Chapter 9 9-2 Human Resource Management and Diversity Copyright (c) 2009 Nelson Education Ltd.
Learning Objectives 1. Explain the role of human resource management in organizational strategic planning. 2. Describe federal and provincial legislation and societal trends that influence human resource management. 3. Explain what the changing social contract between organizations and employees means for workers and human resource managers. 4. Describe the tools managers use to recruit, select, train, and evaluate employees. Copyright (c) 2009 Nelson Education Ltd. 9-3
Learning Objectives (Cont’d) 5. Explain how organizations maintain a workforce through the administration of wages and salaries, benefits, and terminations. 6. Explain the dimensions of employee diversity, as well as the changing workplace and how to manage a culturally diverse workforce. 7. Explain employment equity and why factors such as the glass ceiling have kept it from being more successful. 8. Explain the importance of addressing sexual harassment in the workplace. Copyright (c) 2009 Nelson Education Ltd. 9-4
Human Resource Management (HRM) Copyright (c) 2009 Nelson Education Ltd. 9-5 To ensure the effective and efficient use of human talent to accomplish organizational goals. Includes activities to attract, develop, and maintain the work force.
Ex. 9.1 Strategic Human Resource Management Copyright (c) 2009 Nelson Education Ltd. 9-6 Develop an Effective Workforce Training Development Appraisal Maintain an Effective Workforce Wage and salary Benefits Labour relations Terminations HRM planning Job analysis Forecasting Recruiting Selecting Attract an Effective Workforce Company Strategy
HRM is Changing 1. Focusing on building human capital. 2. Developing global HR strategies. 3. Using information technology. Copyright (c) 2009 Nelson Education Ltd. 9-7
Employment Legislation Point of the laws is to stop discriminatory practices. EEO Legislation attempts to: balance the pay given to men and women. provide employment opportunities without regard to race, religion, national origin, and gender. ensure fair treatment for employees of all ages. avoid discrimination against disabled individuals. Defines enforcement agencies for these laws. Copyright (c) 2009 Nelson Education Ltd. 9-8
Copyright (c) 2009 Nelson Education Ltd. 9-9 New ContractOld Contract Employee Employer Employability, personal responsibility Partner in business improvement Learning Job security A cog in the machine Knowing Continuous learning, lateral career movement, incentive compensation Creative development opportunities Challenging assignments Information and resources Traditional compensation package Standard training programs Routine jobs Limited information Ex. 9.3 The Changing Social Contract
HR Issues in the New Workplace Teams and projects Temporary employees Technology Work-life balance Downsizing Copyright (c) 2009 Nelson Education Ltd. 9-10
Ex. 9.4 Attracting an Effective Workforce Copyright (c) 2009 Nelson Education Ltd. 9-11 Choose Recruiting Sources Want ads Headhunters Internet HR Planning Retirements Growth Resignations Select the Candidate Application Interview Tests Welcome New Employee Employee Contributions Ability Education and experience Creativity Commitment Expertise and knowledge Company Inducements Pay and benefits Meaningful work Advancement Training Challenge Matching Model Match with Employee’s Needs Stage of career Personal values Promotional aspirations Outside interest Family concerns Company Needs Strategic goals Current and future competencies Market changes Employee turnover Corporate culture
Recruiting Copyright (c) 2009 Nelson Education Ltd. 9-13 Activities or practices that define the characteristics of applicants for specific jobs. Internal recruiting (promote-from-within), or External recruiting sources. Realistic job previews (RJPs) give applicants all pertinent and realistic information.
Selection Copyright (c) 2009 Nelson Education Ltd. 9-14 Determining the skills, abilities, and other attributes a person needs to perform a particular job. Selection devices most frequently used are: Application form Interview Employment test Assessment centre
Training and Development Copyright (c) 2009 Nelson Education Ltd. 9-15 Orientation Training Classroom Training Self-directed Learning Computer-based Training Corporate Universities Promotion from within
Performance Appraisal Copyright (c) 2009 Nelson Education Ltd. 9-16 The steps of observing and assessing employee performance, recording the assessment, and providing feedback to the employee. HRM professionals concentrate on two things: 1. Accurately assessing performance 2. Training managers to effectively use the performance appraisal interview
Maintaining an Effective Workforce 1. Compensation considerations: wage and salary systems compensation equity pay for performance 2. Benefits 3. Succession Planning 4. When necessary, terminations Copyright (c) 2009 Nelson Education Ltd. 9-17
Attitudes Toward Diversity Copyright (c) 2009 Nelson Education Ltd. 9-18 Ethnocentrism: the belief that one’s own group and subculture is inherently superior to other groups or cultures. Mono-culture: a culture that accepts only one way of doing things and one set of values and beliefs. Ethnorelativism: the belief that groups and subcultures are inherently equal. Pluralism: means that an organization accommodates several subcultures.
Glass Ceiling Copyright (c) 2009 Nelson Education Ltd. 9-19 Invisible barrier that separates women and minorities from top management positions.
Five Common Forms of Sexual Harassment Generalized. Inappropriate/Offensive. Solicitation with promise of reward. Coercion with threat of punishment. Sexual crimes and misdemeanors. Copyright (c) 2009 Nelson Education Ltd. 9-20