1. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.1 Chapter 9 Human Resource Management

2. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.2 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

3. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.3 Strategic Human Resource Management (Exhibit 9-1) HR planning Recruitment Selection Organizational and work design Training and development Performance review Compensation Labour relations

4. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.4 Strategic Importance of HRM Can establish an organization’s sustainable competitive advantage Shortfall of 500 million workers Requires fundamental change in how managers think about employees Partners and Investments Need to consider outsourcing certain HR transactions But then what does the HR dept. do?

5. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.5 Legal Environment of HRM Federal and provincial governments influenced HRM through laws and regulations Huge increase in this since 1960’s Employers must ensure that managers understand their obligations and comply Four primary areas of employment legislation Lets look at the Main One

6. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.6 Human Rights Legislation Has the most impact on HR decisions Protects individuals and groups from discrimination Protects employees from harassment-- both workplace and sexual Consider the time, (which translates to money), that managers spend on HRL

7. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.7 Other Employment Legislation Employment standards Basic or minimum employment conditions in an organization Minimum wage, hours of work, OT pay Health and safety Healthy and Safe work Environment On the Job Injuries Labour relations Relationship between union and employer Not all organizations are covered by Labour Relations

8. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.8 Global Laws and HRM Laws and regulations are not the same throughout the world Working Conditions, Pay, H&S Important for manage to know the legislation in the country in which they are working

9. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.9 Human Resource Planning Assessing Future Human Resource Needs Assessing Current Human Resources Developing a Program to Meet Needs

10. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.10 HR Planning We have found the gap, how do we fill this void? How much time should we spend on identifying the right person? Lets follow the trail of what it takes to hire a new team member in an oganization.

11. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.11 Recruitment Process of locating, identifying, and attracting capable candidates Can be for current or future needs Critical activity for some corporations. What sources do we use for recruitment

12. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.12 Recruitment Sources Internal Searches Employee Referrals Employee Leasing Temp Services Employment Agencies Advertisements School Placement

13. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.13 Selection Prediction exercise Thus, Not Perfect Decision-making exercise Purpose is to hire the person(s) best able to meet the needs of the organization Tied Back to Strategy

14. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.14 Selection Are there ways that managers can ensure that the decision achieves the desired outcome? (time and time again) Yes, use HR Tools which are Reliable & Valid

15. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.15 Reliability Degree to which selection tool measures the same thing consistently Can be a test or an interview Same questions need to be asked.

16. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.16 Validity Relationship between selection tool and appropriate criterion What a selection technique measures and how well it measures Must be proven and relevant to job Eg: keyboarding skills for data entry clerk.

17. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.17 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

18. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.18 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.

19. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.19 Interview Questions Lets come up with some interview questions!

20. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.20 Written Tests Intelligence General aptitude Ability Interest

21. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.21 Reference Checks Potential employer seeks to verify information Important to have well-constructed questions Can you Outsource This? How far can you dig?

22. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.22 Your Hired Now What? Most Important Stage

23. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.23 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

24. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.24 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

25. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.25 Employee Training What deficiencies, if any, does job holder have in terms of skills, knowledge, abilities, and behaviours? What behaviours are necessary? Is there a need for training? What are the strategic goals of the organization? What tasks must be completed to achieve goals?

26. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.26 Training Can you Train Someone out of a job?

27. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.27 Performance Management Integration of management practices that includes a formal review of employee performance How often should this take place? Includes establishing performance standards and reviewing the performance Means to ensure organizational goals are being met

28. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.28 Multiperson Graphic Rating Scales Critical Incidents Written Essay BARS Performance Review Methods 360-Degree Review MBO

29. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.29 If Performance Falls Short Train Discipline Coach Out the Door

30. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.30 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

31. Factors That Influence Compensation Unionization Level of Compensation and Benefits Employee’s tenure and performance Kind of job performed Size of company Management philosophy Kind of business Geographical location Labour- or capital-intensive Company profitability FOM 9.29 Robbins 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.

32. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.32 Employee Benefits Indirect financial rewards Designed to enrich employees’ lives Vary widely in scope Costs range from 30% to 40% of payroll costs

33. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.33 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

34. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 9.34 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