hiring organization – Internal recruitment: candidates are sought from within the organization – Traditional recruitment: candidates receive information only on most positive organizational features – Realistic job previews: candidates receive all pertinent information © John Wiley & Sons Canada Ltd. RECRUITMENT TECHNIQUES (CONT’D)

14. © John Wiley & Sons Canada Ltd. FIGURE 8.4 STEPS IN THE SELECTION PROCESS: THE CASE OF A REJECTED JOB APPLICANT

15. Step 1: Application Forms Declares individual to be a job candidate Documents applicant’s personal history and qualifications. Personal résumés may be included Applicants lacking appropriate credentials are rejected at this step © John Wiley & Sons Canada Ltd. STEPS IN THE SELECTION PROCESS

16. Step 2: Interviews Exchange of information between job candidate and key members of the organization Opportunity for job candidate and organizational members to learn more about each other © John Wiley & Sons Canada Ltd. STEPS IN THE SELECTION PROCESS (CONT’D)

17. Structured Interview – Prepared list of questions – Same questions for every applicant Unstructured Interview – Conversation between employer and applicant in a relaxed atmosphere – Employer and applicant both ask questions

19. INTERVIEWING TIPS AND TRICKS Working with a partner, brainstorm a list of things that employers would be on the lookout for during an interview OR Working with a partner, brainstorm a list of things an applicant should do to prepare for an upcoming interview

20. DRESSING THE PART How should a person dress during a business interview? Consider the following: – Clothing – Hair – Facial hair – Shoes – Jewelry – Makeup

21. In groups make up creative, outrageous and odd interview questions. Have them exchange the questions with another group and have the students answer these questions out loud to their group. The point of this exercise is to practise thinking quickly and answering confidently regardless of the question. REMEMBER....when creating job interview questions, the best indicator of future behaviour is past behaviour. © John Wiley & Sons Canada Ltd. INTERVIEW TIME!!!

22. Step 3: Employment Tests Used to further screen applicants by gathering additional job- relevant information Common types of employment tests: Intelligence Aptitude Personality Interests © John Wiley & Sons Canada Ltd. STEPS IN THE SELECTION PROCESS (CONT’D)

23. Criteria for selection devices: – Reliability: The selection device is consistent in measurement – Validity: There is a demonstrable relationship between a person’s score or rating on a selection device and his/her eventual job performance © John Wiley & Sons Canada Ltd. STEPS IN THE SELECTION PROCESS (CONT’D)

24. Behaviourally-oriented employment tests: – Assessment centre: Evaluates a person’s performance in simulated work situations – Work sampling: Evaluates a person’s performance on actual job tasks © John Wiley & Sons Canada Ltd. STEPS IN THE SELECTION PROCESS (CONT’D)

25. Step 4: Reference and Background Checks Inquiries to previous employers, academic advisors, coworkers and/or acquaintances regarding applicant’s: – Qualifications – Experience – Past work records Can better inform potential employer Can enhance candidate’s credibility © John Wiley & Sons Canada Ltd. STEPS IN THE SELECTION PROCESS (CONT’D)

26. IN PAIRS USE YOUR ELECTRONIC DEVICES AND GOOGLE YOUR NAME..... – IF THIS WAS AN EMPLOYER WHAT WOULD THEY FIND ? – WHAT WOULD IMPRESS OR UNIMPRESS THEM ? SELF CHECK: IS THE FOLLOWING INFO YOU WOULD GIVE EMPLOYERS PROFESSIONAL: – EMAIL ADDRESS – ANWERING PHONE MESSAGE – TWITTER © John Wiley & Sons Canada Ltd. WHAT IS YOUR IMAGE

27. Step 5: Physical Examinations Ensure applicant’s physical capability to fulfill job requirements Basis for enrolling applicant in life, health, and disability insurance programs Drug testing is done at this step © John Wiley & Sons Canada Ltd. STEPS IN THE SELECTION PROCESS (CONT’D)

28. Step 6: Final Decision to Hire or Reject Best selection decisions will involve extensive consultation among multiple parties Selection decision should focus on all aspects of the candidate’s capacity to perform the designated job © John Wiley & Sons Canada Ltd. STEPS IN THE SELECTION PROCESS (CONT’D)

29. Orientation: – Set of activities designed to familiarize new employees with their jobs, coworkers, and key aspects of the organization Socialization: – Process of influencing the expectations, behaviours, and attitudes of a new employee in a way considered desirable by the organization © John Wiley & Sons Canada Ltd. DEVELOPING A QUALITY WORKFORCE

30. © John Wiley & Sons Canada Ltd. TRAINING AND DEVELOPMENT Training: A set of activities that provides the opportunity to acquire and improve job- related skills On-the-job training: Job rotation Coaching Mentoring Modelling Off-the-job training: Management development

31. © John Wiley & Sons Canada Ltd. PERFORMANCE REVIEW

32. Performance appraisal: – Formally assessing someone’s work accomplishments and providing feedback – Purposes of performance appraisal: Evaluation: lets people know where they stand relative to objectives and standards Development: assists in training and continued personal development of people © John Wiley & Sons Canada Ltd. PERFORMANCE MANAGEMENT

33. Graphic rating scales: – Uses checklists of traits or characteristics to evaluate performance – Relatively quick and easy to use – However, issue of questionable reliability and validity © John Wiley & Sons Canada Ltd. PERFORMANCE APPRAISAL METHODS

34. Behaviourally anchored rating scales (BARS): – Describes actual behaviours that exemplify various levels of performance achievement in a job – More reliable and valid than graphic rating scales – Helpful in training people to master important job skills © John Wiley & Sons Canada Ltd. PERFORMANCE APPRAISAL METHODS (CONT’D)

35. Critical-incident techniques: – Keeping a running log or inventory of effective and ineffective behaviours – Documents success or failure patterns © John Wiley & Sons Canada Ltd. PERFORMANCE APPRAISAL METHODS (CONT’D)

36. Multi-person comparisons: – Formally compare one person’s performance with that of one or more others – Types of multi-person comparisons: Rank ordering Paired comparisons Forced distributions © John Wiley & Sons Canada Ltd. PERFORMANCE APPRAISAL METHODS (CONT’D)

37. Alternatives to supervisory appraisal: – Peer Appraisal: Occurs when people who work regularly and directly with a jobholder are involved in the appraisal – Upward Appraisal: Occurs when subordinates reporting to the jobholder are involved in the appraisal – 360° Feedback: Occurs when superiors, subordinates, peers, and even internal and external customers are involved in the appraisal of a jobholder’s performance © John Wiley & Sons Canada Ltd. OTHER APPRAISALS

38. Work-life balance: – How people balance career demands with personal and family needs – Progressive employers support a healthy work-life balance – Contemporary work-life balance issues: Single parent concerns Dual-career couples concerns Family-friendliness as screening criterion used by candidates © John Wiley & Sons Canada Ltd. MAINTAINING A QUALITY WORKPLACE

39. 1. How much time do you spend on non-work related activities such as taking care of family, spending time with friends, participating in sports, enjoying leisure time? Almost none/Never Very Much/Always 1 2 3 4 5 2.How often do family duties and non-work responsibilities make you feel tired out? Almost none/Never Very Much/Always 1 2 3 4 5 3. How often do you feel short of time for family-related and non-work activities? Almost none/Never Very Much/Always 1 2 3 4 5 4. How difficult is it for you to do everything you should as a family member and friend to others? Almost none/Never Very Much/Always 1 2 3 4 5 WHAT IS YOUR WORK-LIFE BALANCE ON A PIECE OF PAPER # 1 – 9 AND RIGHT DOWN YOUR RESPONSE TO THE FOLLOWING QUESTIONS

40. 5. I often feel that I am being run ragged, with not enough time in a day to do everything and do it well Almost none/Never Very Much/Always 1 2 3 4 5 6. I am given entirely too much work to do. Completely disagree Completely agree 1 2 3 4 5 7. How much conflict do you feel there is between the demands of your job, and your family life and non-work activities? Strongly disagree Strongly agree 1 2 3 4 5 8. How much does your job situation interfere with your family life and non-work activities? Not at all/never A lot/very often 1 2 3 4 5 9.How much does your family life and non-work activities interfere with your job? Not at all/never A lot/very often 1 2 3 4 5 WHAT IS YOUR WORK-LIFE BALANCE CONTINUED......

41. Life Demand Score: Total items #1, #2, #3, #4 and divide by 4. Work Demand Score: Total items #5, #6 and divide by 2. Work-Family Conflict Score: Total items #7, #8, #9 and divide by 3. WHAT IS YOUR WORK-LIFE BALANCE CONTINUED......

42. Life Demand Score: Total items #1, #2, #3, #4 and divide by 4. Work Demand Score: Total items #5, #6 and divide by 2. Work-Family Conflict Score: Total items #7, #8, #9 and divide by 3. WHAT IS YOUR WORK-LIFE BALANCE CONTINUED......

43. Compare yourself to these scores from a sample of Chinese and American workers. Are there any surprises in this comparison? © John Wiley & Sons Canada Ltd. U.S.Chinese Your Scores Life Demand3.532.58 Work Demand2.832.98 Work-life Conflict2.532.30

44. TYPES OF COMPENSATION & BENEFITS Merit pay Bonus pay Profit sharing Gain sharing Employee stock ownership plan Stock option Fringe benefits Flexible benefits Family-friendly benefits Employee Assistance Programs Compensation Benefits How else are people motivated to work ?

45. Retention and turnover: – Replacement is the management of promotions, transfers, terminations, layoffs, and retirements – Replacement decisions relate to: Shifting people between positions within the organization Retirement – Including early retirement incentive programs Termination Wrongful dismissal © John Wiley & Sons Canada Ltd. RETENTION AND TURNOVER

46. Labour unions deal with employers on the workers’ behalf Labour contracts specify the rights and obligations of employees and management regarding: –Wages –Work hours –Work rules –Seniority –Hiring –Grievances –Other conditions of employment © John Wiley & Sons Canada Ltd. LABOUR-MANAGEMENT RELATIONS

47. Collective Bargaining: – Process of negotiating, administering, and interpreting a labour contract Two-Tier Wage System: – Pays new hires less than workers already doing the same work with more seniority © John Wiley & Sons Canada Ltd. LABOUR-MANAGEMENT RELATIONS (CONT’D)

48. © John Wiley & Sons Canada Ltd. FIGURE 8.9 THE TRADITIONAL ADVERSARIAL VIEW OF LABOUR- MANAGEMENT RELATIONS

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